Issuu

THE LEADING PUBLICATION FOR THE HOSPITALITY SECTOR & LICENSED TRADE Issue 331

www.CLHNews.co.uk

RETURN TO PROFIT! Let us help guide you to putting your Restaurant, Hotel or Pub business BACK into Profit. We work "hands-on" with you and your Team, in your business, to make that happen.

Maximise your Profit Margins Minimise your Operating Costs Resolve any Operational Issues To find out how David Hunter can use his 30 plus years of experience in the Hospitality sector to help you INCREASE THE PROFIT from YOUR business, call NOW for an informal chat on:

07831 407984 or

01628 487613

The Bowden Group Hospitality Business Mentoring since 1989

CLHNews

RECONDITIONED & SECOND USER CATERING EQUIPMENT

Figures from the Office for National Statistics (ONS) show that an estimated 981,000 young people aged 16 to 24 were not in education, employment or training (NEET) between April and June, representing around 13% of the age group and

• We can supply most of the markets leading names in New Equipment at competitive prices • Full Service & Installation facilities by fully qualified engineers • We can also supply modular fridge & freezer rooms

Telephone with enquiries:

Tel: 01273 492488

Email: EKELtd@outlook.com Mobile: 07860 274243

COOKERS • ICE MACHINES • FRYERS • SLICERS

DISHWASHERS • GLASSWASHERS • REFRIGERATION

• MICROWAVES • EXTRACTION CANOPIES •

• We have a comprehensive range of Re-conditioned Catering Equipment in stock

• TOASTERS • STAINLESS STEEL SINKS & TABLING •

CLHNews

Hospitality Warns Rising Costs Could Close Off Jobs Hospitality operators are warning that rising costs are making it harder for young people to gain their first steps into work in the sector, with almost one million 16 to 24-year-olds now neither in education nor work.

EKE EQUIPMENT LIMITED

CLHNews

an increase of 30,000 compared with the same period a year earlier. The figures have intensified debate over how the Government can get more young people into work, while businesses that have traditionally provided a first foothold in the labour market face significant increases in employment and operating costs.

(CONTINUED ON PAGE 3...)

CLH DIGITAL

Issue 331

Editor's Viewpoint

Welcome to the latest issue of CLH News

TAXING OUT THE WORKFORCE

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

There are some stories you almost don't want to be proved right about, and this week's lead is one of them. Taxed Out Of A Job: With 1 Million Young People Out of Work, Ministers Face Costly U-Turn is a story I, like many others across our sector, have been commenting on for what feels like an age.

EDITOR

Peter Adams

I only wish I could say I take some satisfaction in finally being heard. I don't. What I feel is the sinking sense that the consequences of government policy are now landing — and not in a good way.

TELEPHONE:

Because really, who could possibly have predicted this? Make it more expensive to employ people, squeeze consumer spending at the same time, and — extraordinary as it sounds — employers hire fewer people.

www.CLHNews.co.uk

It isn't complicated. It isn't a mystery. It's basic cause and effect, and it was entirely foreseeable, which is precisely why so many of us in hospitality were shouting about it long before the ONS figures confirmed almost a million young people aged 16 to 24 are now neither earning nor learning.

01202 552333 FAX: 01202 552666

pay packet: how to make friends, how to deal with people from all walks of life, how to build confidence that stays with them for the rest of their working lives. That's not something a Jobs Guarantee scheme can easily replicate, however well-intentioned. We need policy that recognises hospitality's unique role in developing young people, not one that taxes it out of existence.

Hospitality has always been different, and it has always deserved to be treated differently. We are not a sector that can simply absorb higher employer National Insurance contributions and a rising cost base and carry on regardless.

On a rather happier note, I must lead with The Grapes on Mathew Street, and its refurbishment plans ahead of International Beatleweek 2026 — not least because it's in my city of birth, Liverpool.

We are built on entry-level opportunity, on flexible hours, on giving a first job to someone who has never had one before. Tax that away and you don't just lose margin — you lose the front door into employment that hospitality has provided for generations.

I remember The Grapes well, and who doesn't? Eighteen years ago, I celebrated my 50th birthday there, enjoyed an absolutely wonderful evening, "danced" late into the night, and came away with memories I still treasure. So it's genuinely refreshing to see a major refurbishment landing just in time for Beatleweek.

There's a bitter irony sitting right at the heart of this story too: government now finds itself potentially spending billions trying to get young people back into work through schemes like the Jobs Guarantee, having made it more expensive for businesses to give them that work in the first place. You couldn't make it up. I don't say that lightly, but I do hope, genuinely, that the government's hand is forced on this. Something has to give. What frustrates me most is what's being lost along the way, and it isn't just wages or job numbers on a spreadsheet. In my view, hospitality's real value to young people lies in what it teaches them beyond the

I was particularly pleased to see The Grapes bringing back its popular tradition: a free first drink for anyone named John, Paul, George, or Ringo who visits across the seven days of the festival. A lovely touch, and typical of the warmth this pub has shown to Beatles fans for decades. Though I do wonder — if that generosity ever extended to the original drummer, Pete Best, I might just be eligible for one myself. Wishing The Grapes, and Liverpool, a brilliant Beatleweek. I can always be contacted at edit@catererlicensee.com

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

@CLHNews CLHNews CLHNews

EDITOR Peter Adams

SALES EXECUTIVES David Bartlett Guy Stephenson

PRODUCTION & DESIGN Matthew Noades

Published by Published by

Issue 331

CLH DIGITAL

Hospitality Warns Rising Costs Could Close Off Jobs (CONTINUED FROM FRONT COVER)

employment, which will drive job creation and opportunities for young people.

FIRST JOBS The hospitality and night-time economy sectors are at the centre of the debate, having historically provided large numbers of young people with their first jobs, including part-time, seasonal and flexible employment. Earlier this year, a Government-commissioned review led by former Labour minister Alan Milburn warned that the scale of youth inactivity represented more than an economic challenge, describing it as a wider social and moral issue. Mr Milburn's final report is expected shortly, while the Government is also developing its Jobs Guarantee programme as part of a wider £2.5 billion package aimed at tackling youth unemployment. The scheme is expected to create around 90,000 fully funded jobs by 2029, with the Government seeking to provide young people with routes into employment and help prevent longer-term economic inactivity. However, industry representatives argue that Government policy must also address the cost of creating jobs in the first place.

FALSE ECONOMY Michael Kill, CEO NTIA said: “This is the definition of a false economy. Government has increased the cost of employing people through higher employer National Insurance and a relentlessly rising cost base, only to now face the prospect of spending billions trying to bring young people back into work.” “Hospitality and the night-time economy have historically been the front door to employment for generations of young people. When you make employing someone more expensive, particularly at entry level, businesses inevitably employ fewer people.” “Government now faces a stark choice: reverse course and reduce the cost of employment, or continue spending taxpayers’ money attempting to repair a problem its own fiscal decisions have helped exacerbate.” “We need to stop treating employment as something to tax first and subsidise later. Give businesses the confidence and headroom to create jobs, and they will. Without that change, we risk turning a youth employment crisis into a long-term economic and social failure.”

REDUCE COSTS Allen Simpson, Chief Executive of UKHospitality, said: “The rise in the number of NEETs year-on-year reinforces the urgent need to stimulate the job market for young people. “The quickest and easiest way to do that is to reduce the cost of

“Hospitality is one of the only sectors that has the ability to create those jobs in every postcode, but the damage of Government policy in the past two years has resulted in hospitality shedding 100,000 jobs. “Almost £5 billion in additional costs over the past year and a skills levy that bars hospitality from using funds from training its staff are all barriers that need to be solved. “I’m encouraged by the actions of the new Government to back hospitality and I hope that it will continue to put right those wrongs, in particular through reducing the cost of employment.

for employees.

SECTOR CHALLENGES Business groups, however, have warned that additional costs and administrative requirements could prove particularly challenging for sectors such as hospitality, where staffing requirements can change substantially according to trading levels, seasonality, events and customer demand. Government analysis accompanying the consultation estimated that the proposals could generate direct business costs of between approximately £350 million and £2.9 billion a year.

“Despite year-on-year growth, the drop in NEETs in the last quarter suggests this could be the start of a downward trend and I look forward to working with the Government to make this a sustained and permanent reduction.”

The impact assessment identified additional administration, increased employment costs and potential reductions in business revenue among the possible effects, with hospitality and retail expected to be among the sectors most affected because of their reliance on flexible staffing models.

FURTHER CHANGES

WARNING OVER YOUNG WORKERS

The comments come as hospitality businesses prepare for further changes to employment law which could alter the way flexible staffing arrangements operate.

Helen Dickinson, chief executive of the British Retail Consortium, said employment reforms should target exploitation without removing legitimate flexibility.

Plans to introduce guaranteed-hours provisions for workers on zerohours and similar contracts have prompted warnings from business organisations including the British Retail Consortium (BRC), UKHospitality and the British Chambers of Commerce (BCC).

With youth inactivity remaining high, she warned that poorly designed measures could inadvertently make it harder for businesses to provide routes into employment.

RECONSIDER PROPOSALS The organisations have urged ministers to reconsider the proposed implementation timetable and have called for a lower threshold for the guaranteed-hours requirements. They have suggested that contracts involving eight hours a week or fewer should remain outside the scope of the new provisions, arguing that this would help preserve flexibility for both employers and workers while targeting arrangements where employees are more dependent on very low guaranteed hours. The measures form part of the Government's Employment Rights Act 2025 and are intended to address what ministers describe as “one-sided flexibility” associated with some zero-hours working arrangements. A Government consultation on the detailed operation of the proposed reforms opened in June and closed on 25 August.

“With more than a million young people out of work, education or training, we need policies that encourage businesses to hire and create pathways into employment,” she said. “Get this wrong, and we'll close off opportunities for the very people these reforms are intended to help.” UKHospitality's Mr Simpson also warned that additional employment costs could affect the sector's ability to provide jobs. “Hospitality can deliver jobs in every postcode, but the reforms as they stand will add yet more cost, reduce flexibility for staff who need it and impact job opportunities for young people,” he said. The BCC has similarly questioned whether the proposals could undermine the Government's wider ambitions to stimulate economic growth. Shevaun Haviland, director general of the British Chambers of Commerce, said: “These guaranteed hours reforms risk being hugely counterproductive for growth, damaging recruitment and investment.”

Under the proposed framework, eligible workers would be able to She also stressed that zero-hours contracts could provide legitimate request guaranteed hours broadly reflecting the hours they have worked flexibility for both businesses and workers, depending on individual cirduring a specified reference period. Employers would face new obligations concerning guaranteed working arrangements and greater certainty cumstances.

WE DO THE CHEFSWEAR, SO YOU CAN DO THE WORK

FIND OUT MORE cleanservices.co.uk/clh

Looking for professional, compliant chefs’ uniforms and workwear laundry services you can rely on? Look no further.

CLH DIGITAL

Issue 331

Turning A Good Summer Into Lasting Growth By Matthew Adams-Nell, Managing Director of Hospitality at ClearCourse (https://clearcourse.co.uk) It's been a good summer for hospitality. The World Cup and Wimbledon, combined with one of the hottest summers on record, pushed footfall up 4.5% in June and added an estimated £900 million to pub and restaurant takings. That's welcome relief after a tough year, with a third of hospitality businesses operating at a loss. There's more support on the way too, with a 20% business rate cut for some venues from April 2027. But for businesses watching their margins next month, next spring feels a long way off. Government support helps set the conditions for growth, but it's what businesses do day to day that decides whether that growth lasts. Software that connects rotas, bookings and stock in one place gives business leaders more control over the daily decisions that add up to real efficiency, and helps them win new customers for good. To make the most of relief schemes, businesses need systems that can adapt quickly, stay consistent across the business, and turn everyday data into decisions that pay off long after the scheme ends.

POLICY HELPS, TECHNOLOGY DELIVERS Relying on policy alone can leave businesses waiting on the sidelines. Rate cuts and spending incentives create the right conditions, but lasting growth comes from finding opportunities in the day-to-day running of the business.

growth that lasts.

SOLVING THE EVERYDAY HEADACHES High costs aren't the only challenge hospitality businesses face. It's the smaller things, cancellations, staff shortages, supply hiccups, that quietly get in the way of growth too. When information doesn't move quickly between teams, service slows down and guests notice. Nearly half of customers say they won't come back after one bad experience, so independent hotels, restaurants and bars can't afford for the small things to go wrong. Automating some of the daily grind, checking in on bookings, chasing payments, updating room status, frees up time for the things that actually bring customers back. An embedded payments system, for example, can pull together reporting from room service, the spa and the bar, so a hotel manager can see exactly how money is moving through the business. It can also flag booking changes to reception and housekeeping straight away, so rooms get reallocated and turned around on time.

TURNING NEW GUESTS INTO REGULARS This summer's sporting events pushed advance bookings up by almost 300%. Moments like these bring in new customers, but keeping them depends on what happens next. Small businesses already have an advantage here. They know their regulars, and they're good at making people feel looked after. The challenge is making sure that same experience carries through online as well as in person. That relationship doesn't have to end when the guest leaves. A well-timed message before their visit, a helpful reminder during it, and a genuine thank you afterwards all help keep the relationship going. Tools that bring gifting and customer data together can turn a one-off visit into a returning one, whether that's a thank you email, loyalty points, or a discount for coming back.

When rotas, bookings and stock management can talk to each other, it's easier to respond quickly when things change. Take the Great Summer Savings Scheme: businesses with connected systems can apply discounts and update branding across their website, till system and customer emails in one go, then roll it all back just as easily once the scheme ends.

BUILDING FOR WHAT'S NEXT

It also helps businesses spot opportunities the competition might miss. A restaurant with connected systems can see stock levels in real time, cutting food waste and avoiding the awkward moment of running out of a customer's order. A hotel bar can look at what's sold well before to make sure the popular drinks are always in stock ahead of a busy night.

It also puts businesses in a stronger position for what's coming next, including AI, which is set to change how businesses operate and how customers find them.

Policy can create the conditions for short-term recovery. The right technology is what turns that into

Hospitality businesses don't need to wait for government help to find growth. The right technology can make everyday running of the business easier and open up new ways to win and keep customers.

Independent hoteliers and restaurateurs who get their foundations right now will be better placed for that shift. Get the basics connected today, and this summer's momentum can carry through the rest of 2026 and beyond.

England’s Hospitality Businesses Set To Reinvest £47.2m Following Business Rates Cut England’s pubs, clubs and live music venues could use the Government’s forthcoming business rates cut to unlock tens of millions of pounds of new investment, according to research from money.co.uk

resilience, while 22% plan to use it to pay down existing debt. Beyond the direct saving, the research suggests the relief could unlock broader investment activity across the sector. 43% of hospitality business owners said that a business rates cut would make them more likely to borrow money to grow their business — with 11% saying “yes, definitely” and a further 32% saying “yes, possibly”.

Analysis of Valuation Office Agency (VOA) data found that the median live music venue qualifying for the relief will save £2,502 a year, while the median pub will save £1,795 and the median social club £936.

Despite this appetite for growth, many hospitality businesses have historically struggled to access or feel confident about finance. 51% of business owners said they had previously missed out on a growth opportunity because they couldn’t access finance or didn’t feel confident about borrowing.

A survey of 500 hospitality business owners conducted by money.co.uk explored what businesses plan to do with those savings — and found widespread appetite for reinvestment and growth. The government’s business rates discount for pubs and live music venues represents one of the most meaningful reductions in business costs for the hospitality sector in recent years. For many qualifying businesses, the relief amounts to the equivalent of several months’ worth of energy bills or a part-time member of staff. There are approximately 39,500 pubs in England, with a median rateable value of £23,500. After applying the relevant business rates multiplier and the 20% discount, the median pub will pay £5,835 in business rates this year — saving £1,795 compared to what they would otherwise owe. For live music venues and nightclubs meeting the qualifying criteria, the median saving is higher at £2,502 a year. Social clubs, of which there are around 9,450 in England, will save a median of £936. 66% of hospitality business owners surveyed said they consider the saving to be very or fairly significant for their business. When asked what they would do with the money, 57% of respondents said they would reinvest it in the business. Among those planning to reinvest, business expansion was the most popular use, ahead of new equipment and marketing. 31% said they would save the money as a cash buffer, providing greater financial

The biggest barrier cited was concern about taking on debt, followed by weak cash flow/uncertainty about taking on repayments and worrying about being approved due to credit checks. Tom Luth, CEO of money.co.uk said: “For pubs, social clubs and live music venues, this business rates relief represents a welcome opportunity to ease cost pressures. For a sector that has faced sustained pressure on margins in recent years, even a saving of £1,795 or £2,502 a year can make a meaningful difference.” “Our research shows that many hospitality businesses are looking to use these savings to support their next steps. From investing in their premises and teams to improving cash flow, the relief could give operators greater flexibility as they manage costs and plan for the future.” “However, cost pressures are not the only challenge facing hospitality businesses looking to grow. Concerns around credit checks are still holding some owners back from exploring finance, with a third telling us they feel less confident about borrowing because of them. But checking eligibility doesn’t have to affect your credit score.

Robert's Dorset - Reliable Stock, Fast Delivery, Great-Tasting Products Have you struggled for stock over the past 6-9 months, whether it’s for a warming machine, pots for you shelves or jars for self-serve, so many companies can't supply you because they have little or no stock as they don't make anything, At Robert's Dorset we make our crackling 6 days a week, in multiple flavours. Why are we different, the best way is to read our reviews on Amazon, TIKTOK, our Website or to pop into any of the 600+ stores, farm shops, petrol stations we supply and ask them. Every flavour is allergen free, yes that includes gluten free and we are 100% Keto but we also produce a high-quality peanut in10 flavours.

Due to current demand you are looking at 7 days from orders placed. If you need stock don't delay, it's simple, email or call, we will get back to you the same day, with a price list and account form. Contact us via phone 01202 875280 email: trade@robertsdorset.com or go to our retail website: www.robertsdorset.com/trade-enquiries/ and complete trade application form. See the advert on the facing page for further information.

Issue 331

CLH DIGITAL

Treasury Launches Business Rates Review for Pubs and Hotels The Treasury has launched an independent review into the way business rates are calculated for pubs and hotels, in a move the Government says could help create a fairer and more predictable system for hospitality businesses. The review, announced today (24 August), will examine how rateable values are assessed and consider whether changes are needed to make the system more transparent and better suited to the realities of operating pubs and hotels. Business rates expert Jerry Schurder has been appointed to lead the review, which is expected to report to the Treasury by the end of March 2027. Any resulting changes would feed into the next business rates revaluation, scheduled for 2029. The Government has also launched a call for evidence, inviting landlords, brewers, hoteliers and other business owners to provide views and evidence on how the current valuation system affects their businesses. Financial Secretary to the Treasury James Murray said the review would provide an opportunity to reconsider how hospitality properties are valued and develop a fairer system for the future. The move comes as pubs, hotels and other hospitality businesses continue to face significant cost pressures, including higher employment, energy and operating costs. Pubs are currently valued for business rates using the Fair Maintainable Trade (FMT) approach. Rather than relying principally on the size or rental value of a property, the methodology takes account of the level of trade that a reasonably efficient operator could be expected to achieve, with factors including the premises, location, trading patterns and services provided taken into consideration.

“While this much-needed review is positive, it is medium-term reform that will not solve the immediate financial challenges caused by rising business rates bills. “The average hotel is experiencing their rates bills rise by 110% over the next three years, with restaurants seeing rises of 54%. Combined, they employ more than 1.7 million people. They will, justifiably, be expecting to see this addressed at the Budget in October. “While I support the Government’s independent review to improve the system to better reflect trading realities, this must be coupled with fiscal action at the Budget to reduce the entire hospitality sector’s tax burden, of which business rates represent a significant proportion. “I look forward to working with the Government to provide evidence from across hospitality to support this review and its wider work to address the damage done to the sector over the past two years.” Emma McClarkin, chief executive of the British Beer and Pub Association (BBPA), also welcomed the review, arguing that the rates burden has put increasing pressure on pubs’ ability to remain viable. The latest move follows the Government’s announcement in July of a 20% reduction in business rates bills for pubs, social clubs and live music venues in England from April 2027. The measure is expected to save a typical pub around £1,100 next year. The Government has said the cost of the £100 million package will be met partly by reviewing reliefs benefiting businesses it considers to make a less positive contribution to local communities, including vape shops.

The Government’s decision to examine the system follows growing concern from the licensed trade that the current methodology can place a disproportionate burden on pubs.

However, industry representatives have stressed that short-term relief alone will not resolve longer-term concerns about the business rates system.

UKHospitality said the review signals positive medium-term reform, but must be coupled with action at the Budget to address rising business rates bills across the whole hospitality sector.

The BBPA has highlighted the continuing rate of pub closures as evidence of the financial pressures facing the sector. According to its figures, 161 pubs closed across England, Scotland and Wales during the first three months of 2026, representing around 2,400 lost jobs.

Allen Simpson, Chief Executive of UKHospitality, said: “I’m pleased the Government is looking seriously at the valuation methodology for pubs and hotels. When you have rateable values doubling or tripling at a revaluation, that is the clearest sign yet that the system is broken and in need of proper reform.

Business rates are only one element of the cost pressures confronting hospitality, with employers also dealing with increases in National Insurance and the National Living Wage.

CLH DIGITAL

Issue 331

Wedding Reforms Could Open The Door To Pub Weddings As Over Half Of Couples Rethink Where To Tie The Knot New Barclays Consumer Spend research suggests proposed wedding reforms by the UK Government could give pubs a fresh route into the wedding market, with over half (52 per cent) of those planning or considering a wedding saying the changes would make them rethink where to hold their big day.

Some pub operators are already seeing demand come through their doors. Butcombe Group, which runs 120 pubs and inns across the UK and Channel Islands, says wedding bookings have surged since the pandemic, as more couples look to pubs and boutique inns for a celebration that feels local, personal and less formulaic.

The findings come as the Government consults on reforms to weddings law in England and Wales, which could allow legal ceremonies to take place in more locations, including pubs, restaurants and other hospitality venues. The reforms have broad support, with seven in 10 UK adults (68 per cent) welcoming legal weddings in more locations.

Jonathan Lawson, CEO of Butcombe Group, said: “We welcome the proposed Government reforms, which could allow venues like ours to offer couples an even more complete and memorable experience, from the ceremony through to the food, drink and overnight stay. Last year was a record year for weddings, and we are already 37 per cent up on that in 2026.

Cost is shaping how would-be couples think about their wedding. Among those planning or considering a wedding, 57 per cent say rising costs would make them more likely to consider a pub or restaurant, while 69 per cent say they would prefer a celebration that feels personal and informal rather than traditional or formal. The cost of weddings is also being felt by guests, especially younger adults. Tesco Bank Barclays research found that nearly a third of Brits (31 per cent) have declined a wedding invitation because of the cost of attending, rising to 48 per cent among Gen Z and 43 per cent among Millennials, with the average cost of attending the last wedding they went to reaching £316 per person. Against that backdrop, almost half of Gen Z (47 per cent) say a pub wedding sounds more fun and memorable than a traditional venue, compared with 38 per cent overall, while seven in 10 UK adults (71 per cent) agree that old expectations of what a wedding “should” look like are changing. That shift is not only being driven by younger Brits. Three in four Baby Boomers (75 per cent) agree that traditional ideas of weddings are changing, while almost half say lower cost (49 per cent), a more relaxed feel (49 per cent), and the ease of holding the ceremony and reception in one place (49 per cent) would make them consider an informal hospitality venue, such as a pub or restaurant. The appeal of a pub wedding is also about more than the venue itself. Among UK adults, one in three (34 per cent) say they would consider live music or a local band at their wedding, while three in 10 (29 per cent) would consider locally produced food and drink, creating potential trade for local musicians, brewers, food producers and suppliers.

“We have some amazing pubs and boutique inns, located in some of the English countryside’s finest areas, including the Cotswolds, the Mendips and the Jurassic Coast. They are stunning historic buildings such as The George in Norton St Philip, and can deliver a unique and bespoke wedding experience built around exactly what our guests want.” With rising costs and planning disputes putting pressure on pubs, a new wedding market could give operators another income stream, helping fill quieter trading days. On Monday 17 August, the Government also announced stronger protections to stop pubs being too easily converted into homes or offices, underlining the wider push to keep local pubs open and trading. Barclays Consumer Spend data suggests consumers are still willing to spend in pubs when there is a reason to go out. Spending at bars, pubs and clubs rose 7.4 per cent year-on-year in July, the biggest jump since December 2023, while transactions rose 10.0 per cent. Barclays sees nearly 40 per cent of the nation’s card transactions, providing a strong view of UK consumer spending. Rich Robinson, Head of Hospitality & Leisure at Barclays UK Corporate Bank, said: “Pubs sit at the heart of almost every community, and our research shows people would happily see them at the heart of their big day too. Couples want weddings that feel personal, relaxed and good value, and that is exactly what great pubs and inns do best. “If the reforms go ahead, this is a genuine growth opportunity for the sector. Our clients are brilliant at turning a space into an experience people remember, and a wedding is one of the most memorable days of all.”

CIEH and BEIC Urge Food Businesses to Choose British Eggs Following Salmonella Outbreak An ongoing Salmonella outbreak potentially linked to imported eggs should serve as a wake-up call for food businesses to choose British eggs, according to the Chartered Institute of Environmental Health (CIEH) and the British Egg Industry Council (BEIC). The UK Health Security Agency (UKHSA) is investigating the outbreak, which has reportedly led to one death and hundreds of cases of Salmonella food poisoning. Investigations by the Food Standards Agency (FSA) so far have identified potential links to eggs imported from outside the UK used by some restaurants, cafés and other food service businesses. To support the investigation, Environmental Health professionals working in local authorities have been asked by UKHSA to collect samples during inspections to help identify the prevalence of the eggs within the supply chain. In response, CIEH and BEIC are urging food businesses to review their egg sourcing practices and choose British Lion eggs which are recommended by the FSA as safe for all to eat runny or raw. Produced in accordance with the stringent requirements of the British Lion Code of Practice, British Lion eggs offer assurance on hygiene, traceability and Salmonella controls, helping businesses safeguard both their customers and their reputations. Natalie Stanton, Chartered CIEH member and small food business advisor, said: “This outbreak highlights the risks that can arise when eggs are imported from systems that may not meet the same rigorous standards required of UK producers. Unfortunately, the current salmonella outbreak appears to demonstrate the potential public health consequences of those differences. “Consumers in the UK benefit from some of the highest egg safety standards in the world through the British Lion scheme. Eggs carrying the British Lion mark have been produced in accordance with the strict

requirements of the British Lion Code of Practice, providing assurance on hygiene, traceability and robust salmonella controls throughout the supply chain. “We would always encourage consumers to look for the British Lion stamp when purchasing eggs, and they can also ask hospitality businesses if British Lion stamp eggs are being used, as it remains the clearest sign that they have been produced to the highest recognised safety standards. “What this incident also underlines is the pressure many food businesses are facing as they contend with rising costs. In some cases, imported eggs may be viewed as a more affordable option, but cost should never come at the expense of food safety or consumer confidence. “Food businesses must be confident in the provenance and safety of the eggs they buy and take steps to ensure they meet the standards expected in the UK, helping to protect both their customers and their reputations. “This incident should serve as a reminder of the safety of eggs produced under the British Lion Scheme. Responsible food businesses should ensure they are sourcing eggs with the British Lion mark to confidently serve runny eggs and lightly cooked egg products safely to all their customers, even those in vulnerable groups.” Mark Williams, BEIC Chairman, said: “In the British Lion mark, the UK has the most comprehensive egg safety scheme in the world. Food businesses can have confidence that the eggs they serve are suitable to be served runny to vulnerable groups. “They should specify the British Lion and check the eggs for the Lion symbol, which makes each British Lion egg easily identifiable.”

Eat My Logo

branding images, printed directly into fondant icing. Customers can buy the finished product or just the fondant toppers to add to their own decorations.

Based in Chorley, Lancashire the team at Eat My Logo Limited strive to make brands tasty. Every week they send tens of thousands of branded food items to business around the UK to help them promote their brand in a fun and tasty way.

A growing confectionary range offers a choice of traditional sweets, packed in small eco friendly bags that are branded with your own brand or logo. You can also choose from tubs, jars and tubes.

With a wide range of products that include cakes and biscuits, confectionary and chocolate, there is plenty to choose from to meet the needs of your business. Eat My Logo bake their own cake and biscuit ranges, many of which are decorated with high quality edible

Their chocolatiers create delicious, branded chocolate bars and chocolate boxes using high quality couverture chocolate. These unique chocolate products are ideal hotel room favours, whether branded with an edible logo or a small pack of truffles.

With low minimum order quantities and competitive prices, they can offer a great range of products to add that extra special touch to your hospitality offering. For 25% OFF YOUR FIRST ORDER, please register your details via the QR code. www.eatmylogo.co.uk emlsales@eatmylogo.co.uk 01772 472 580 See the advert on page 2 for details.

Issue 331

CLH DIGITAL

Treasury Warning Dampens Hopes of Hospitality VAT Cut Pubs and hospitality businesses hoping for a reduction in VAT have been warned that a cut would come with a significant cost to the public finances, casting fresh doubt over the prospect of a lower rate for the sector. Financial Secretary to the Treasury James Murray has indicated that any reduction in hospitality VAT would need to be fully funded and demonstrate clear value for money for taxpayers. Speaking to the Sun newspaper this week amid continued calls for the Government to reduce VAT on hospitality from 20% to 10%, Mr Murray said ministers remained committed to supporting high streets and pubs, but cautioned against expectations ahead of the next Budget. He said that a substantial VAT reduction would have a considerable impact on Treasury revenues and that the Government would need to set out clearly how any measure was to be funded.

ing from prominent chefs, including Tom Kerridge. However, the Government’s recent measures have concentrated on business rates rather than VAT. A further 20% reduction in business rates for pubs is due to take effect from April 2027, while the Treasury has also launched a review into how pubs and hotels are assessed for business rates following significant increases arising from the 2026 revaluation. UKHospitality Chief Executive Kate Nicholls renewed the industry’s call for VAT reform, arguing that a reduction would provide a direct boost to consumers while supporting economic activity. She said a VAT cut would help make hospitality more affordable, support consumer confidence and contribute to economic growth, while also generating additional tax revenues through increased economic activity.

Mr Murray also stressed that he did not want to pre-empt announcements that could be made at the Budget, while reiterating the importance of finding ways to support pubs and high streets.

Ms Nicholls also argued that reducing VAT could play an important role in supporting employment and revitalising high streets, particularly at a time when businesses continue to face substantial operating costs.

The comments are likely to disappoint hospitality businesses and campaigners who have been pressing for a lower VAT rate, arguing that the current tax burden is restricting investment, employment and consumer spending.

The industry maintains that a lower VAT rate would provide more immediate assistance than many other measures and would enable hospitality businesses to invest in jobs, wages and their premises.

Andy Burnham previously backed a 10% VAT rate for hospitality as Greater Manchester Mayor, before becoming Prime Minister, arguing that the sector required additional support. His position also attracted back-

With the Budget approaching, the future of hospitality VAT is therefore likely to remain a key issue for the sector, with businesses waiting to see whether the Government will ultimately conclude that the economic benefits of a reduction outweigh the cost to the Treasury.

‘The Grapes’ Unveils Plans for International Beatleweek 2026 Following a major exterior revamp and an interior refresh, the worldfamous Grapes pub on Mathew Street has officially unveiled its plans for International Beatleweek 2026 (Wednesday 26th August – Tuesday 1st September). Known globally as an essential landmark on the historic Beatles trail, The Grapes holds a unique place in Merseybeat lore. During the 1960s, when The Cavern Club did not serve alcohol, John, Paul, George, and Ringo regularly frequented The Grapes between sets—making it the band’s regular local watering hole. Ahead of this year’s 6-day festival, the pub has undergone significant exterior refurbishments to enhance its iconic street presence, alongside an interior sound system upgrade to deliver high-quality live acoustics throughout Beatleweek. To celebrate, The Grapes is bringing back its popular Beatleweek tradition: a free first drink for anyone named John, Paul, George, or Ringo visiting the pub across all seven days of the festival.

Highlighting the live entertainment lineup, Spanish Beatles tribute band The Flaming Shakers, from Barcelona, will take the stage on Sunday 30th August from midday. Founded by brothers John and Abel Marshall, the group uses vintage gear, authentic costumes, and period-accurate styling to replicate the early 1960s Cavern-era sound. The band will also be accompanied by an international TV crew filming a new documentary series during their Liverpool performance. Karen Strickland, Landlady of The Grapes, said: “We always look forward to this time of year in the Grapes. It is a time when the pub comes alive every single day. “Beatleweek is always such a brilliant time for Liverpool, and the number of people who travel from near and far never fails to amaze me. We always like to put on a show at The Grapes, and this year is no different. “This is the busiest week of the year and we really enjoy the diverse range of guests we see come to visit the Grapes at this time of year.”

CLH DIGITAL

Issue 331

How the Employment Rights Act 2025 Will Transform the Hospitality Sector By Ethan Diver, Solicitor at Taylor Walton Solicitors (www.taylorwalton.co.uk) The Employment Rights Act (ERA) 2025 represents one of the most significant changes to employment law in a generation. The reforms which are designed to improve employee rights, job security and working conditions, will be particularly significant for hospitality businesses, where shiftbased staffing models rely on flexibility. This poses a number of challenges for employers in the sector, including higher employment costs, more onerous administrative requirements and less operational flexibility. The changes are being introduced in phases, with several changes having taken effect in early 2026 and further changes scheduled for late 2026 and 2027.

STATUTORY SICK PAY (SSP) The new right Since 6 April 2026, SSP has been payable from the first day of sickness absence, replacing the previous three-day “waiting period”. The lowerearnings threshold has also been removed, meaning that lower-paid workers can now qualify for SSP.

IMPLICATIONS FOR THE HOSPITALITY SECTOR This is particularly relevant to the hospitality sector, where workers frequently work variable shifts and are paid close to National Minimum Wage. The change in law means that more workers will become entitled to SSP more frequently, in addition to the cost of arranging cover for absent workers where required.

ACTION POINTS FOR EMPLOYERS • Review sickness and absence policies and ensure that managers are aware

of absence reporting and record keeping requirements. • Ensure that payroll systems are using the latest SSP eligibility thresholds. • Review workplace budgets to account for higher SSP costs.

response to short-term business demands. The new obligations mean that employers will be unable to operate so flexibly, or it will be more expensive for them to do so.

STATUTORY PATERNITY LEAVE The new right

Action points for employers

Since 6 April 2026, employees have been entitled to two weeks’ paternity leave from the first day of employment, replacing the previous requirement of 26 weeks’ service before becoming eligible. However, notably, employees will still require 26 weeks’ service to be eligible for statutory paternity pay, as under the previous law.

Implications for the hospitality sector This change means that more employees will become entitled to paternity leave. This may create additional pressures on rotas and workplace planning, particularly in hospitability environments where staff are likely to work variable shifts and hours.

Action points for employers • Update family leave policies to reflect the new law and, in particular, encourage employees to give as much notice as possible when taking paternity leave. • Ensure that managers understand these policies and there is a clear process for receiving and recording family leave requests.

GUARANTEED HOURS FOR LOW-HOURS AND ZERO HOURS WORKERS The new right The ERA 2025 introduces a new right for workers to be offered guaranteed working hours based on the hours that they regularly work over a previous reference period. The duration of this reference period is subject to regulations but expected to be 12 weeks. The Act will also introduce new rights to reasonable notice of a shift and compensation where a shift is cancelled or curtailed at short notice. Again, the applicable notice requirements are subject to regulations expected soon. These changes are scheduled to take effect in 2027, although a precise date has not been provided.

Implications for the hospitality sector Zero hours arrangements have traditionally afforded hospitality businesses significant flexibility to increase or reduce staffing requirements in

• Audit existing zero hours arrangements and consider whether zero hours contracts remain commercially viable for the business. • Advance rota planning will become particularly important. Managers with rota responsibilities should be trained on the new rights and made aware of the risks of amending rotas at short notice. • Account for additional costs for having to offer guaranteed hours and compensate workers for late shift cancellations.

UNFAIR DISMISSAL The new right From 1 January 2027, employees will only require six months’ continuous service to bring an unfair dismissal claim, compared to the current two years’ service requirement. The maximum cap on compensatory awards will also be removed.

Implications for the hospitality sector This will have major implications for all employers. Until now, it has been commonplace for employers to apply six-month (or longer) probationary periods and follow relaxed dismissal procedures before employees obtain two years’ service. Under the new law, employers will have much less time to decide whether to retain a new starter before they acquire unfair dismissal protection, and the consequences of an unfair dismissal could be more expensive.

ACTION POINTS FOR EMPLOYERS • Review and reduce probationary periods to less than six months. • Review recruitment and probation procedures to ensure detailed and accurate performance records are kept throughout the probationary period. • Ensure that managers are adequately trained on dismissal procedures. Whilst these reforms are undoubtedly significant for the hospitality sector, businesses which review their workforce models, contracts and procedures now will be better positioned to deal with the changes as they continue to be implemented.

More Than Half of Scots are Cutting Back on Dining Out New research from The Knowledge Bank, Scotland Food & Drink’s insight hub, has found that more than half of Scots (58%) say they are cutting back on meals and drinks in hospitality venues.

But there is also evidence that patterns of out-of-home drinking and dining are changing. One in 10 Scots are going out for food and drinks more during the day than before, driven partially by lunch deals and day-time promotions which make earlier dining more financially attractive. Survey respondents also cited safety and transport concerns, quieter venues, and working patterns as drivers towards earlier dining and out of home drinks.

The research found that 39% of Scots are eating out at least once every two weeks, and that fewer than a third (29%) of us are going out for drinks every fortnight. And fewer than half (47%) of Scots say that they go to a bar, pub or restaurant less than once a month – down from 52% in December 2025.

Carol Saunders, Head of Insight at The Knowledge Bank, said: “Pressures on the cost of living have been unrelenting for both Scottish consumers and businesses in recent years, and the impact for hospitality is laid bare in these latest findings.

Subdued out of home drinking and dining is being driven by financial pressures and health concerns, with declining alcohol sales and the rise of no- and low-alcohol alternatives. More than three quarters of respondents (79%) say the cost of living is one of the country’s biggest concerns, followed closely by 72% who cite high food prices as a concern.

“The rising costs of producing food, strangled hospitality margins, and tightening of domestic budgets are all playing a role in changing consumer habits around dining out, and ultimately, suppressing economic growth.

Inflation alongside domestic and global economic instability is contributing to an increase in Scots who describe themselves as ‘only just managing financially or going without essentials’ which rose from 13% to 17% between March and June this year.

“Hospitality businesses and producers who supply them need to be conscious of their customers’ preferences and build products and services that meet those needs. Accessing critical, timely, and trustworthy insights through The Knowledge Bank is a valuable tool for businesses across the Scottish food and drink supply chain to adapt for a changing world.”

Logicall Wireless Solutions - Temperature Monitoring Manual temperature checks are costly, time-consuming, and prone to error. Staff need to take readings regularly, log them accurately, and spot potential issues before they escalate. But what happens if a fridge or freezer breaks down overnight? You won’t know until the next day—and by then, you’ve already lost stock and a day’s trade. That’s thousands in potential losses, all because manual checks can’t catch problems in real time. Automated temperature monitoring is the obvious solution. Smart sensors continuously track your fridges and freezers, alerting you instantly if temperatures rise or equipment fails. You stay audit-ready, paperless, and confident that your stock—and your customers—are safe. The cost? From just £40 per month, a small investment that can save thousands. One

breakdown avoided can more than pay for a year of monitoring by preventing wasted stock and lost sales. Make the switch to digital monitoring today—and unlock the full benefits of Logicall’s ecosystem. Beyond temperature, our solution includes energy monitoring, leak detection, digital HACCP checks, and much more. Protect your business, save time, cut costs, and simplify compliance—all with a single, smart system. 01672 569374 info@logicall.co www.logicallmonitoring.co.uk

Issue 331

CLH DIGITAL

Scotland Urged To Deliver ‘Fundamental Reform’ Of Hospitality Business Rates Scotland’s hospitality sector needs fundamental reform of the business rates system if businesses are to survive and invest for the future, industry leaders have warned First Minister John Swinney. The call comes as the UK Government announces plans to review business rate valuations for hospitality businesses in England and Wales, amid growing concerns over the fairness of the current system. The developments have prompted renewed calls for action in Scotland, where an independent review of Non-Domestic Rates (NDR) for licensed hospitality was commissioned by the Scottish Government but has yet to be completed. Stephen Montgomery, chief executive of the Scottish Hospitality Group (SHG), said the industry welcomed the moves south of the border but stressed that Scotland had already begun work on its own review. “What has been announced in England and Wales recognises that there are serious questions about whether the current system is fair for hospitality,” said Mr Montgomery. “But Scotland had already started this journey. We pushed incredibly hard to secure this review and businesses have put a huge amount of effort, time and work into it.”

SHG maintains that the review should not be rushed simply to meet an original reporting timetable. However, it also argues that businesses cannot be left waiting indefinitely while facing potentially significant increases in their rates liabilities.

CALLS FOR MORE FUNDAMENTAL CHANGE Mr Montgomery said any review must go beyond making limited adjustments to the existing system. “This is far too important for that. We need a review that fundamentally challenges the current system, not one that just tinkers around the edges.” The comments come against a difficult backdrop for Scotland’s hospitality sector, with operators continuing to face pressure from rising costs, labour challenges and taxation alongside weaker consumer spending. Mr Montgomery warned that the consequences of further delays could be significant for businesses, employment and investment. “We cannot keep waiting while more hospitality businesses cut jobs, stop investing, reduce opening hours or close altogether,” he said.

REVIEW FACES DELAY

“We are already seeing major hospitality businesses enter administration. These are not theoretical warnings anymore. Businesses and jobs are on the line.”

The Scottish Government formally committed to an independent review of NDR valuations for licensed hospitality as part of its 2025/26 Programme for Government.

HISTORIC PERTH HOTEL CAUGHT UP IN ADMINISTRATION

Brian “BJ” Gill KC was subsequently appointed independent chair, with the review originally expected to report before the end of 2026. However, Mr Gill has since taken up the role of Solicitor General for Scotland and a replacement chair has yet to be announced, raising concerns within the hospitality industry about further delays. The review has involved hospitality businesses and industry bodies being invited to submit evidence on the existing valuation system and potential alternatives. Mr Montgomery said the sector had already done what had been asked of it and warned against allowing the process to lose momentum. “Through the New Deal for Business, engagement with ministers and officials and the formal call for evidence, our industry has done what was asked of it,” he said. “We cannot now allow all of that work to stall.”

Among the businesses affected by the wider challenges facing the sector is Strathmore Hotels Ltd, the East Kilbride-based hotel operator which entered administration earlier this month. The company operated eight hotels, including Perth’s historic Salutation Hotel. The Salutation dates back centuries and is widely regarded as one of Scotland’s oldest established hotels. The property began life as a coaching inn in 1699 and has long been associated with Scottish history, including the Jacobite era. The case underlines the pressures facing hospitality operators across Scotland, with industry representatives urging ministers to ensure that the forthcoming NDR review results in meaningful reform rather than limited changes to the existing framework. For Scotland’s pubs, hotels and other licensed hospitality businesses, the focus now turns to the appointment of a new independent review chair and whether the Scottish Government will maintain momentum towards a comprehensive reassessment of how the sector’s rates liabilities are calculated.

FOR ALL THE LATEST NEWS FROM THE HOSPITALITY SECTOR VISIT WWW.CATERERLICENSEE.COM

CLH DIGITAL

Issue 331

What the New NPPF Means for Pubs Across the UK By Paul Wakefield, partner in the legal planning team at law firm, Shakespeare Martineau (www.shma.co.uk) The new National Planning Policy Framework (NPPF) has been released, coming into force with immediate effect, with implications for pubs and the wider UK hospitality sector. The changes include increased protections for pubs from being turned into housing or offices under planning law. While the reforms make these conversions more difficult, they’re unlikely to be the silver bullet for the intense pressures that the sector has faced in recent years; changes to business rates, staffing expenses and post-pandemic societal shifts. However, the protections do signal a clear government focus in protecting the future of the hospitality sector, by balancing housebuilding progress with the retention of community facilities.

Policy HC6 in the updated NPPF introduces this focus on protecting facilities such as pubs, shops and essential services. Before planning permission is granted for a change of use of an existing pub, it must be proven as no longer commercially viable, with evidence that efforts to market the property as a pub have been unsuccessful for at least 12 months. Alternatively, the facility may be redeveloped if it will be replaced with equivalent or improved provision in a similar location. It’s also possible that, if there is enough alternative provision of the same service locally, the pub may be redeveloped as it would not significantly impact public access to community facilities.

Looking at the NPPF more broadly, changes to the planning system to hopefully fast-track more homes could have significant benefits for the hospitality sector. The government’s balanced focus on housing delivery and retention of community facilities is a positive signal for the sector’s future. Increased housing boosts local populations, and is likely to create more demand for community facilities like pubs. For businesses that may have been on the borderline of commercial viability, this could be the determining factor that saves them from permanent closure. Housing delivery and community facilities shouldn’t be seen as competing priorities, and the new NPPF recognises that they go hand-in-hand when redeveloping areas.

It’s important for the sector to know that the new NPPF doesn’t make it impossible to redevelop a pub. For owners who are facing significant financial pressure and looking for alternative options, there is a clear established process that needs to be followed first before planning permission for redevelopment can happen. It also provides increased protections to ensure adequate efforts are made to sustain the pub, before proceeding to closure and alternative uses.

The revised NPPF provides a stronger safety net for the sector through clearer tests for viability and alternative routes before closure, whilst continuing to ensure that facilities are protected from the impact of new, neighbouring developments. However, whether this will directly translate into reduced pub closures is yet to be seen and will depend on factors beyond planning policy itself, such as how the government will continue to balance housing progress with the protection of hospitality businesses through its wider political agenda.

However, it’s no secret that the sector has faced mounting pressure in recent years from both policy changes and societal shifts. The impact of the pandemic lingers, as remote and hybrid working patterns have become the new normal, meaning many pubs are struggling with reduced footfall. Alongside this, changes to business rates, employer National Insurance Contributions and operating costs have all meant pub owners are struggling to keep their doors open. The planning system cannot address these wider pressures. However, the new NPPF goes as far as it can by influencing how easy it is for a pub to be converted for alternative uses, protecting these facilities as a result.

Newcastle Late Night Levy Moves Closer To Abolition As Councillors Back Reprieve For Hospitality Businesses Newcastle City Council has taken a significant step towards ending its Late Night Levy, with councillors backing proposals to withdraw the charge imposed on licensed premises trading after midnight. The move could provide a financial reprieve for pubs, bars, clubs and other late-night venues across the city, although the levy will remain in place until a formal consultation has been completed and the proposal receives final approval from the full council. Introduced in 2013, Newcastle’s Late Night Levy currently applies to 281 licensed premises permitted to sell alcohol between midnight and 6am. Depending on the premises, the annual charge ranges from £299 to £4,400. The scheme has generated approximately £3.46 million since its introduction, with revenues used to support measures aimed at improving safety and managing the city’s night-time economy. These have included additional policing, taxi marshals, CCTV and the Safe Haven vehicle operating around the Bigg Market. However, the levy has increasingly come under pressure from hospitality and business representatives, who argue that the charge places an unfair additional cost on venues already facing significant financial pressures. At a meeting of Newcastle City Council’s licensing committee, councillors agreed that the levy should be revoked. Subject to consultation and a decision by the full council, the charge is expected to cease from 31 October. Reform UK councillor David Orr, who chaired the meeting, described the proposed abolition as an opportunity to provide businesses with a “reprieve”. He also questioned whether the current charging structure was proportionate, particularly for venues that remain open only until around 1am compared with businesses operating significantly later. Concerns were also raised about how levy income allocated to policing had been used, with councillors questioning whether the money had always been directed specifically towards policing the night-time economy. Council licensing chief Ed Foster told the committee that cities which had previously withdrawn their levies, including Nottingham, had not reported adverse consequences as a result. Newcastle City Council leader Colin Ferguson has also backed the proposal, arguing that the levy places an “additional and disproportionate pressure” on late-night businesses.

Newcastle is currently one of only two cities outside London operating a Late Night Levy. The proposed abolition is not expected to mean an end to funding for measures designed to keep Newcastle’s night-time economy safe. If the levy is removed, Newcastle City Council and Newcastle Business Improvement District (BID) company NE1 Ltd are expected to explore establishing an alternative funding arrangement to replace money currently generated through the levy. Stephen Patterson, chief executive of NE1 Ltd, has indicated that removing the charge would not mean a reduction in the city’s commitment to safety. Under the existing arrangement, levy income has been divided between Northumbria’s Police and Crime Commissioner and the council. Following administration costs, around £2.26 million has been allocated to the PCC and approximately £968,000 to the council. An independent assessment of the levy also found substantial support among the city’s licensed trade for its removal, with 93% of respondents backing abolition. The assessment highlighted concerns that the existing system can disproportionately affect businesses which trade for only a short period beyond midnight, as well as premises situated away from the city’s principal night-time economy areas. The council’s consideration of the levy comes against a changing picture of crime and public safety in Newcastle city centre. Analysis included in the council’s assessment found reductions since 2022 in a number of areas, including violent and sexual offences, theft, arson and criminal damage, alcohol-related anti-social behaviour and assault-related hospital presentations. However, other issues have moved in the opposite direction, with reported increases in drug offences, robbery, noise complaints and litter. Councillor Nick Hartley, leader of Newcastle’s Green group, welcomed the committee’s decision, saying the proposed replacement of the levy could reduce the burden on smaller businesses while maintaining investment in measures designed to improve safety and cleanliness. The proposals will now be subject to consultation before being considered by the full council. If approved, Newcastle’s Late Night Levy would end on 31 October, bringing to a close a charging scheme that has been in place for more than a decade.

Issue 331

CLH DIGITAL

CAMRA Reveals the Runners and Riders for Pub of the Year 2026 CAMRA has revealed the 16 regional finalists in its 2026 Pub of the Year competition, who will now compete for the national title, as the campaign group turns its attention to the upcoming Budget.

all National Pub of the Year in January 2027. The final stages of the award are supported by Avani Solutions, CAMRA’s Beer Quality Partner, and ICR Touch, CAMRA’s Technology Partner.

With MPs returning to Westminster after the summer recess, CAMRA is urging the Government to use the Budget, now expected at the end of October, to ease the tax and cost burden on pubs and brewers. The organisation is calling for reform of VAT and draught beer duty, alongside action to tackle soaring energy bills, ahead of what it says will be a critical few months for the sector. The Campaign is also calling on the UK and devolved governments to urgently commit to a new, fairer system of business rates to help pubs compete with cheap supermarket alcohol, on top of the additional year of rates relief announced by the new Prime Minister for pubs in England last month. The top 16 pubs are: • East Anglia: Railway Arms, Saffron Walden • East Central: Malt Shovel Tavern, Northampton • East Midlands: Railway Inn, Ketton • Greater London: Cockpit, Chislehurst • Merseyside and Cheshire: Turks Head, St. Helens • North East: Olde Cross, Old Ryton Village • North West: Northumberland Arms, Marple Bridge • Northern Ireland: Dog and Duck Inn, Lisbellaw

Andrea Briers, Pub of the Year competition Coordinator, said: “We have a formidable top 16 this year, with both familiar faces and some firsttime winners in the mix. Behind each one is a deserving and hard-working team, running an amazing pub for their local community, and serving brilliant cask beer.

• Scotland: Steam Packet Inn, Isle of Whithorn • South Central: Bell, Waltham St Lawrence • South East: Nelson Arms, Tonbridge • South West: Fallen Tree, Clevedon • Wales: Mold Alehouse, Mold • West Central: Alma Inn, Linton • West Midlands: Tamworth Tap, Tamworth • Yorkshire: Countryman’s Inn, Hunton The pubs now advance to the ‘super-regional’ stage of the competition, with a ‘final four’ announced in October, ahead of the reveal of the over-

“Please make the most of this bank holiday weekend by showing your support for the UK’s amazing pubs. You never know, you might pick one that ends up a winner next year.” Ash Corbett-Collins, CAMRA Chairman, said: “CAMRA’s Pub of the Year competition highlights the very best that the UK has to offer, but unfortunately, it’s much more common that licensees are struggling with day-to-day trading. “The new Prime Minister and Chancellor have the power to change that. With the next UK Budget coming up, they could take action on business rates, draught beer duty and VAT, to deliver a Budget for beer drinkers and publicans.”

BBPA Warns Employment Proposals Could Backfire on Business and Workers Proposed employment changes could create major new costs for the beer and pub sector, the British Beer and Pub Association has warned, as it urges Government to protect flexibility for both employers and workers. The trade association said the costs from the changes will further squeeze already wafer-thin margins as pubs and brewers continue to grapple with eye-watering costs. The BBPA said the new changes could not only undermine growth across the sector but might end up hurting the workers it’s meant to benefit if, to mitigate the changes, businesses need to restrict job opportunities and hours. The changes of guaranteed-hours offers could also undermine flexible arrangements that many employees actively choose and value, the BBPA warned. Emma McClarkin, CEO of the British Beer and Pub Association,

Available in Big Value 1Kilo Bag

said: “This sector is only possible because of the brilliant workforce behind it. Pubs and brewers want to treat their staff fairly but, to do so, they need to be in a position to keep people in those jobs – as well as give opportunities to those who want to work in our amazing industry. “Not only that, but we know employees value and appreciate the flexibility of their roles, so any changes that stop that might end up backfiring and hurting the people it’s meant to benefit. “We think a proportionate, request-based system would both help workers and help the sector remain viable and the backbone of the job market.” The BBPA is calling for a proportionate response which would see employees who want guaranteed hours able to request them based on their working patterns, which would preserve operational flexibility for businesses and choice for staff.

CLH DIGITAL

Issue 331

Hospitality Has Mistaken Loyalty For Discounting By Andrew Harrison-Chinn, business leader at digital platform Dragonpass (www.dragonpass.com) Hospitality has spent years treating loyalty as something that can be engineered through points, discounts and repeatpurchase incentives. Those mechanics can influence behaviour, but they are often asked to achieve something more difficult: creating a genuine preference for one venue over another.

DISCOUNTING HAS A PLACE, BUT IT CANNOT CARRY THE RELATIONSHIP The temptation to compete on price is understandable, particularly while consumers remain cautious about discretionary spending. Offers can fill quieter periods, encourage trial and give people a reason to visit sooner than they otherwise might. But problems arise when the incentive becomes the principal reason to return. A customer who appears every Tuesday because the bill is 20% cheaper may be demonstrating price sensitivity rather than loyalty. Remove the discount and there may be very little relationship left. Hospitality is particularly well placed to do this because the same customer can use a venue in very different ways. Someone may want speed during a weekday lunch, ease when eating with children and a sense of occasion when celebrating a birthday. Understanding those contexts creates far more scope for relevant value than treating every visit as another transaction to be rewarded in the same way.

LOYALTY BEGINS BEFORE THE REWARD One of the clearest lessons from banking, travel and other mature loyalty sectors is that customers do not experience businesses in the way those businesses are organised internally. An operator may think separately about reservations, CRM, payments, customer service and rewards, but the customer experiences all of those functions as one relationship. A generous loyalty mechanic therefore has limited value if the surrounding experience is unnecessarily difficult. Complicated booking journeys, irrelevant communications, poor complaint handling or cumbersome redemption can quickly undermine whatever goodwill the reward itself was supposed to create.

As consumers scrutinise discretionary spending more closely, Dragonpass research found that 56% of UK consumers are worried about the cost of living, while 48% are more likely to consider switching away from a long-term provider and half believe existing loyalty schemes feel outdated. The same study found that 69% are more likely to stay loyal to brands that reduce stress or friction in their lives. Although those findings stretch beyond hospitality, the underlying lesson is highly relevant to the sector and people are not simply looking to be rewarded for spending, they are increasingly sensitive to whether a business makes the experience feel easier and worth repeating. This is where hospitality has an opportunity to think more broadly about value. A customer who can amend a booking easily, feels recognised when they return or receives information that is genuinely relevant to the way they use a venue may have been given something more valuable than another generic discount. Convenience and recognition do not traditionally sit under the heading of loyalty, but in practice they are often what makes returning feel preferable to starting again somewhere else. Seen in those terms, loyalty is less a promotional layer and more a consequence of how the business is run.

FREQUENCY IS NOT THE SAME AS ATTACHMENT Hospitality should also be careful about treating repeat custom as proof of loyalty. Someone may visit the same pub because their colleagues always meet there, use the same café because it is next to the station or return to a restaurant because it is convenient for their family. Those visits are commercially valuable, but they do not necessarily indicate a strong relationship with the brand. The Dragonpass Comfort Index finding that 69% of consumers favour brands that reduce stress and friction is useful here because it points towards a much simpler definition of modern loyalty. Customers are more likely to return when a business understands what they value, removes unnecessary difficulty and gives them a reason to feel recognised without making the relationship feel transactional. Hospitality operators do not necessarily need more elaborate loyalty propositions. They need a clearer understanding of what makes customers choose them again when they are under no obligation to do so, and that answer will usually sit somewhere between the quality of the experience, the ease of returning and the relevance of the value offered.

Williams Refrigeration Celebrates Its Long Serving Employees Every year Williams Refrigeration takes a moment to recognise and applaud its staff who have reached notable anniversaries in their careers at the company. This year saw six people collectively celebrate 170 years of service, and they were presented with long service awards and gifts at a special lunch. Those recognised include Lee Cook and Karen Redhead, who have both reached 40 years at the company, as well as John Hopgood who has been there for 30 years. Warren Giffin, Ian Bruce and Richard Eke have each hit their 20 year anniversary. John Hopgood, production supervisor, joined the company back in 1996. "I was just 16, hair down to my shoulders," he says. "I've worked here through my most joyous times in life and also my saddest, and knowing people for so long helps make things a little better." Warren Giffin is the area sales manager for Northern Ireland, Eire and the Isle of Man, who remembers his earliest days at the company. “I was asked to present my previous equipment to the sales team and directors, which was pretty nerve-wracking to say the least,” he says. “But I got offers of orders

from a number of my new colleagues, which certainly broke the ice!” “Watching Williams develop over the years and how good we are at keeping up the pace of improvements to the range and introducing market firsts is very inspiring,” he says. “I feel pride and appreciation both to the company for a great 20 years and also the people here, who have become like friends and family. We couldn’t achieve anything without working as one.” “It’s always very inspiring to celebrate our staff who have been with us for so long,” says Tim Smith, managing director of Williams. “We’re incredibly fortunate to have so many people who have dedicated a significant part of their careers to Williams, and their knowledge, experience and commitment are hugely valued.” Williams Refrigeration offers a comprehensive range of commercial refrigeration including gastronorm cabinets and counters, specialist bakery equipment, coldrooms, multidecks and blast chillers. To learn more about Williams extensive product range visit www.williams-refrigeration.co.uk

Heritage on Tap: New Pub Trail Celebrates Worcester’s Rich History Worcester’s pubs are at the heart of a new heritage trail inviting residents and visitors to explore the city’s fascinating past while enjoying some of its most historic hospitality venues.

es are facing an exceptionally difficult time, with rising costs and continued pressure on household finances, which makes supporting them more important than ever.

Launched by Visit Worcestershire, the free digital trail features 10 pubs and inns across the city. The self-guided experience combines Worcester’s rich pub heritage with stories of local brewing, famous figures and significant events that have helped shape the city.

“Heritage on Tap gives residents and visitors a great reason to explore Worcester, discover the fascinating stories behind some of our most historic venues and enjoy the warm welcome our city is known for. I would encourage everyone to take part, visit these wonderful pubs and help support the local businesses, jobs and livelihoods that contribute so much to Worcestershire and its economy.”

Several of the participating venues have centuries of history behind them, offering visitors the opportunity to discover how pubs and inns have played their own part in Worcester’s story. The trail includes locations linked to King Charles II’s escape after the Battle of Worcester in 1651, as well as historic inns that once welcomed travellers arriving along the River Severn. Together, the venues provide an insight into the people, places and events associated with Worcester’s longstanding pub culture.

To take part, visitors simply need to purchase a drink and digitally check in at six of the participating venues to complete the challenge. There is also an incentive for early participants. The first 250 people to complete the Worcester trail will receive a complimentary bottle of Ales of the Severn, a limited-edition beer created especially for the initiative by Bewdley Brewery.

image credit: Visit Worcester Among the participating venues is The King Charles House, which Brewed using ingredients sourced from Worcestershire, the beer has has strong links to the city’s Civil War history, alongside a selection of established city-centre pubs that have been developed as a celebration of the county’s brewing traditions, giving participants the chance to enjoy a welcomed generations of locals and visitors. distinctive local product as part of the experience. The Heritage on Tap initiative forms part of Visit Worcestershire’s ongoing work to showcase the county’s heritage, following the introduction of Visit Historic Worcestershire. It also aims to encourage people to explore Worcester while supporting the city’s hospitality businesses. Councillor Adam Kent, Deputy Leader and Cabinet Member with Responsibility for Finance, Corporate Services and Business at Worcestershire County Council, said: “Worcestershire’s pubs are an important part of our history and remain at the heart of our communities today. We know that pubs and hospitality business-

Those completing the challenge can collect their complimentary bottle after making their final check-in at The Cocky Anchor. The Worcester Heritage on Tap trail runs throughout September and October 2026, and the free digital pass is now available. For further information and to register, visit the Heritage on Tap section of the Visit Worcestershire website.

Issue 331

STA Urges Councils to Learn From Edinburgh Visitor Levy Problems as Businesses Face Mounting Costs The Scottish Tourism Alliance (STA) is calling on councils across Scotland to learn from the problems being experienced in Edinburgh, one month after the city’s visitor levy came into force. Edinburgh introduced its 5% levy on 24 July, becoming the first local authority in Scotland to do so. Since then, accommodation providers have reported problems implementing the percentage model and, in particular, how the levy is being handled by some booking platforms. The key problem facing businesses is that the visitor levy legislation requires the removal of all non-accommodation elements like breakfast charges from the final amount that the levy percentage is calculated from, forcing additional work and complexity. Operators have told the STA that staff are having to correct individual guest bills where the levy has not been calculated accurately on booking platforms, with some estimating that each correction is taking around eight minutes. The STA has long argued that a simple fixed fee model would be easier for businesses to administer and clearer for visitors. Marc Crothall MBE, Chief Executive of the Scottish Tourism Alliance, said: “We always knew there would be challenges with the percentage model and we are now starting to see some of those coming through. Calculating a percentage may seem simple, but the reality is causing major problems for businesses. “Some of the booking platforms are not yet set up to work with the percentage model properly and accurately remove non-accommodation elements from the final levy calculation, and that means businesses are having to go back and correct bills. That takes time, and it costs money. “When you multiply that across the number of bookings being made in Edinburgh, it becomes a significant cost. This could run into millions of pounds, so we need to understand the true cost and whether the 2% businesses can retain for administration comes anywhere close to covering it. “The last thing we want is for a guest to get to the end of their stay and be presented with a bill which isn’t accurate. It doesn’t reflect well on the business, and it doesn’t reflect well on Scotland as a visitor

destination.” The STA has welcomed Highland Council’s decision to pursue a fixed-fee model rather than a percentage charge. The current proposal is for a £5 nightly charge for most accommodation, with a lower £2 charge for campsites and hostels. Accommodation providers would be able to retain 5% of the levy raised to help cover the cost of administering it. Marc said: “The fixed-fee approach is what we have been advocating and what we pushed for when the legislation was changed. It is simpler and, importantly, we know the booking platforms can accommodate it. “But there is still a big question around what that fee should actually be. How do we know £5 is the right figure? Could it be £3? What impact will it have on bookings and jobs? “That is why the economic impact assessment is so important and has to be done before a council agrees what level of fee, if any, can be introduced without causing more harm than good.” The STA also wants the emerging impact of the Edinburgh levy on wider visitor spending to be measured. Marc added: “We need to know what happens to the rest of a visitor’s spend when they are paying the levy. Are they spending less when they go out for dinner? Are they spending less in shops and attractions? Are they shortening their stay? Are they booking fewer Fringe shows? We need real-time information to get a true picture of whether the money raised from a visitor levy outweighs the negative impact on the wider visitor economy. “The levy is here in Edinburgh, and it needs to work. What we are saying to other councils is: look at what is happening there, listen to the industry, carry out a detailed economic impact assessment and work with us to get the implementation right.”

Brakspear Delivers 16% Turnover Growth as Investment in Pub Estate Continues

J T Davies & Sons Holdings Limited, the parent company of Henley based pub operator Brakspear, has reported turnover of £47.9m for the year ended 28 December 2025, an increase of 16% on 2024. EBITDA before exceptional items increased by 6% to £11.4m, while operating profit remained stable at £7.2m. Growth was recorded across both sides of the pub business, with turnover in the leased and tenanted estate increasing by 5%, while Honeycomb Houses, Brakspear’s managed pub division, grew turnover by 23%. Like-for-like growth within Honeycomb Houses was 7%, with an additional £3.9m of turnover generated by acquisitions made during the year.

Profitability strengthened, with EBITDA increasing by £0.7m. At an underlying level, the leased and tenanted division contributed an additional £0.3 million, while Honeycomb Houses increased profitability by £1.0 million. This was offset by £0.6 million of oneoff costs associated with refinancing and acquisitions. The year saw significant investment in the Brakspear estate. Capital and operating expenditure, excluding acquisitions, totaled £6.5m, a 20% increase on 2024. Brakspear acquired The Kings Head in Cirencester and The Redesdale Arms in Moreton-inMarsh in April 2025. These sizeable pubs added 95 letting rooms to the business and took the Honeycomb Houses managed estate to 12 pubs.

The company continued to invest substantially to support future growth. During the year, Brakspear put in place new banking facilities providing £25m of funds for expansion, while cash reserves at the yearend stood at £7.6 million. Tom Davies, chief executive, said: “2025 was another year of strong progress for Brakspear. The increase in turnover reflects growth across both our pub estates, while the improvement in EBITDA demonstrates the underlying strength of the business. Our strategy is working well, so we will continue investing for the long term in both our pubs and our people, as well as adding high-quality pubs and inns to our estate as opportunities arise.” He added: “The Kings Head and The Redesdale Arms are excellent additions to Honeycomb Houses and demonstrate the kind of quality pubs we want to add to our business. We’re actively looking for similar opportunities both for Honeycomb and for the tenanted estate. Although the pub market is challenging for all operators, our financial reserves and proven track record of investing for the long term put us at the head of the pack when the right acquisition comes along. “Finally, I want to thank all of our teams across the business, who contributed to the success of 2025 and continue to show the same level of dedication in 2026, which looks to be another record breaking year for Brakspear.”

CLH DIGITAL

Issue 331

NTIA Welcomes Accelerated Action to Protect Women and Girls and Tackle Sexual Violence The Night Time Industries Association (NTIA) has welcomed the Government’s decision to accelerate the rollout of specialist rape and sexual offence teams across all police forces in England and Wales, bringing the deadline forward by 18 months to December 2027.

“I strongly welcome the decision to accelerate the rollout of specialist rape and sexual offence teams across every police force in England and Wales. Bringing forward this vital work, alongside stronger protection orders and more intensive management of perpetrators, demonstrates the urgency needed to tackle these crimes head-on.

The announcement forms part of a wider package of measures to tackle violence against women and girls, including £13.3 million for specialist Protection Order Teams and the further rollout of intensive offender management programmes. For the night-time economy, where the safety and confidence of women and girls remains a fundamental priority, NTIA believes stronger specialist policing, effective enforcement and closer partnership working with businesses will be critical to delivering meaningful and lasting change.

“For the night-time economy, this is also a critical issue. We have a responsibility as an industry to work closely with police, government and communities to create safer environments, ensure concerns are acted upon quickly and effectively, and give people confidence that when they come forward they will be taken seriously. “We must tackle this head-on, efficiently and collaboratively. That means protecting victims and survivors, relentlessly pursuing perpetrators and working together to prevent abuse before it escalates.

Michael Kill, CEO of the Night Time Industries Association (NTIA), said: “As a father of two daughters, this is an issue that is deeply personal to me. Every woman and girl should have the right to live, work and socialise without fear of violence, harassment or sexual assault.

“This is about more than enforcement; it is about lasting cultural change. Our sector stands ready to play its part in ensuring women and girls can live, work and enjoy our night-time economy safely and without fear.”

AA Reveals 2026 Hospitality Awards Finalists Showcasing the Very Best of UK Hospitality AA Hotel & Hospitality Services has announced the finalists for six major categories of its prestigious annual AA Hospitality Awards, with the winners to be revealed at the ceremony on Monday 21 September 2026 at the JW Marriott Grosvenor House, London.

Finalists:

Now in its 29th year, the AA Hospitality Awards celebrate the very best of UK hospitality, shining a spotlight on the people, teams and businesses setting the benchmark for excellence across the sector. From exceptional guest service and sustainability to wellness and outstanding team performance, the awards honour those continually raising standards and delivering outstanding guest experiences across the UK.

AA SPA HOTEL OF THE YEAR

• Pan Pacific, London • Malmaison & Hotel du Vin, Nationwide • The Hari, London This award recognises spa hotels delivering exceptional wellness experiences, outstanding facilities and exemplary service, setting the benchmark for relaxation and guest wellbeing.

Finalists: • Old Course Hotel, St Andrews, Scotland • The Scarlet Hotel, Mawgan Porth, Cornwall • Seaham Hall, Seaham, Durham

This year’s event will also mark a significant milestone for AA Hotel & Hospitality Services, celebrating 70 years of the AA Rosette award, one of the industry’s most respected symbols of culinary excellence. Following a rigorous judging process, a panel of judges meticulously reviewed each category, selecting finalists who have demonstrated outstanding quality, innovation and an unwavering commitment to excellence over the past year. Simon Numphud, Managing Director of AA Hotel & Hospitality Services said: “Congratulations to all of this year’s finalists. They represent the passion, innovation and dedication that make the UK hospitality sector so extraordinary. There is exceptional work happening across our industry with individuals, teams and businesses continually raising standards to deliver memorable guest experiences, often in the face of significant challenges. We look forward to celebrating the achievements of those who have not only raised the bar but also inspire others to do the same”.

2026 AWARDS SHORTLIST AA HOUSEKEEPER OF THE YEAR Recognising exceptional dedication and consistently high standards, this award celebrates housekeepers who go above and beyond to create outstanding guest experiences.

AA LARGE HOTEL TEAM OF THE YEAR AWARD

Finalists: • Fernanda Lewis, The Goring, London • Katarzyna Celinska, The Bloomsbury, London • Joanna Przybysz, Hope Street Hotel, Liverpool

This award honours large hotel teams that consistently deliver exceptional guest experiences through outstanding service, teamwork and operational excellence.

AA RISING STAR AWARD This award recognises emerging talent making a significant impact early in their hospitality career. Open to individuals from across front and back-of-house, management and support roles, it celebrates those demonstrating exceptional potential, passion, innovation and commitment to excellence.

Finalists:

Finalists: • Boringdon Hall Hotel, Plymouth • St. Ermins Hotel, London • The Biltmore Mayfair, London

AA SMALL HOTEL TEAM OF THE YEAR AWARD This award recognises small hotel teams that excel in delivering warm hospitality, outstanding service and memorable guest experiences, while showcasing the unique character of their property.

• Danielle Lorne, The Reserve at Chester Zoo, Chester • Isaac Arikawe, Grantley Hall, Yorkshire • IIona Harris, Cromlix, Stirling, Scotland

Finalists:

AA SUSTAINABLE AWARD This award celebrates hospitality businesses leading the way in sustainability through innovative practices, environmental responsibility and a long-term commitment to reducing their impact.

• Knockendarroch Hotel & Restaurant, Pitlochry, Scotland • Congham Hall, King’s Lynn, Norfolk • Wildhive Callow Hall Hotel, Ashbourne, Derbyshire

Delamere Launches 97ml Oat Drink For Hospitality Industry Delamere has announced the launch of a new 97ml oat drink following the success of its semi-skimmed milk mini bottles in the hospitality and foodservice industries. Designed for hospitality settings, such as hotel room trays, breakfast buffets and on-board catering, the bottles can be used to add to hot drinks or pour over cereal. The oat drink has been developed to offer a plant-based alternative to cows’ milk, enabling accommodation and foodservice providers to cater to different dietary requirements and evolving consumer preferences. The ambient product has a shelf life of up to six months and once opened, it can be treated as fresh milk and stored in the fridge.

menting responsible waste management practices. Available now, the new oat drink can be purchased directly through Brakes and via wholesalers nationwide. Dan Yates, national account manager at Delamere, said: “Our mini milk bottles are already a trusted choice in hotels and hospitality settings, so the creation of a plant-based oat drink in the same format felt like the natural next step when adding to the range. “Sustainable, premium and convenient, we’re confident that it will soon be a staple part of the guest experience.”

Each bottle contains 3-4 servings and can be re-closed and stored by guests, eliminating the single-use plastic associated with milk pots and sticks and saving time on repeat deliveries of fresh milk to rooms.

Located in Knutsford, Cheshire, Delamere has been producing award-winning dairy products for more than 40 years. It supplies an extensive range of speciality goat and cows’ milk based products to retail, wholesale and independent customers across the UK and in over 20 markets around the world.

The premium glass bottles, capped with an aluminium lid, are fully recyclable, supporting outlets in imple-

For sales enquiries or more information please contact dan@delameredairy.co.uk

CLH DIGITAL

Issue 331

Winston Churchill Person Brits Would Most Like to Share a Pint With Winston Churchill has been chosen as the nation’s top choice of historic figure to get a pint with, new polling from Long Live the Local reveals.

Luke Tryl, Executive Director at More in Common, said: “Ask Britons who from history they’d most want to share a pint with and you get Churchill, Boudicca, Ramesses II and Joey Essex, which is to say you get no consensus whatsoever – even Churchill, the nation’s top pick, was chosen by only one in ten.

One in ten chose the iconic wartime Prime Minister to head to the pub with, in a survey that gives an interesting – if not startling – insight into which historical figures Brits would like to get a pint with.

“That shouldn’t worry us, though, because the pub is also one of the few places left where the public thinks we can still have lively but healthy debates with one another.

The second favourite was Queen Elizabeth II, with 4% picking her to get a pint with. Joint third were Princess Diana and Albert Einstein with 3% picking them.

“My own choice would be Princess Margaret, though somebody answered ‘the Vikings’, which is a different sort of evening altogether.”

Michael Jackson, Henry VIII, William Shakespeare and Jesus each bagged 2% of answers overall. Those who each clocked up 1% included Nelson Mandela, Florence Nightingale, George Michael, Margaret Thatcher, Elizabeth I, and Martin Luther King. Long Live the Local says the polling shows the unique role pubs play in bringing people together, with the local being the natural place for people to pick when they want to meet some historic icons. The British Beer and Pub Association’s campaign is calling on Government to support the people behind the pint by reducing beer duty, delivering permanent business rates reform and cutting VAT. Emma McClarkin, CEO of the British Beer and Pub Association, said: “We’ve all imagined what it would be like to share a pint with some of history’s most famous faces, and this polling shows how we see the local as a place we can meet anyone and everyone.

Among younger age groups (18–24-year-olds), Napoleon was a particular favourite at 6%, followed by Winston Churchill (4%), with Princess Diana, William Shakespeare, and Florence Nightingale (3%). Elvis Presley was particularly popular with those aged between 55 and 64-years-old, with 5% picking him, and 3% of those aged between 45 and 54-years picking him. Other picks from Long Live the Local and More in Common’s polling included Marilyn Monroe, Nostradamus, Boudicca, Bruce Lee, and Oscar Wilde. While most interpreted “historic” as being individuals who are no longer with us, some of the polling included a few living legends, including David Attenborough, Dame Judi Dench, Helen Mirren, and Joey Essex. The Long Live the Local campaign launched in 2018 to raise awareness of the UK’s alarming rate of pub closures and currently stands at over 250,000 supporters from all over the country.

“We’re calling on Government to continue their promising support for our sector by cutting beer duty, delivering permanent business rates reform, and reducing VAT.

It has helped to bring the issues that pubs face to the top of the political agenda, with almost 40,000 letters to MPs sent last year alone.

“The most startling thing about this polling, however, is that Robert Burns wasn’t the top pick because he’d be my first choice to head to the pub with.”

Some of the most successful actions from the Long Live the Local campaign include calling for the Government’s January business rates rethink for pubs, as well as calling for the 2024 Budget’s 1p cut to beer duty.

West Country Multiple Operator Recognised For Services To The Community In Two Cities Brislington’s longest serving licensee, Duncan Smith of The Sandringham on Sandy Park Road, has been awarded a prestigious Dedicated Service Award by Heineken owned Star Pubs.

raising the 1966 World Cup trophy. On the ground floor there is a sports bar with dart boards and a pool table and a rear lounge bar. And on the first floor there is a function room with a bar and traditional skittle alley.

It was given to him by Star Pubs area manager, Gavin Perkins, in recognition of the contribution he has made to the community during his 36 years as the pub’s licensee and 46 years in the pub industry.

The Sandringham hosts regular events to bring residents together including quiz nights, skittles, cribbage, bingo, a Sunday meat raffle, and darts. For the last four years it has also hosted a popular 24hour darts marathon raising funds for BLESMA, the limbless veteran’s charity, and for the Children’s Hospice South West.

Born-and-bred in Bristol, Duncan had been manager at The Sandringham for the five years prior to taking on its lease in 1990. He explains: “I went from being the manager of The Sandringham aged 29 to taking on leases for seven Bristol pubs overnight. My boss and mentor had 25 pubs at the time and sadly had to give them up due to ill health. He suggested I take them over and advised which would thrive best. It was a baptism of fire. My first two years were a nightmare. It was a hand-to-mouth existence and full-on overseeing so many pubs. I survived and went on to have 15 pubs at one time. 10 years ago, I decided to reduce the number of pubs I had to four. Today I own two freeholds in Bristol, The Barley Mow, in Bedminster and The Kings Head in Kingswood as well as The Larkhall Inn in Bath, another Star Pubs’ lease. In my time, I have dealt with all the pub companies but Star Pubs is the only one I want to work with now.” When Duncan started working at The Sandringham there were eight pubs in Brislington; today there are four. It survived the smoking ban in 2007, the global financial crisis in 2008, Covid-19 and the cost-of-living crisis and current high levels of taxation. During the Covid pandemic pub staff delivered takeaway beers to some of the old regulars living alone. Mindful that the pub was their social life, Duncan and his team were keen to check on them and show a friendly face. Known affectionately locally as The Sange, the turn of the 20th century local has retained its authentic pub character and ambience. The walls are adorned with photos of old Bristol, Concorde and of Bobby Moore

During his time at The Sandringham Duncan has created many jobs and given shifts to people to help them get by and to young people starting their working life. Duncan adds: “Our regulars are hugely protective of The Sandringham and don’t want it to change. I’d like to thank them for their support over the years and all the sleepless nights they cause me! I also want to thank the amazing manager of The Sandringham, Carly, and the managers of my other pubs and their staff without whose hard work these much-loved locals wouldn’t still be here today. “I have loved running pubs and the involvement it has given me in many local communities; this privilege makes life richer and more fulfilling. Running pubs isn’t just about the bottom line. For me, it’s a lifestyle focussed around people. It’s so rewarding to give back and to bring enjoyment to customers. “The Sandringham in particular holds a special place in my heart as it is where it all began for me. I still have an office here and work here. So, cheers! I can’t imagine life without it and not running pubs. For those who wondered, I am not calling ‘time’ yet. I have extended my leases another five years.” Says Gavin Perkins, Star Pubs area manager for Bristol: “Congratulations on your well-deserved awards, Duncan, for the many years you have run both The Sandringham and your Bath pub, The Larkhall Inn, creating much-loved community locals. Wishing you, your teams and your customers many happy years ahead”

LittlePod's Next Chapter: Wellbeing and Happiness Take Centre Stage The team at LittlePod have spent the last 16 years focusing on the importance of vanilla to the environment. Having established a thriving forest orchard in Indonesia, where the LittlePod farmers’ pioneering polyculture system is bearing fruit in more ways than one, the natural ingredients company’s emphasis has switched from planet to people. Introducing Wellbeing and Happiness with LittlePod! “It’s time for the next chapter in the LittlePod story,” said Janet Sawyer MBE BEM, LittlePod’s managing director and founder. “In 2025, I wrote my second book – Real Vanilla, Nature’s Unsung Hero – and with our forest orchard in Bali having proved so successful, we are excited to be focusing our efforts elsewhere this year.

tives – all with wellbeing and happiness at their heart. “The team will be working on recipe development with Master Chef Peter Gorton, launching a LittlePod podcast, and, perhaps most excitingly, embracing our sporting side with a top-secret project that is in the pipeline here. “I can’t say anything further about this last one, but all will be revealed in due course. Please do be sure to keep following LittlePod to find out more!” Winners of the King’s Award for Enterprise (Sustainable Development), LittlePod’s longrunning Campaign for Real Vanilla continues to go from strength to strength both at home and abroad.

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

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

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

See page 11 or littlepod.co.uk / sales@littlepod.co.uk / 01395 232022

CLH DIGITAL

Issue 331

UKHospitality Launches New Guest Safety Principles For Accommodation Providers UKHospitality has announced the launch of new guest safety principles for accommodation providers.

Allen Simpson, Chief Executive of UKHospitality, said: “Millions of people stay in accommodation every year, right across the UK. Whether it’s visiting friends and family, taking a holiday or travelling for work, they all expect a safe, secure and welcoming environment, where their privacy and safety are the number one priorities.

The new guidance has been driven forward by UKHospitality members and developed in partnership with accommodation businesses to further protect guest safety, security and privacy and ensure that access to accommodation is managed safely and appropriately. This work builds on existing robust procedures in place across the accommodation sector in the UK.

“I know that every accommodation provider in the UK takes this important responsibility incredibly seriously.

Combining operational experience, practical examples and established good practice, the guidance sets out five principles that businesses can adapt to their own circumstances: 1. Guest safety comes first 2. Privacy is an essential part of security 3. Verification should be proportionate but effective 4. Well-trained employees are the strongest safeguard 5. Security arrangements should continually improve. Each principle is expanded upon in greater detail, including recommendations and practical scenarios to guide businesses. All accommodation providers are urged to use the new guidance to review their security arrangements and continue to strengthen standards across the sector.

“The expertise and experience underpinning that responsibility from across accommodation businesses has driven this detailed guidance forward, and I’m extremely grateful for the dedication, effort and knowledge they have put into developing this document. “This guidance has been developed to ensure that any type of accommodation business, whether it’s a city centre hotel or a rural holiday park, can use these principles to review their current security arrangements and continue to strengthen standards in ways that work for their specific business. I would urge every single accommodation provider to do so.” The guidance has been developed by a UKHospitality working group, with representatives from Accor, Center Parcs, Clermont Hotels, Fuller’s, Haven, Hilton, IHG Hotels & Resorts, Starboard Hotels, Travelodge, Warner Hotels and Whitbread.

Major £230,000 Revamp Gives Shepshed Community Pub a New Lease of Life Popular community pub, the Top Railway on Charnwood Road in Shepshed recently reopened following a combined investment of £230,000 from passionate licensee Joe Finnigan and Admiral Taverns.

Joe commented: “It has been absolutely fantastic to see this refurbishment come to life and to welcome customers back through the doors. The Top Railway is a proper community pub and has a long history in Shepshed, which we hope to continue for many years to come. I’d like to say a massive thank you to everyone who helped make this transformation a success, particularly the team at the pub led by our manager Alex. I’d also like to thank the entire team at Admiral Taverns for all their support along the way.”

Internally, the pub has undergone a complete refurbishment to include brand new fixtures, fittings, furniture and decor throughout. In addition to this, the pub features a brand new games area complete with a pool table, dart boards and flat screen televisions. These updates have elevated the Top Railway’s atmosphere and further expanded its offering to ensure it welcomes everyone and caters to all tastes. Externally, the Top Railway has been completely revamped to include brand new signage as well as a fresh coat of paint to greet visitors. In addition, the pub boasts a newly updated beer garden that features a new decking area, lighting, benches and umbrellas. Licensee Joe Finnigan and his team, bring significant expertise to the pub having collectively worked across a broad range of hospitality roles. Joe also brings a wealth of local knowledge as he grew up in the area and has a keen interest in the town’s history. Going forward he is committed to creating a family-friendly hub that brings people together and supports all aspects of community life.

Going forward, Joe will be hosting a busy schedule of regular entertainment for the community to enjoy including pool and darts leagues, live music, quiz nights and bingo nights. In addition, as part of his mission to giving back to the local community, they will also be supporting regular fundraising events and community initiatives for local good causes. Robert Stubbing, Business Development Manager at Admiral Taverns, added: “I’m delighted to see the Top Railway refurbishment completed. Joe and the entire team have worked extremely hard to make sure every detail is perfect. The response since reopening from the community has been incredibly positive and I have no doubt that this will continue to be the case going into the future. On behalf of everyone at Admiral Taverns, I’d like to wish the whole team every success for the future.”

JD Wetherspoon Opens New Airport Pub Following £3.5 million Investment Pub operator JD Wetherspoon is to open its new pub in Heathrow today, Wednesday 26 August, with the creation of 100 new jobs. The company has spent £3.5million developing the pub in Heathrow Terminal 2 (airside, after security). This will be Wetherspoon’s 10th airport pub in UK and Spain, with further openings at Manchester Airport (September 2026) and Barcelona Airport (two separate pubs – due to open late 2026/early 2027). The new Heathrow pub, which will be called The Sir Frank Whittle, will be managed by Tom Blacktop previously the pub manager at The Beehive (Gatwick Airport). Air Commodore Sir Frank Whittle (1907–96) was an English engineer, inventor and RAF officer. Lacking Air Ministry support, he and two retired RAF servicemen formed Power Jets Ltd to build his engine design, with assistance from British Thomson-Houston. He is credited with co-creating the turbojet engine, with his designs changing global transport and military aviation for ever. In 1948, he retired from the RAF and received a knighthood, ranking at 42 in the BBC’s 100 Greatest Britons poll.

The Sir Frank Whittle pub will be open from 4am until 11pm seven days a week. Food will be served throughout the day, from opening until 10pm every day. The new pub will specialise in real ales and traditional ciders, as well as craft and world beers, serving a wide range of different draught ales, as well as bottled beers, including those from local and regional brewers. It will be open for family dining, with children, accompanied by an adult, welcome in the pub throughout the week. The pub will be wheelchair accessible. Historical photos and details of local history, as well as artwork and images of local scenes and characters of the area, are also displayed in the pub. Pub manager Tom Blacktop said: “Myself and my team are looking forward to welcoming customers into The Sir Frank Whittle and we are confident that the pub will be a great addition to the choice on offer for customers travelling through Heathrow Airport.”

We Invented the Wipe in Every KFC Meal. Now We’re Reinventing Table Sanitising PDI has transformed everyday hygiene for generations. We invented the original “hint of lemon” hand wipe, fondly remembered as part of the KFC dining experience. Today, that same spirit of innovation is being applied to one of hospitality’s most familiar routines: sanitising tables. Despite advances in cleaning technology, many businesses still rely on a spray bottle and reusable cloth. This method depends on staff applying enough product, covering the full surface and allowing the correct contact time. During a busy service, inconsistency can easily creep in. Reused cloths may also transfer bacteria, viruses and allergens between surfaces if not replaced or disinfected correctly. Healthcare environments have long recognised these limitations. Ready-to-use, pre-saturated wipes deliver a measured amount of solution directly to the surface, without mixing, dilution or separate equipment. Using a fresh wipe for each task also helps reduce the risk of cross-contamination. The same principle makes sense in hospitality, where tables are sanitised frequently, quickly and by different

team members. Wipes can simplify training, standardise practice across shifts and locations, and make effective sanitising easier. This approach is supported by Food Standards Agency guidance, which recommends using disposable cloths, including wipes, wherever possible and discarding them after each task. It warns that dirty cloths can spread bacteria and allergens very easily. Sani Professional® Protect 360° sanitising wipes bring this established infectionprevention principle to hospitality. Plastic-free, dermatologically tested and foodsafe, they combine consistency and convenience with more responsible material choices. By supporting faster table turnaround, Protect 360° helps teams focus on customers, service and the moments that matter most. The wipe changed the dining experience once. Now it is ready to reinvent table sanitising. Request your FREE Protect 360° samples by emailing samples@sanipro-intl.com.

CLH DIGITAL

Issue 331

Festive Ordering

The 12 Christmas Days Hospitality Can't Afford to Lose Christmas is undoubtedly one of the most lucrative seasons for the hospitality sector, as friends, families and colleagues head to restaurants, pubs and hotels to enjoy the festive season. According to an NIQ RSM Hospitality Business Tracker managed hospitality groups achieved 2.9% like-for-like growth in December 2025. To capitalise on this major revenue generation opportunity, many hospitality operators will encourage group bookings and pre-orders from guests to streamline operations. However, the process of managing this for many operators is fraught with manual, administrative friction. This erodes productivity, customer service and revenue. Christmas doesn't create new operational problems for hospitality operators. It exposes the ones they already have. Patrick Clover, Founder and CEO of Stampede, explains how fixing this process reduces the chaos often experienced in the run up to peak season. With benefits experienced across front of house (FOH), back of house and by customers.

THE PROBLEM WITH THE CURRENT CUSTOMER JOURNEY Take a restaurant booking for a party of 15 in August. The party organiser calls the venue to discuss dates, menus and deposits. The restaurant then sends back a menu in either PDF or spreadsheet format. On the surface this approach seems sensible. However, there are hidden costs to this approach. Weeks of back and forth over both phone and email follow. Last minute changes to orders, dietary restrictions, accessibility

arrangements and special requests are all dealt with in an email chain and spreadsheets. There is often no reliable way to tell which version of the spreadsheet is the correct one, or whether a manager’s note or if the guest’s note should take precedence. Now consider this scenario over the Christmas holidays. A manager in charge of eight sites could potentially have hundreds of live group booking threads in their inbox. It’s not just administrative confusion that this method can cause. There are knock on effects to having a manual approach to group bookings. When numbers firm up late, the kitchen orders produce, ingredients and so on based on estimates rather than facts, resulting in either food waste, or a shortfall on a busy night. Manual handling of allergens or dietary restrictions information could result in risks that no operator wants to take on either. Relying on one manager’s email inbox is a bottleneck. It delays replies, costing a venue lucrative bookings: because that party booked with the venue that wrote back. On the day of the booking there are also additional manual steps that require FOH staff to arrive early and key in orders, notes and allergens by hand. That’s a lot of moving parts all prone to errors and mistakes.

IMPROVING PRODUCTIVITY WITH GUEST ENGAGEMENT Venues can introduce organisational clarity, accuracy and productivity enhancements into their businesses with an all-in-one guest engagement platform. From there they can manage pre-bookings and payments from guests within one system. With this kind of system, our busy eight-site manager now has one place to view all enquiries, and the deposit and details associated with each one. Another benefit of this kind of approach is that each guest picks their own meal from a shared link and adds their own dietary requirements, access needs and special requests. This is then saved straight to the parent booking as they go, so the manager watches the numbers come through in real time instead of chasing them. Additionally, because the PoS is part of the same platform the pre-orders are already on the tab before the evening staff arrive. Nobody needs to come in an hour early to key in 15 covers by hand, and then again for the three other parties booked that night. This means that there are fewer chances for mistakes

to be made. What the kitchen orders and produces is what the guests submitted. That's hours back per site every week in December, spent with the guests instead of the screen.

THE TIME WON BACK Anecdotally, this approach could give restaurants, pubs and bars around 2-3 hours back per day. This equates to around 8-12 business days across a daily, packed-out venue throughout December. Aside from potential time back, storing event information in one platform – accessible by laptops, tablets and smartphones – shows everyone the same necessary information to serve guests efficiently. FOH teams can prepare tables in advance and seat guests promptly. Teams spend less time checking orders and have more visibility of guest information, including dietary requirements (e.g. allergens). They can plan for wheelchair access and highchairs/booster seats. Having this information in advance enables management teams to plan resourcing better too, during a season when restaurants rely on more temporary staff. Further, access to this information in advance allows the kitchen to order stock more accurately for the day ahead, minimising food waste. And, on the day, kitchens can manage their food orders and production more efficiently too, based on event requirements and what is actually taking place in the venue that day.

CONCLUSION Every Christmas event/booking and pre-order likely generates administration long before it generates revenue. And, in the run up to, and during Christmas, operators are often short on time and spend valuable resources on managing bookings, instead of improving processes that give them time back to dedicate to welcoming and serving guests well. In a time when the hospitality industry is under increasing pressure, it is vital for restaurants, pubs and bars to establish how they can improve productivity and operations for maximum revenue and profits to be achieved. After all, Christmas revenue is inevitable – but the question is, how much of that revenue are restaurants willing to give way to underperforming processes?

Bidfood Serves Up Its Biggest Festive Deals Programme In A Decade To Help Customers Plan Ahead For Christmas Bidfood is helping customers get ahead of the festive rush with the launch of its biggest Christmas deals programme in ten years, offering more than 400 seasonal deals to support menu planning, cost control and festive trading.

By encouraging earlier planning and pre-ordering, the campaign helps customers secure key festive products, manage costs more confidently and reduce the last-minute pressure that can come with the Christmas rush.

At the heart of the campaign is an expanded Christmas pre-order range, which has grown from 100 to 150 products, giving operators even more choice when planning their festive menus.

Katie Sillars, Head of Commercial Growth Initiatives at Bidfood said:

Customers who pre-order selected seasonal favourites can also benefit from a further 10% discount against standard Christmas deal prices. Building on the success of Bidfood’s 2025 Christmas pre-order, which saved customers just under £230,000 in total, this year’s 2026 pre-order offer is set to be bigger and better than ever. From festive favourites to value-led seasonal lines, the programme has been designed to give operators the tools to plan earlier, build appealing Christmas menus and make confident purchasing decisions during one of the busiest trading periods of the year.

“Christmas is a huge opportunity for our customers, but we know it can also be one of the most demanding times of the year. That’s why we’ve built a campaign that makes festive planning easier, more flexible and more cost-conscious. “With more than 400 festive deals and a bigger pre-order range than ever before, customers have more choice, more value and more ways to get ahead before the season gets into full swing. “It’s all about helping operators feel prepared, protect their margins and deliver festive menus their customers will love.” Find out more by visiting https://view.bidfood.co.uk/christmas/bidfood-christmas-deals-2026/

Christmas 2026: Creating Memorable Hospitality Spaces Through Festive Venue Dressing As the festive season approaches, hospitality venues are once again preparing to welcome guests looking to celebrate. While exceptional food and service remain essential, the atmosphere of a venue often plays an equally important role in creating memorable experiences and encouraging repeat visits. Thoughtful venue dressing helps transform familiar spaces into warm, inviting environments that capture the magic of Christmas. Whether it's a cosy country pub, fine dining restaurant or luxury hotel, festive decor provides an opportunity to reinforce a business's identity while encouraging customers to spend more time enjoying the ambience. A well-dressed venue doesn't have to rely on extravagant displays. Carefully selected Christmas trees, complemented by coordinated garlands and wreaths, can establish a festive focal point from the moment guests arrive. Extending decorative elements throughout bars, dining areas, reception spaces and entrances creates a consistent look that feels considered rather than overwhelming. Lighting also has a significant influence on the guest experience. Warm fairy lights, illuminated displays and candlelight can soften dining spaces, add depth to decor and create an atmosphere that suits every occasion. Combining lighting with decorative candles and elegant table accessories helps elevate festive dining without requiring a complete redesign of the venue.

This year's festive styling continues to embrace distinctive colour palettes that allow operators to tailor their decor to suit their brand. Jewelled Bliss celebrates deep burgundy, luxurious gold and elegant warm greens, creating a rich, layered aesthetic that feels opulent and welcoming. Silver Frost offers a fresh, contemporary alternative, pairing whites with silvers and soft greys to evoke the beauty of a winter landscape. For venues seeking timeless sophistication, Noel Navy combines navy tones with metallic accents to deliver a modern interpretation of traditional Christmas styling. Whichever palette businesses choose, consistency is key. Carrying colours and materials across trees, wreaths, table decorations, candles and lighting creates a cohesive visual journey that enhances the overall guest experience. Planning ahead is equally important. Ordering decorations early allows venues to secure stock, schedule installations and ensure everything is ready before the festive rush begins. It also provides time to refresh tired displays or introduce new decorative elements to keep returning guests engaged. Ultimately, successful festive venue dressing is about creating an atmosphere that complements the occasion. By combining coordinated decorations, ambient lighting and thoughtfully chosen seasonal colourways, hospitality businesses can create inviting spaces that encourage celebration and strengthen customer loyalty. For festive decorations from one supplier, contact Alliance Online via hello@allianceonline.co.uk to view their full catalogue of Christmas options, or visit our website and shop online.

Getting Ready for the Christmas Season Ben Cotts, Key Account Manager at Lanchester Wines, looks at the wine trends set to shape the festive trading period and explains why no- and low-alcohol drinks deserve just as much attention as traditional favourites. Sorry to drop the C word while it's still warm and sunny, but now is the time to start planning for Christmas. For pubs, bars, hotels and restaurants, the festive season can make a signiﬁcant difference to annual turnover, and getting the drinks offer right is a key part of maximising the opportunity. As the weather (eventually) turns colder, consumers naturally gravitate towards richer, warmer styles of wine. Classic varietals such as Shiraz and Malbec will continue to drive sales, but we're seeing customers become more speciﬁc in what they're looking for. Rather than simply ordering a Shiraz, they're increasingly interested in provenance and regional identity, whether that's a Barossa Shiraz, a Rioja Reserva or a Valpolicella Ripasso. Italian reds, in particular, are proving popular as we head into the winter months. They

Premiumisation also remains resilient. While value is still important, consumers

offer the ripe fruit and generosity consumers are looking for while bringing something

continue to trade up for wines that feel authentic and offer a sense of discovery. We're

a little different to the table. A Primitivo di Manduria, for example, delivers the weight

seeing growing interest in DOCG sparkling wines such as Prosecco Superiore,

and richness of a full-bodied Shiraz but with a softer, more approachable style and a

Portuguese regional varieties including Touriga Nacional, and Spanish wines with a

distinctly Italian character.

strong regional story. For operators, smart buying remains essential, balancing quality and character with the need to protect margins in a challenging cost environment. No Christmas drinks offer is complete without giving proper consideration to the no- and lowalcohol category. For many groups, one guest is driving and often inﬂuencing where the group stays, dines and celebrates. Looking after nondrinkers is no longer a bolt-on consideration; it's an important part of the overall customer experience. Venues should offer the same sense of occasion, choice and quality that they provide to wine and cocktail drinkers rather than relying on a limited selection of soft drinks. The nonalcoholic category has evolved signiﬁcantly in recent years and consumers now expect credible alternatives. A quality alcohol-free sparkling wine is particularly important during the festive season when celebrations are at their peak. Products such as Champagne producer Famille Moutard's M 0% offer the complexity and ceremonial feel associated with traditional sparkling wine, while Tommy Bacco 0% provides a fresh, aromatic alternative inspired by generations of Italian winemaking. The key is to make nonalcoholic options feel like a considered choice rather than a compromise. Ultimately, Christmas is about creating memorable experiences. Whether that's through a premium bottle of wine with a festive meal or a sophisticated alcohol-free alternative, operators who offer quality, choice and a sense of occasion will be best placed to make the most of the season.

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

CLH DIGITAL

Issue 331

Hospitality Technology

Good Hospitality Depends on Good Communication In hospitality, good communication is something customers rarely notice – environment. until it goes wrong. There is nothing for the customer to configure. No app to download, QR Whether it is a restaurant, hotel, food hall or busy catering operation, code to scan or mobile number to provide. The system isn't dependent on communication between staff can directly affect the customer experience. the guest having a smartphone, sufficient battery charge, Wi-Fi or mobile Delayed food, customers waiting unnecessarily or staff searching for colreception. They are handed a pager and it does its job. leagues can quickly turn an otherwise good experience into a disappointing The same principle applies behind the scenes. one. Communication between the kitchen and front of house can make a conTechnology has provided hospitality operators with countless ways to siderable difference to service. Waiting staff repeatedly returning to the pass improve communication. Apps, smartphones, Wi-Fi and sophisticated EPOS to see whether an order is ready wastes time. Calling across a restaurant systems all have their place. But sometimes the most effective solution is creates unnecessary noise, while food left waiting can affect temperature, also one of the simplest. presentation and ultimately the customer's experience. Dedicated paging is a good example. The new LRS SP6 waiter and staff pager has been developed with preciseFor more than three decades, Long Range Systems (LRS) has specialised in ly this environment in mind. on-site paging technology. Its systems can be found across hospitality and Used with an LRS transmitter in the kitchen or at the pass, the system other service industries, and for many operators the LRS name has become allows staff to call the appropriate waiter when an order is ready. Until that an industry standard for guest and staff paging. moment, waiting staff can remain on the restaurant floor doing what they In a busy hospitality environment, equipment needs to be reliable, straight- do best – looking after customers. forward to use and capable of surviving the realities of everyday service. The SP6 represents the latest generation of LRS staff paging technology. It For customers, the LRS CS6 guest pager provides a simple solution to an incorporates a rechargeable lithium-ion battery, vibration alerts and four equally simple problem: nobody enjoys standing around waiting. LCD indicators that can convey different messages. Its internal design has also been substantially simplified compared with the previous SP4, reducing Instead of asking guests to remain close to reception, a collection point or the number of components and potential points of failure. restaurant entrance, the CS6 gives them freedom to move away. When their table, order or service is ready, bright flashing LEDs and vibration attract That emphasis on reliability matters. their attention without adding another source of noise to an already busy Hospitality businesses inevitably consider cost, but the cheapest equip-

ment isn't necessarily the least expensive over its working life. Range, battery performance, durability, UK radio compliance, technical support and expected service life are all worth considering when choosing a professional paging system. A system that fails during a busy Saturday evening is unlikely to feel like a bargain. This is perhaps why dedicated paging has survived while so much hospitality technology has changed around it. It doesn't attempt to replace personal service; instead, it helps staff deliver it. The CS6 gives waiting customers greater freedom. The SP6 helps kitchen and front-of-house teams communicate without unnecessary journeys or disruption. Both address everyday operational problems that can make a substantial difference to service. Hospitality will continue to embrace new technology, as it should. But progress doesn't always mean another app, screen or subscription. After more than 30 years developing paging solutions, Long Range Systems continues to demonstrate why its equipment has become an industry standard: good communication doesn't need to be complicated. It simply needs to work. See the advert on the facing page for further information.

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 market-leading 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 conINNOVATIVE LABELLING SOLUTIONS INNOVATIVE LABELLING SOLUTIONS

FOOD SAFETY

FOOD SAFETY LABELLING IS CHANGING — IS YOUR KITCHEN READY?IS CHANGING — FOOD SAFETY LABELLING ISFood YOUR KITCHEN READY? labelling may seem like a small task. But when it is repeated hundreds or thousands of times, the time, inconsistency and FOOD SAFETY

potential for human error can quickly add up. PREPsafe believes there is a smarter way. Food labelling may seem like a small task. But when it is repeated hundreds or thousands of times, the time, inconsistency and potential for human error can quickly add up. PREPsafe believes there is a smarter way. Write the product. Write the date. Write the Check theproduct. time. Write the Apply thedate. label. Check the time. Repeat. Apply the label. When this happens thousands of times a Repeat. month, how much time is your kitchen When this happenson thousands ofand times a actually spending labelling — how much room is time thereisfor human error? month, how much your kitchen actually spending on labelling — and how much room is there for human error?

From product selection to printed label in seconds with PREPsafe From product selection to printed label in seconds with PREPsafe

WHAT IF FOOD LABELLING COULD BE SIMPLER? WHAT IF FOOD LABELLING COULD BE SIMPLER?

Using the PREPsafe app and connected printer, kitchen teams create clear, consistent food safety labels in seconds — replacing a repetitive handwritten process with a Using the PREPsafe app and connected printer, kitchen teams create clear, consistent simple digital solution. But PREPsafe isn’t stopping at digital labelling. The label itself is food safety labels in seconds — replacing a repetitive handwritten process with a getting smarter. simple digital solution. But PREPsafe isn’t stopping at digital labelling. The label itself is getting smarter.

NEW

Removable. Waterproof. With a temperature indicator. Removable. Waterproof. Tough, waterproof material designed to withstand water without With a temperature indicator.

Removing old labels from reusable containers. Removing old labels from If you’ve ever scrubbed adhesive residue from a container, you’ll reusable containers.

ripping or tearing — with an indicator built into the label. A simple visual for busy teams, designed without adding another piecewithout of Tough,check waterproof material to withstand water equipment. ripping or tearing — with an indicator built into the label. A simple visual check for busy teams, without adding another piece of equipment. TURNS GREEN BELOW 5°C TURNS GREEN BELOW 5°C

understand why this matters. Dissolvable Labels are designed to dissolve exposed to water, simplifying thea process when If you’vewhen ever scrubbed adhesive residue from container, you’ll containers washed and reused. understandare why this matters. Dissolvable Labels are designed to dissolve when exposed to water, simplifying the process when containers washed andITreused. LABEL IT.are WASH IT. LET DISSOLVE. LABEL IT. WASH IT. LET IT DISSOLVE.

THREE INNOVATIONS. ONE OBJECTIVE.

NO SUBSCRIPTION FEES.

Make food safety easier for the people who actually work in the kitchen. PREPsafe is THREE INNOVATIONS. ONE OBJECTIVE. designed for restaurants, cafés, hotels, catering businesses and franchise operators — and Make food safety easier for the people actually in the kitchen. PREPsafe is for multi-site groups, standardising thewho process helpswork create consistency between locations designed forstaff restaurants, and simplify training.cafés, hotels, catering businesses and franchise operators — and for multi-site groups, standardising the process helps create consistency between locations and simplify staff training.

Customers simply purchase the labels NO SUBSCRIPTION FEES. they use — with no ongoing Customers simply purchase labels subscription for the labellingthe system. they use — with no ongoing subscription for the labelling system.

SO, WHY ARE WE STILL DOING IT THE HARD WAY? See what PREPsafe can do for your kitchen. Explore the system, discover the new label range or arrange a demonstration.

www.prepsafe.com

WEBSITE

GOOGLE PLAY

APP STORE

PREPsafe UK Ltd PREPsafe UKFloor, Ltd 1000 Great West Road, Brentford, TW8 9DW The Millie, 1st

020 3960 8787 · 07777 420001 020 3960 uksales@prepsafe.com 8787 · 07777 420001

The Millie 1st Floor 1000 Great West Road Brentford TW8 9DW

uksales@prepsafe com

trol 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 efficiency. 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 UKbased 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.

CLH DIGITAL

Issue 331

Bar and Cellar Equipment Why Good Cellar Management Matters: Protecting Beer Quality, Profitability and the Customer Experience For many pubs, bars, hotels and restaurants, the cellar is one of the most important areas of the business – yet it can also be one of the easiest to overlook.

Cellar doors should also be kept closed as much as possible, helping the cooling system maintain a consistent environment.

Out of sight of customers, the cellar is often regarded simply as a place where beer, cider, spirits and other stock are stored. In reality, effective cellar management is fundamental to product quality, waste reduction, hygiene, stock control and, ultimately, customer satisfaction.

CLEAN LINES ARE ESSENTIAL

For businesses selling draught beer, even small lapses in cellar standards can have a noticeable impact on what reaches the customer's glass.

QUALITY STARTS IN THE CELLAR Beer is a carefully produced food and drink product, and its condition can be affected by how it is stored and dispensed. This is particularly important for cask ale, which remains a living product and requires careful handling after it reaches the premises. Temperature, stock rotation, cellar cleanliness, equipment maintenance and dispense procedures all play a role in maintaining its character. Cask Marque recommends that cask beer is stored and dispensed within a temperature range of around 10–14°C, with 11–13°C commonly used as the target range. The organisation's assessments consider temperature alongside appearance, aroma and taste when evaluating beer quality. The precise requirements can vary according to the beer and the brewer's instructions, so operators should always follow the guidance supplied by their brewery or drinks supplier. Temperature control is not simply about preventing beer from becoming warm. Excessively cold storage can also affect certain cask beers, while excessive heat can accelerate deterioration. A reliable, regularly checked thermometer should therefore be an essential piece of cellar equipment.

Few aspects of cellar management are more important than dispense hygiene. Beer and cider lines provide a route from the cellar to the customer's glass, meaning any build-up of yeast, deposits or microorganisms can directly affect the quality of the drink being served. The British Beer & Pub Association (BBPA) states that cleanliness of dispense equipment is essential for maintaining quality and presentation and recommends cleaning beer and cider dispense systems at least every seven days. Regular cleaning should therefore be treated as a routine operational responsibility rather than something undertaken only when a problem becomes apparent. Staff should know which cleaning procedure applies to the equipment in their premises, use the appropriate products and follow manufacturer and supplier instructions. Records of cleaning can also provide a useful management tool, particularly where several members of staff share responsibility for the cellar.

HOUSEKEEPING IS NOT OPTIONAL A professional cellar should be treated with the same care and attention given to other operational areas of a hospitality business. Floors, walls, shelving, equipment and storage areas should be kept clean, while spillages should be dealt with promptly. Food should not be stored in areas intended for beer and drinks stock unless appropriate arrangements are in place. Gas cylinders must be stored securely and safely, and staff should understand the relevant procedures for handling cellar gases and dispense equipment.

Cask Marque's current cellar-management programme assesses a range of areas including cellar temperature, stock rotation, equipment, gas storage and dispense hygiene, reflecting the fact that good beer quality depends upon a combination of practices rather than a single intervention.

EQUIPMENT NEEDS REGULAR ATTENTION A cellar can be immaculately clean and correctly stocked but still deliver poor beer if its equipment is not properly maintained. Cooling systems, beer lines, dispense equipment, couplings, taps, pumps and associated components all need appropriate maintenance. Any unusual noises, leaks, temperature fluctuations, excessive foaming or changes in beer quality should be investigated rather than ignored. Cooling systems and dispense arrangements should also be suitable for the products being sold. Cask and keg beers can have different storage and dispense requirements, and operators should not assume that one configuration will be appropriate for every product.

TRAINING MAKES THE DIFFERENCE One of the biggest challenges facing operators is ensuring that cellar responsibilities do not become a task that "everyone" assumes somebody else is doing. A clearly designated person should have responsibility for cellar standards, even where the work itself is shared among the wider team. Training should cover the basics of temperature control, stock rotation, line cleaning, equipment checks, hygiene, safe gas handling and identifying common beer faults. Importantly, training should not be limited to new employees. Refresher training is valuable, particularly when equipment changes, new products are introduced or standards begin to slip. Cask Marque continues to provide cellar-management training and describes its cellar assessment as covering 11 key areas intended to help ensure beer is consistently served in good condition.

A SIMPLE DAILY ROUTINE Effective cellar management does not necessarily

require complicated procedures. A straightforward daily checklist can include: Checking cellar temperature and recording the result. Inspecting stock for damage, leaks or products approaching their relevant dates.

THE COMMERCIAL CASE For operators working with tight margins, cellar management should not be viewed simply as another compliance or housekeeping exercise. Good practice can help reduce waste, minimise product losses and protect the quality of drinks for which customers are paying a premium. Cask Marque has previously reported that improved cellar practices can increase yields and that better beer quality can support increased beer sales. While the precise financial benefit will vary considerably between businesses, the principle is straightforward: product that is stored and dispensed correctly is less likely to be wasted or returned and more likely to provide the experience customers expect. The customer is also unlikely to distinguish between a brewing problem and a cellar-management problem. If a pint arrives flat, cloudy when it should be clear, excessively foamy, too warm or otherwise below expectations, the pub is ultimately where the customer experience is judged.

FROM BACK-OF-HOUSE TO BUSINESS-CRITICAL The cellar may be hidden from customers, but its influence is visible every time a drink is served. For operators, good cellar management is therefore about much more than keeping a room tidy. It is about protecting the quality of stock, maintaining hygiene, supporting efficient operations, controlling waste and ensuring that customers receive the product they have ordered in the condition intended. In an increasingly competitive hospitality market, those fundamentals matter. The best cellar is rarely the one with the most sophisticated equipment or the largest drinks range. It is the one that is consistently clean, correctly managed, properly maintained and overseen by people who understand that what happens behind the cellar door has a direct bearing on what happens at the bar.

Protecting Pints Protects Profits Beer Quality Experts Avani Solutions shares why a quality pint is as much a commercial opportunity as it is a firstrate customer experience. For pubs, hotels, restaurants and licensed venues, delivering a consistently excellent pint is about much more than customer satisfaction. The way beer quality is managed behind the bar can have a direct impact on waste, yield and profitability. Professional beer line cleaning and bar hygiene play an important role. Traditional approaches result in unnecessary beer loss during cleaning, while inconsistent procedures affect dispense quality and increase wastage. As a proven specialist beer quality partner, Avani can help operators introduce a more controlled approach, maintain high standards – consistently, while reducing the amount of valuable product going down the drain. For operators facing continued pressure on margins, the benefits of having Avani work alongside, can be significant. Reducing waste means getting more saleable pints from every keg, improving yields and helping lower the cost of dispense. At the same time, wellmaintained lines and clean dispense equipment support better beer quality, giving customers the fresh and flavourful pint they expect when drinking out. However, equipment and cleaning processes are only part of the picture. The people behind the bar are critical to maintaining standards day after day. That is why our service is supported by practical training, helping teams understand everything from correct glass care and dispense practices to bar hygiene and the importance of maintaining beer quality. Training also gives employees the confidence to iden-

tify potential quality issues early, helping prevent avoidable waste and ensuring standards remain consistent between professional service visits. We offer entry level training with our award-nominated WasteWatchers!® workshop. For bar supervisors, operations or cellar managers our Beerista™ course is much more in depth it looks at the causes of dispense faults, and the issues causing a less than perfect pint. For licensees, hoteliers and hospitality operators, beer quality is not only a customer experience priority but a commercial opportunity. By combining professional hygiene from cellar to bar and dispense, wastereduction expertise and staff training, operators can protect the quality of every pint while improving operational efficiency. In a market where every pint – and every pound – matters, better beer management can make a measurable difference to the bottom line. We’re here to show you just how much, by protecting your profits pint by pint. Call us on 01638 563237 or email info@avanisolutions.co.uk

FlowBridge gives you visibility across the final mile, from keg, through the dispense system, to the glass. FlowBridge has been designed to give venues serving draught and cask ales complete visibility across every site and every pint served. Delivering real-time data on cellar conditions, dispense performance and line condition directly to management teams, FlowBridge enables operators to identify issues quickly and take action before they impact beer quality, increase waste or affect the customer experience. From cellar to glass, FlowBridge gives you the visibility to manage your draught operation. Easy reconciliation from pour to till Match you pour revenue to your actual till revenue Out-of-Hours Alerts Know when beer is being poured outside permitted trading or serving times. Pour Performance Identify abnormal pours and potential dispense issues before they become costly problems. Temperature Monitoring Monitor cellar and dispense temperatures to help protect beer quality and reduce waste. Line-Cleaning Visibility Record cleaning activity and provide management with visibility of when cleaning has been completed. Equipment Alerts Know when cellar or dispense equipment requires attention.

DON'T JUST MANAGE YOUR BEER. MANAGE THE DATA BEHIND IT. FlowBridge turns your draught system into a connected, measurable operation. Whether you operate one venue or hundreds, FlowBridge provides the information needed to identify problems

Remote Management

earlier, reduce unnecessary waste and

Access your draught operation remotely

understand what's really happening

through the Brew Overwatch portal.

between the keg and the customer's glass.

CLH DIGITAL

Issue 331

Bar and Cellar Equipment

Joining Forces to Provide Unparalleled On-Premise Draft Profitability and Control i-Keg and Clear Brew are proud to announce an exciting new partnership bringing together two industry specialists to accelerate the rollout of the i-Keg FlowBridge beer management platform across the UK hospitality sector. Following the early success of FlowBridge, and overwhelmingly positive feedback from venues already using the system, this collaboration marks a significant step forward in delivering smarter, data-driven beer management at scale. Clear Brew has been a trusted name in professional beer line cleaning since 2006, delivering a fully managed, labour-inclusive service to venues across the UK. Their experienced technicians help operators maintain consistently high beer quality while reducing waste, cutting costs, and protecting profitability. By combining Clear Brew’s nationwide service expertise with i-Keg’s innovative FlowBridge technology, this partnership creates a powerful, end-to-end solution for operators. Through this collaboration, FlowBridge will now be introduced to over 4,000 venues, covering more than 50,000 beer lines a major milestone in transforming how operators monitor performance, maintain quality, and maximise profitability behind the bar. FlowBridge provides real-time insight into beer flow, line performance, and temperature control, alongside

Adams - The Bottled Gas Specialist Adams Gas are specialist bottled gas distributors and suppliers based in Kent. We have been distributing bottled gas throughout the UK via our large stockist network, for over 25 years. We offer a local delivery service for bottled gas in Kent, East Sussex and South London. Adams Gas can offer a cost-effective beer and cellar gas solutions for all small, medium and large businesses looking for a better bottled beer, pub and cellar gas services. With our own cylinders filled at our own filling depot, you can count on us as gas suppliers to offer the right service, at the right price, when you need it. We can also offer this product on a re-seller basis to breweries, beer wholesalers and shipping companies throughout the UK. We also Supply:

Cellar Handling and Cask Racking Solutions EASYRACK is a leading supplier of high-quality cellar handling equipment and cask racking solutions designed to improve efficiency and safety in your brewery, pub, or beverage storage facility. We provide a wide range of products, from keg handling and cask racking solutions to drop mats and more.

Cellar Handling and Cask Racking Solutions We understand the unique challenges of cask racking and cellar management. That’s why we offer durable and reliable equipment to optimize your operations, including:

powerful reporting tools and revenue indicators via the Brew OverWatch portal. When paired with Clear Brew’s professional beer line cleaning service, operators gain complete visibility and control from line hygiene to sales performance. “This partnership is about more than scaling a product, it’s about raising the bar for the entire industry. By combining real-time data with on-the-ground expertise, we’re giving operators the tools they need to improve quality, reduce waste, and drive profitability in a way that simply hasn’t been possible before.” – Greg Whitehorne, i-Keg Ltd. “We’ve spent nearly two decades helping venues maintain beer quality through professional line cleaning. Partnering with i-Keg allows us to go even further pairing our service with live performance data to give customers complete confidence in every pint they serve.” – Stephen Trezona, Clear Brew Ltd. This is more than just growth—it’s about raising standards across the industry, improving quality, and helping venues make better, more informed decisions every day. The future of smarter beer management Visit www.i-keg.com • Food Grade Co2 gas cylinders for Coca-Cola Frozen, Fanta Frozen, Tango Ice Blast, and Slushy Jack’s frozen drinks machines • CO2 for Glass Frosting. Food grade liquid Co2 for instantly cooling glasses Simply attach your machine to our cylinder for fast effective delivery of food grade Co2 strait into your glass! Adams Gas have been proud bottled gas suppliers to the UK for over two decades. We endeavour to provide our customers with premium quality gas to best suit their requirements. You can discuss your queries with us by phone on 01843 220 596 or free phone 0800 195 4445. Alternatively, you can send an email to sales@adamsgas.co.uk or simply fill out and submit our online contact form and a member of our team will be in touch as soon as possible. We look forward to hearing from you. • Cask racking systems: Maximise your cellar space and ensure safe storage of your casks with our robust racking solutions. • Freestanding Autotilts: Insure full usage of barrel contents so nothing is wasted! • Keg handling equipment: Effortlessly move and manage your kegs. • Drop mats: Protect your valuable stock and minimise noise with our range of durable drop mats. See the advert on this page or visit www.easy-rack.co.uk for further details.

The Bottled Gas Specialist www.adamsgas.co.uk

From click to delivery, we've got you covered Adams Gas offers cost-effective Cellar Gas solutions for all small, medium and large businesses looking for a better bottled beer, pub and cellar gas service. Our own cylinders are filled at our own filling depot, providing the right service, at the right price, when you need it.

PAY A ONE OFF REFUNDABLE BOTTLE DEPOSIT AND SIMPLY PAY FOR GAS AS YOU GO.

sales@adamsgas.co.uk | 01843 220 596 | 0800 195 4445

Issue 331

CLH DIGITAL

Outdoor Spaces Making Outdoor Space Work Harder for Hospitality Businesses In today’s hospitality market, every square metre counts. Outdoor areas are no longer seasonal add-ons; they are valuable revenue-generating spaces that can significantly increase capacity, customer satisfaction, and profitability when designed correctly. Global Canopies specialise in the design, supply, and installation of premium outdoor dining cover solutions for hotels, restaurants, pubs, cafés and leisure venues across the UK. Our expertise helps hospitality businesses transform underused terraces, patios, beer gardens, and courtyards into attractive, weather-protected spaces that can be enjoyed throughout the year. We offer a range of solutions tailored to each venue. Our giant commercial parasols provide flexible shade and weather protection, with integrated heating and LED lighting enabling comfortable daytime and evening use. For larger spaces, retractable roof structures create truly versatile environments, allowing guests to enjoy alfresco dining in fine weather while providing shelter at the touch of a button when conditions change. Louvre roof sys-

tems offer another sophisticated solution, with adjustable aluminium blades that regulate sunlight, ventilation, and rainfall protection, creating a comfortable outdoor environment whatever the season. The result is an outdoor space that works all year round. Guests can enjoy open-air dining and drinks during warm summer months, while remaining protected from wind, rain, and cooler temperatures during autumn and winter. By extending the usability of outdoor areas, hospitality operators can increase covers, host more events, reduce seasonality, and generate additional revenue from spaces that might otherwise sit empty for much of the year. Whether you are planning a new outdoor dining destination or upgrading an existing space, Global Canopies can help you maximise its potential. Call: 0330 133 9115 Email: hello@global-canopies.com / francis@global-canopies.com www.global-canopies.com

Save Now On Outdoor Furniture Made Printed Pub Banners: The Secret Weapon for Successful Pub Promotion For Year-Round Enjoyment All the outdoor contract grade furniture we supply at Trent Furniture is designed for allyear-round use if it’s cared for appropriately. Right now, we have fantastic offers across our range. Aluminium is an excellent choice if you’re looking for a sturdy and stable solution. Our water-resistant Alma Aluminium Table currently has 15% off, and whether you choose a square or a round tabletop, you can be assured the ‘post forming’ technique used in its manufacture prevents water getting into the core of the top and causing warping. Both pair perfectly with the Monaco Aluminium Stacking Chair which has a 10% discount

and also comes in durable wood effect or synthetic wicker in a choice of colours. Made from strong yet lightweight stackable steel, the Venice range is another excellent choice for tough but chic outdoor furniture. Simply designed in goes-with-anything grey, it has a matching side chair and armchair, all currently with 10% off. Easy to store when not in use, all this furniture has the added benefit of looking just as good indoors in a wide range of venues including clubs, bars and cafés. To order or find out more about our offers on outdoor furniture please visit www.trentfurniture.co.uk or call 0116 286 4911

First impressions matter, especially in the hospitality industry. Before a customer samples your food, orders a drink or experiences your atmosphere, they'll often make a decision based on what they see from the street. That's where professionally printed pub banners come into their own, transforming blank walls, fences and railings into powerful advertising space that works around the clock. From traditional village pubs to bustling city bars, printed banners remain one of the most affordable and effective ways to promote events, increase footfall and boost sales. Whether it's live music, quiz nights, seasonal menus, televised sporting events or beer garden promotions, a bold, professionally printed banner can stop people in their tracks and encourage them to walk through the door. Unlike digital advertising that disappears after a few seconds, a printed banner keeps working day and night.

unpredictable British weather while maintaining exceptional print quality.

Positioned outside your venue, it reaches local residents, passing traffic and visitors without ongoing advertising costs. It's simple, effective marketing that continues to deliver results long after it's been installed. Quality is everything when it comes to outdoor signage. A faded or poorly produced banner can send the wrong message, while vibrant colours, sharp graphics and durable materials help create a professional image that reflects the quality of your business. That's why thousands of pubs, clubs and hospitality venues trust HFE Signs to produce banners that are built to withstand the

Printed pub banners are incredibly versatile. Summer BBQs, Christmas parties, Sunday lunches, charity fundraisers, comedy nights, cocktail evenings and live entertainment can all be promoted with professionally designed banners that capture attention from a distance. Better still, banners are easy to replace as your promotions change throughout the year, ensuring your venue always looks fresh and inviting. As competition continues to grow within the hospitality industry, making your venue stand out has never been more important. Professionally printed pub banners offer exceptional value for money, immediate visibility and long-lasting durability, making them one of the smartest marketing investments any pub can make. Check out HFE Signs and special offers here: www.hfe-signs.co.uk

Make Your Outdoor Space Work Harder Transform unused outdoor areas into attractive, revenue-generating spaces all year round. Premium outdoor solutions for hotels, restaurants, pubs, cafés and leisure venues.

Commercial Parasols Shade, heating and LED lighting

Retractable Roofs Flexible shelter at the touch of a button

Louvre Roofs Adjustable protection from sun and rain

Why invest in outdoor space? 3 Increase seating and revenue 3 Extend your trading season 3 Create spaces for dining, drinks and events 3 Make patios, terraces and beer gardens work harder 0330 133 9115 | hello@global-canopies.com

www.global-canopies.com

CLH DIGITAL

Issue 331

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 purchase costs, spread the payments over your contract, and ensure quality and

care with every wash. Delivery is free, and there are no hidden charges; contracts even include repairs. Each item of clothing can be branded and tailored to the wearer with logos and embroidery. Their managed service prevents issues compiling when supplying your team with work clothes; a convenient locker valet service helps distribute and store uniforms, and they tackle minor repairs early to extend the service life of a uniform. Ultimately, this avoids costly replacements wherever possible as it reduces uniform losses, and uniforms only need replacing when a repair is not safe or cost-effective. With CLEAN's workwear rental and laundry service, business owners can focus on what matters most — running their business — while CLEAN takes care of the rest. To find out more: www.cleanservices.co.uk or see the advert on page 3.

Sharpening Innovation from Sweden Fry Food Faster with OilChef

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 consistent, razor-sharp edges — time after time. With its lownoise 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. See the advert on page 9 or tormek.com | Phone: +46 581-147 90 | Email: info@tormek.se

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

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

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

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

This enables operators to fry food faster at a lower temperature and save money on energy. Many pubs, hotels, fat food chains and takeaways enjoy these significant savings across the UK and as the one of the most famous golf clubs in the world say ”seeing is believing – and we are believing!”

With a money back guarantee and 3-year warranty, contact OiLChef today and try for yourself and take advantage of free telephone support, and a variety of payment options to suit all budgets. Visit www.oilchef.com or see the advert on the front page for details.

Seasonal Snacking: Why Pub Operators Should Refresh Their Bar Snack Offer Throughout the Year For many pub operators, bar snacks are often viewed as a dependable but relatively small revenue stream. However, changing consumer habits suggest they deserve far more strategic attention. ‘’Our Pork Snack range gives our customers seasonal flexibility, Pork Crunch in the beer garden with a cold pint makes sense. Traditional Pork Scratchings seem to gain popularity as the nights draw in’’, so says Alex Morrisey, marketing director at Snack brands.

In fact 50% of snack purchases did not plan to purchase a snack before entering the pub according to research by KP snack partners. ‘’My advice would be to use baskets on the bar for your Pork Scratchings and other snacks, and even advertise drink and snack combinations for an attractive price, it’s a simple thing but can have a big impact’’.

Well considered snack offerings represent a practical opportunity to increase dwell time, improve spend per head and enhance the overall drinking experience. Industry data suggests that 40% of snack purchasers consume three or more drinks.

As consumer habits continue to evolve, seasonal snacks offer pubs a simple yet effective way to enhance the customer experience, encourage impulse purchases and increase spend per visit.

Stocking brilliant snacks isn’t automatically going to lead to good sales, even the best snack range can underperform if customers cannot easily see it.

You can view Snack Brands full range by visiting www.snackbrands.co.uk and get in touch to sign up as a retail customer for exclusive prices.

‘’I go in so many venues where snack offerings are unclear’’, says Alex.

See the advert on page 11 for details.

Extra Security with CardsSafe

CardsSafe is a cost-effective technology designed to securely retain customer credit, debit and ID cards while customers run tabs. With CardsSafe, caterers, pubs, bars and restaurants can securely retain bank cards, deterring dine and dash and allowing staff to upsell while keeping tabs. As a result of improving security, managers can maximise profit, increase spending, and reduce losses.

It’s a fact that hospitality and leisure customers want their bank cards kept secure when they run a tab. Leaving a bank card in a till or folder is irresponsible and not good practice. Ensuring that customers’ credit or debit cards are professionally handled while they enjoy a meal and drink should be a top priority at every venue. CardsSafe is practical and easy to use, requiring minimal training and installation. The wireless CardsSafe units, which hold up to ten cards, can be conveniently placed behind the bar and work alongside existing POS. The units

provide extra security for venues offering alfresco dining, setting the company apart from the competition. Debbie, Director of The Deers Hut in Hampshire, explains, "The CardsSafe system is great for servicing customers who enjoy our outside areas". CardsSafe Ltd.'s technology has been a trusted part of customer service for numerous restaurants, hotels, bars and golf courses for over twenty years. The system provides an added layer of security for both the venue and the customer. The bar tab-keeping units signify to customers that the venue prioritises their card security, a testament to the long-standing success of CardsSafe technology. For more information, visit www.cardssafe.com or call 0845 500 1040. See the advert on the Hospitality Technology feature on page 26.

Kitchen Equipment and Fit Out

Issue 331

CLH DIGITAL

commercial heavy-duty product. Induction for prime cooking is still relatively fresh to be accepted into the general commercial kitchen environment, however the By David Chesshire, National Accounts Manager, Blue Seal (www.blue-seal.co.uk) big energy savings and high efficiency far outweighs the cost of changing the cookware and initial higher cost Blue Seal Ltd are very mindful of the future equipment requirements for efficiency, carbon footprint and sus- outlay for the product. This cost will no doubt reduce and become more competitive as the trend & demand tainability, with this ever-changing food industry and the cost of gas and electric usage. for induction manufacture inevitably increases. We currently produce a new range of free-standing & bench models of heavy-duty induction hobs with two Induction equipment also avoids the additional very or four zones. Each hob has the versatility of 3.5KW or 5Kw round zone generators for focussed power or costly legislation requirement involved with gas canopy 5kw power full area zones to accept multiple pans across the cooking area. The induction technology is extraction/make up air and interlock systems. incredibly responsive, with hardened 6mm thick glass cooking surfaces. When you compare the efficiency of using induction Blue Seal R&D are conscious of the ever-increasing demand for induction product, and we have now over gas, the induction is at approx. 90% efficient comlaunched our new induction- convection ranges, and wok induction hobs. pared to approx. 45% efficiency for gas. This is achieved by the magnetic fields heating up the entire surface of the cookware with virtually all of the energy transferred Many commercial chefs are trained at college with gas appliances and do love the instant heat & control of into the pan. Where gas disperses the heat, licking around the sides of the cookware more so, losing energy gas. However, they are slowly breaking this habitual comfort and being convinced to make the change, once into the ambient air around the pan. they experience using Induction, the fantastic responsiveness, instant heat direct to the pan & superb controllability, speaks for itself. Using induction massively reduces heat transfer into the air flow, lowers the overall temperature in the kitchen promoting a more comfortable working environment, as well as the practicality of a simple wipe down The induction technology lends itself to a myriad of concepts, especially QSR restaurants where they need of the glass cooking area at the end of a shift, which is very appealing to an operator. The appliances are much quick heat up on demand, which is also remarkably simple for the operator to use and maintain. safer to use, reducing injury potential as well as being very simple to service & maintain. The feature benefits of induction far outweigh the initial out lay, which is currently still relatively high for

Focus On Blue Seals New Induction Technology

Temporary Kitchen & Equipment Hire Making Sure Commercial Kitchens have Proper Ventilation Mobile Kitchens Ltd specialises in the hire of temporary catering facilities and foodservice equipment. Ideal for events or to provide temporary catering facilities during your kitchen refurbishment, our versatile units and equipment offer an efficient and economical solution to the caterers’ needs. Production Kitchens, Preparation Kitchens, Warewashing Units, Dry Store Units, Cold Rooms and Restaurant Units are available as individual units in their own right or they can be linked together on site to form a complete complex. Alternatively, we can offer modular, open-plan facilities, usually for larger, longer-term hires. We offer a free design service, and project management from concept through to delivery and installation on site, plus full technical support throughout the hire period. The standard specification of our Medium

Production Kitchen unit includes a six burner oven range, salamander grill, twin basket fryer, undercounter fridge, undercounter freezer, hot cupboard, double bowl sink unit with integral hand wash basin, storage racking, plus ample power points to plug in Microwaves, Food Processors, Toasters etc. Internal equipment can be interchanged, and clients can effectively specify their preferred layout. We have many tried and tested design layouts and would be pleased to put forward our recommendations for your project. So, if you’re planning a refurbishment or need to cater for an event then why not give us a call and we’ll be happy to provide advice and put forward a competitive proposal. For further information or to arrange a site visit, email: sales@mk-hire.co.uk or call us on 0345 812 0800, or visit our website: www.mk-hire.co.uk See the advert on page 2.

Air Vent Technology offers three ranges of high temperature fans designed for installation into commercial kitchens. The “QBK,” the “QMFHT,” and the “STR/MOS” They can handle operating temperatures between 80ºC and 180ºC with performances from 0.10 m³/sec to 7.45 m³/sec, single and three-phase. For maximum durability, the motors are out of airstream, preventing overheating, reducing exposure to dirt and grease, and minimising maintenance and cleaning. All have acoustic linings to reduce noise breakout.

The "QBK" range comprises six fans and five sizes, single and three-phase. They have energy efficient, direct drive fans with backward curved centrifugal impellers. "QBK" units have flexible airflow configurations - straight through or 90º bends. Cases are of robust extruded aluminium frame in double skinned galvanised steel with a plastisol coated finish. All are fitted with energy saving controls. Attenuators, cowls, flexible duct connectors and weatherproof kits are available. The "QBK" range will operate in temperatures of up to 120ºC with performances from

0.10m3/sec to 2.97m3/sec.

The “QMF-HT” range comprises nine sizes - single and three phase, four and six pole motors. They are continuous running in temperatures up to 180ºC with performances from 0.10 m³/sec to 3.40 m³/sec and are for ducted or direct installation. They easy to install horizontally or vertically, inside or out. The “STR/MOS”are continuous running in temperatures of up to 80ºC and can be installed internally and externally. There are two sizes, each with two motor ratings giving a performance of between 2.00 m³/sec to 7.45 m³/sec. The “STR/MOS” are versatile with seven spigot options which can be set at installation. Air Vent Technology can design custom ventilation systems using these high-temperature fans to ensure optimal performance for any situation. Tel: +44(0)1264 356415 Email: enquiries@airventtechnology.co.uk Web: www.airventtechnology.co.uk

CLH DIGITAL

Issue 331

Kitchen Equipment and Fit Out Saniflo Launches New Range Of Grease Traps For Hospitality Sector From portable and mobile applications through to large-scale commercial and hospitality installations, Saniflo now offers a comprehensive and updated range of grease traps and separators designed to remove fats, oils and grease (FOG) from wastewater before they enter the drainage system. The Water Industry Act 1991, Section 11, makes it an offence to discharge anything into a public sewer that could obstruct flow or damage the sewer system and FOG is specifically recognised as a major cause of blockages and fatbergs. Using a grease trap or separator eliminates FOG solidification in pipework - helping to prevent blockages, reduce costly maintenance, eliminate unpleasant odours and reduce environmental pollution. Installation of a correctly specified grease trap enables commercials businesses to be fully compliant with the regulations. Saniflo has a range of solutions for every catering scenario.

SANIGREASE T24 A compact, lightweight grease trap designed for temporary or mobile applications where space is limited. Weighing just 4kgs, it is manufactured from durable polyethylene and can be installed under a sink and

intended for daily emptying. It features a total volume of 24 litres and sludge trap volume of 8 litres and is ideal for: • Food trucks and mobile catering units • Pop-up kitchens • Temporary catering facilities • Mobile dishwashing stations • Small commercial food preparation areas

SANIGREASE S SERIES

SANIGREASE T SERIES A hygienic stainless-steel grease trap range designed for installation beneath restaurant and commercial kitchen sinks. With 4 units in the range that are denominated according to covers served, the T40, for example, is designed for up to 40 covers and has 39 litres capacity, whilst the largest T100 serves up to 100 covers and has a 82 litre capacity. The corrosion resistant units are mounted on feet for easy cleaning and are suitable for permanent kitchen installations. With fast maintenance access for quick servicing, the T Series is suitable for: • Restaurants

• Cafés • Commercial kitchens • Hospitality venues • Catering operations with under-sink installation requirements A larger-capacity grease separator range designed specifically for busy commercial kitchens requiring higher grease-handling capabilities. The range consists of five nominal sizes, the NS2 to the NS15 with sludge trap volumes from 200-1500 litres, separator volumes from 450 – 1800 Litres and total volumes from 650 – 3300 litres. Manufactured from rotationally moulded recyclable polyethylene for above ground installation, the width of the unit ensures it can easily fit through standard internal door sizes for ease of access and quick installation. The S Series is available in various capacities for: • Large restaurants • Hotel kitchens • Commercial catering facilities • Schools and universities • Care homes • Food production and preparation facilities

SANIGREASE SU SERIES An underground grease separator system for larger commercial applications, the Sanigrease SU range comprises 5 models - SU 1, SU 1.5, SU 2, SU 3 and SU 4, with volumes from 340 litres to 1500 litres. Each robust rotomoulded recyclable polyethylene tank features an integrated sludge trap and reinforced pedestrian-rated access cover, as well as optional alarm monitoring. Ideal for discreet installation, the SU Series is perfect for: • Large restaurants • Hotels • Food manufacturing facilities • Commercial developments • New-build hospitality projects • Sites requiring underground grease management solutions For more information or for flow rate calculations for your hospitality premises, the technical team at Saniflo is available to answer any questions during working hours. Visit www.sfasaniflo.co.uk for further information.

Williams Launches New Coldroom Embodied Carbon Calculator

Williams has launched a new Coldroom Embodied Carbon Calculator, the first of its kind in the UK commercial refrigeration industry. It provides quick and easy access to verified embodied carbon figures for bespoke coldroom configurations. The Williams Coldroom Embodied Carbon Calculator enables users to generate verified embodied carbon figures for bespoke coldroom configurations using CIBSE verified component data.

Developed by Williams' engineering and IT teams, the online tool means designers, consultants and operators can configure a coldroom by selecting the number of compartments, dimensions and door and floor specifications. The calculator then generates an embodied carbon figure, supporting carbon reporting and informed purchasing decisions.

As the leading foodservice refrigeration manufacturer, Williams recognises the growing demand for transparent sustainability information. The company was among the first manufacturers in the sector to publish embodied carbon figures, calculated using the CIBSE TM65 methodology, following feedback from business partners and end users seeking reliable, independently verified carbon data.

refrigeration.

The new Coldroom Embodied Carbon Calculator builds on this commitment to transparency. Every component used within the calculator has a CIBSE verified embodied carbon value, allowing the overall figure for each bespoke coldroom configuration to be generated from verified data. As part of the company’s ongoing sustainability efforts, Williams’ UK delivery fleet is carbon neutral, with all Scope 1,2 and 3 emissions measured and offset to recognised certification standards.

CIBSE certified embodied carbon figures are already available across Williams' core ranges, including Jade cabinets and counters, blast chillers, chef drawers, bottle coolers and Amber cabinets, with additional product families currently being developed.

The Coldroom Embodied Carbon Calculator is now available on the Williams Refrigeration website at tinyurl.com/coldroomcarboncalculator.

The results show Williams’ embodied carbon figures to be among the lowest in the industry, highlighting its position as a leader in sustainable

To learn more about Williams extensive product range visit www.williams-refrigeration.co.uk

Williams Refrigeration offers a comprehensive range of commercial refrigeration including gastronorm cabinets and counters, specialist bakery equipment, coldrooms, multidecks and blast chillers.

Kitchen Equipment and Fit Out

Issue 331

CLH DIGITAL

How Much Time Is Your Team Spending on Hand Polishing Cutlery and Glassware? Ask almost any restaurant, hotel or pub operator what keeps them awake at night and there's a good chance labour costs will be near the top of the list. Finding good staff is difficult enough. Making the best use of the team you already have is often an even bigger challenge. One area that rarely gets much attention is the wash-up area. At the end of service, it's common to see members of staff standing polishing cutlery or glassware by hand. It's something the hospitality industry has done for years, so most businesses simply accept it as part of the job. But when you stop and think about it, how much time is actually being spent on polishing? If a member of staff spends just one hour per day polishing cutlery and glasses, that's 365 hours over the course of a year. For many businesses, the figure is much higher. Of course, presentation matters. Guests notice dirty glasses, watermarks and poorly presented cutlery. Nobody wants to compromise on standards. The challenge is finding a way to maintain those standards without tying up valuable staff time. This is one of the reasons professional polishing systems have become

increasingly popular across the hospitality industry.

can polish a glass in as little as five seconds.

Instead of spending time polishing by hand, staff can focus on jobs that add value to the business and improve the customer experience.

Many customers choose our all-inclusive rental option, which includes servicing, maintenance, training and support. Others prefer outright purchase. The important thing is that businesses can choose the option that works best for them.

At The Cutlery Polisher Company, we work with everyone from independent restaurants and pubs to large hotel groups, contract caterers and event venues. Despite their differences, they all tend to tell us the same thing after installing a polisher: "We wish we'd done it sooner." The reason is rarely just about the labour saving.

It's about knowing that every knife, fork, wine glass and champagne flute is presented to the same standard every time. Our range includes Nicem cutlery polishers capable of processing 20007000 pieces per hour, along with the Cuttlers GP360 Glass Polisher, which

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.

The management team at Fridge Seals Direct have over 30 years of experience in the refrigeration industry and have each spent many of those

How much time is your team spending hand polishing every week? And what could they be doing instead?

It's about taking pressure off the team during busy periods.

Caterquip Ventilation Ltd is proud to be celebrating their 25th Anniversary this year.

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 question is simple.

It's about consistency.

Caterquip - Specialists in Ventilation Systems

Fridge Seals Direct

The hospitality industry will always be about people. Technology isn't there to replace them. It's there to help them work more efficiently and spend more time where they make the biggest difference: looking after guests.

To arrange a FREE On-Site Trial, contact The Cutlery Polisher Company on 01474 873 892 or info@thecutlerypolisher.co.uk or visit www.thecutlerypolisher.co.uk. See the advert on the back cover for further information.

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

years installing gaskets and hardware for a range of styles, brands and sizes of fridges. From restaurant kitchens to food warehouses - we have experience in dealing with fridge & freezers of all sizes and scales. To learn more about fridge seals, be sure to explore our range of extensive guides on how to replace a refrigerator door seals. Otherwise, find your specific guides in how to identify, measure, install or maintain your fridge or freezer door seal. Our reputation in the industry along with our commitment to providing a

high-quality gasket without having to buy from the factory allows us to have competitive pricing and fast turnaround time. Try us out, order your door gaskets from us and discover a better way to do business. We are here to help you. www.fridgesealsdirect.co.uk

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

WhatsApp, phone, and email support

07936807320 sales@fridgesealsdirect.co.uk

fridgesealsdirect.co.uk

Design and Refit Why Interior Design and Refurbishment Matter More Than Ever in Hospitality For hospitality operators, the appearance of a venue is about far more than making a good first impression. Interior design and refurbishment can influence how customers feel, how long they stay, how effectively a venue operates and, ultimately, whether they decide to return.

That does not necessarily mean attempting to fit in as many tables as possible. An overly dense layout can damage comfort, service efficiency and the perceived quality of an establishment.

Retaining original architectural features can also provide a venue with a distinctive identity that would be difficult to recreate with newly manufactured materials.

Instead, operators should consider the balance between customer seating, circulation, waiting areas, bar space, storage and operational requirements.

Energy efficiency can form part of the wider project, with lighting, heating, ventilation and equipment all worth considering as part of a comprehensive review.

A well-planned redesign may also reveal opportunities to introduce different zones within the same premises. A pub, for example, could incorporate quieter areas for dining alongside more informal spaces for drinking and socialising.

Sustainability should, however, be approached practically. Materials need to be suitable for the demanding conditions of hospitality, and environmental credentials should not come at the expense of hygiene, durability, safety or operational performance.

Against this backdrop, operators cannot afford to overlook the environment in which customers eat, drink and socialise.

Flexibility can be particularly valuable, allowing the same area to accommodate different customer requirements at different times of the day.

DON'T FORGET THE STAFF

CREATING AN IDENTITY

Refurbishment is an investment, not simply an expense

A successful hospitality interior should communicate something about the business before a member of staff has even spoken to a customer.

The financial implications of a refurbishment naturally require careful consideration, particularly when operators are already dealing with significant pressures on costs.

In an increasingly competitive hospitality market, where consumers are becoming more selective about discretionary spending, the physical environment has become an important part of the overall proposition. Recent industry data highlighted by UKHospitality showed that UK foodservice customer traffic fell by 2.3% in the first quarter of 2026, with pub and casual dining traffic falling by 8%.

For a traditional pub, that might mean retaining architectural character while introducing contemporary touches. A cocktail bar may deliberately opt for a more dramatic and atmospheric environment, while a neighbourhood restaurant could place greater emphasis on warmth, comfort and familiarity. The objective is not necessarily to follow every design trend. Indeed, constantly chasing fashions can leave an establishment looking dated surprisingly quickly. Instead, refurbishment should begin with a clear understanding of the venue's identity, target customer and commercial proposition. Materials, colours, lighting, furniture, signage, artwork and layout can all contribute to that identity. When these elements work together, the result is an environment that feels considered rather than simply decorated.

DESIGN SHOULD SUPPORT THE CUSTOMER JOURNEY Good interior design is not purely visual. It should also make the customer experience easier and more enjoyable. The journey begins at the entrance. Customers should be able to understand where to go, where to wait and how the space operates without unnecessary confusion. Inside, the positioning of tables, chairs, the bar, service areas and circulation routes can have a significant impact on the atmosphere. A beautifully designed room can quickly become uncomfortable if tables are overcrowded or customers and staff are continually crossing each other's paths.

However, viewing refurbishment solely as a capital expense can overlook its potential longer-term benefits.

Poorly designed back-of-house areas can create unnecessary walking, congestion and frustration. Conversely, practical service routes, adequate storage, suitable staff facilities and well-positioned equipment can make daily operations considerably more efficient.

A redesigned venue can help reposition a business, attract a different customer demographic, support premium pricing or give an established operation a renewed sense of purpose.

The relationship between front and back of house is particularly important. A beautiful restaurant floor will not perform at its best if staff are struggling to move efficiently between the kitchen, bar and tables.

There can also be operational benefits. Replacing worn furniture, improving lighting, upgrading flooring or redesigning service areas can make the working environment more practical for employees as well as more attractive to customers.

Consulting employees before a refurbishment can therefore reveal practical problems that may not be obvious from a conventional design survey.

The most effective projects therefore establish clear objectives before work begins. Is the aim to increase covers? Improve customer dwell time? Create a stronger evening trade? Modernise a tired venue? Improve accessibility? Reduce maintenance requirements? Strengthen the brand? The answer should influence every subsequent design decision.

DURABILITY MATTERS Hospitality environments are subjected to considerably more wear and tear than most domestic interiors. Furniture, flooring, upholstery, wall finishes and fittings need to withstand frequent use, cleaning and the inevitable accidents associated with busy food and drink operations. Choosing materials purely because they look attractive can therefore prove costly if they deteriorate rapidly.

The same principle applies to acoustics. A room that looks impressive but becomes excessively noisy at peak times may undermine the dining or drinking experience.

Durability should be considered alongside appearance, maintenance requirements, cleaning regimes and replacement costs. A slightly higher initial investment in appropriate commercial-grade materials may make sound financial sense if it extends the lifespan of the installation.

The strongest refurbishment projects consider how a venue will actually function from opening through to closing time, rather than concentrating solely on how it looks in photographs.

This is particularly important for venues that operate seven days a week and have little opportunity to close for repairs.

MAKING EACH SQUARE METRE WORK HARDER Refurbishment also presents an opportunity to examine whether the existing layout is delivering the best possible commercial return. Hospitality operators pay for every square metre of their premises, so inefficiently used space can represent a significant missed opportunity.

Customers may be the most visible beneficiaries of good design, but employees also spend considerably more time inside a hospitality venue than most guests.

ACCESSIBILITY SHOULD BE PART OF THE BRIEF A modern hospitality environment should be designed with a broad range of customers in mind. Accessibility should not be treated as a specialist addition made at the end of a project. Entrances, circulation routes, seating arrangements, toilets, signage and lighting can all affect how comfortably different customers can use a venue. A genuinely inclusive design approach can also benefit customers with temporary mobility difficulties, older customers, families with young children and anyone who may find busy or poorly organised environments challenging. The objective is straightforward: create a venue that is welcoming and usable for as many people as reasonably possible.

A LONG-TERM APPROACH Interior design should ultimately be viewed as part of the wider business strategy. The strongest hospitality venues tend to have environments that feel authentic to their offer, work effectively for staff, provide customers with comfort and atmosphere, and remain sufficiently adaptable to changing demands.

SUSTAINABILITY AND REFURBISHMENT

For operators considering refurbishment, the starting point should therefore not simply be the question: "What will make this venue look better?"

Environmental considerations are increasingly relevant to refurbishment decisions too.

A more useful question is: "What does this business need its premises to achieve?"

Rather than automatically replacing everything, operators can consider whether existing elements can be repaired, refinished, reused or incorporated into a new design.

Once that is established, design becomes much more than decoration. It becomes a commercial tool capable of supporting customer experience, operational efficiency, brand identity and long-term investment.

Choosing The Right Lift Solution For Hospitality Venues For many businesses, manual handling remains a daily challenge. Carrying goods between floors increases the risk of workplace injuries and places strain on the back, neck and shoulders. Installing a dumbwaiter or goods lift can help reduce reliance on manual handling and create a safer and more efficient working environment. Understanding the difference between dumbwaiters and goods lifts Although both dumbwaiters and goods lifts are designed to transport items between floors, they serve different purposes and are suited to different environments. A dumbwaiter is a compact service lift designed to move smaller items quickly and efficiently, with a common load capacity of 50 to 100kg. They are commonly used in restaurants and hotels to transport prepared meals, crockery, drinks and other lightweight goods. By reducing the need for staff to carry trays or supplies up and down stairs, dumbwaiters can improve service efficiency while reducing physical strain. Goods lifts are designed for heavier and bulkier loads. With much higher load capacities, ranging from 300 – 500kg for platform goods lifts and up to 2000kg for heavy-duty goods lifts, which can also accommo-

date up to two people, goods lifts provide a practical solution for venues with more demanding operational requirements. For example, moving stock deliveries, laundry trolleys and cleaning equipment.

SUPPORTING SAFER MANUAL HANDLING PRACTICES The best lift solution depends on the type of goods being moved and the layout of the building. A restaurant over multiple floors can benefit from a dumbwaiter, while a hotel may require a goods lift to support housekeeping operations and deliveries. Stannah provides a practical guide to help hospitality businesses identify manual handling risks and improve workplace safety. The guide includes advice on recognising hazards and improving lifting techniques. It also features a downloadable manual handling risk assessment template and a ready-made business case, helping employers demonstrate the value of investing in safer lifting solutions. Download the free manual handling guide at www.stannahlifts.co.uk/knowledge-hub/guides/manual-handling

MST Auctioneers Ltd MST AUCTIONEERS Ltd specialise in handling & auctioning a wide variety of goods. We act for Insolvency Practitioners, Receivers, Bailiffs and Solicitors as well as large PLCs.

We are members of The National Association of Auctioneers and Valuers (NAVA). For the past 25 years, we've provided a unique disposal service tailored to suit, liquidators, banks, receivers as well as private and corporate vendors. We carry out probate valuations and conduct complete house and commercial clearances. We have the largest Auction venue in the South of England. Our regular monthly Auctions occupy 45,000 sq.ft. of undercover space, selling over 2500 lots from 3 rostrums over two days. We also hold regular Auctions ”On Site” and "On Line" Visit www.mstauctioneers.co.uk for further information.

CLH DIGITAL

Issue 331

Design and Refit Warm Up Your Venue With Cosy Furniture For The Season Here at Trent Furniture, we offer a vast range of relaxed and comfortable seating for drinks, dining and everything in between. Whether you choose classic brown faux leather or warming Autumn or Cappuccino checks, the Portobello Tub Chair will soon become your venue’s go-to place to relax in a cosy corner. Alternatively, opt for the Brown Faux Leather Bordeaux Tub Chair, which comes in a choice of light or dark oak legs, with 10% off for a limited time. On colder evenings, cus-

tomers will also make a beeline for the Ohio Sofa, which is available as a two or threeseater and pairs perfectly with the Ohio Armchair to create a soft and welcoming space with a saving of 10%. Our comfortable and hardwearing upholstered dining chairs are a great way to create a warm and pleasant environment in your dining area. Again with 10% off, the bestselling Sorrento Chair is available in six shades of faux leather and five chic upholstery options, while the Abbruzzo Chair is offered in rich brown leather with light or dark oak legs and the highly popular Cappuccino and Autumn checks. Fill in our contact form or give us a call on 0116 286 4911.

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

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

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

Divan, Bed Bases & More… ✓ No Minimum Order Value – Whether you need one bed or a whole hotel’s worth

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

Issue 331

CLH DIGITAL

Design and Refit Noisy Pubs and Restaurants Risk Losing Gen Z Customers, Research Finds New research by Oscar Acoustics has found that two-thirds (66%) of UK adults would use an acoustic comfort rating when deciding where to eat and drink.

in live venues. Three Hackney venues, Paper Dress Vintage, SJQ and Vortex Jazz Club, underwent acoustic treatment as part of a partnership with Sownd Affects, supported by Arts Council England.

The survey of 2,000 UK adults suggests noise may be a hidden factor behind Alice Passey, Owner of falling alcohol sales among SJQ, commented: "The younger drinkers. Support transformation is amazfor an acoustic rating, simiing. My staff previously lar to a food hygiene experienced difficulty in ROVI, Ottolenghi - Oscar Elite acoustic plaster. Adam Luszniak photography score, is highest among focusing and mental 25-34-year-olds (76%) and fatigue after a busy, noisy 18-24-year-olds (71%), compared with 59% of over-55s. shift. They can now easily hear and communicate with customers.” Poor acoustics don't just affect atmosphere. In hospitality venues, excess noise has been linked to faster staff Poor acoustic environments are estimated to cost UK turnover, more front-of-house errors and shorter dwell businesses over £40 billion a year through lost productimes, all of which hit revenue directly. tivity, staff turnover and customer dissatisfaction. Ben Hancock, Managing Director of Oscar Acoustics, said: "Consumers are already making acoustic judgements. They just haven’t had a formal framework to express them before. Venues that invest in acoustic quality now will have a clear advantage as that changes." Oscar Acoustics has already proven the model works

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. We are not just a supplier; we understand that from time to time hospitality and leisure establish-

Oscar Acoustics has partnered with Sownd Affects to launch Sownd Certification, the first independent framework assessing real-world acoustic performance and end-user comfort in venues. Operators wanting to find out more can visit www.oscar-acoustics.com/sownd-certification/ ments 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

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

CLH DIGITAL

Issue 331

Property and Professional New Customer Service Survey Shows Gulf Between Hospitality Business Belief and Customer Experience A new report by Moneypenny, the leading customer conversations company, shows that across every form of contact, hospitality companies scored themselves significantly higher for customer service than customers do.

evening support between 5 pm and 9 pm. The survey also showed that out-of-hours availability makes customers more likely to feel reassured (35%), complete an enquiry or purchase (27%) and choose or stick with a business (25%).

How different business communication channels meet customer expectations: Channel

UK consumers

UK hospitality Gap decision-makers

Social media

34%

72%

+38pp

Web form

38%

70%

+32pp

Messaging apps

52%

81%

+29pp

AI receptionist

25%

45%

+20pp

Chatbots

27%

46%

+19pp

66%

85%

+19pp

Phone

70%

87%

+17pp

Live chat

56%

68%

+12pp

The research was conducted among 200 hospitality businesses and 5000 consumers to understand the gap between business and customer perceptions.

THE ONE-SHOT ECONOMY The survey showed that 70% of consumers say they're likely to choose the business that responds first. It also showed that 73% of hospitality businesses believe a customer will try a company again if

Unfortunately, most hospitality businesses surveyed cite staffing and cost as the reason they can't extend cover, as the top barriers to offering out-of-hours support were:

they don’t receive a response to an enquiry, yet only 23% of consumers say they would keep trying, while around 1 in 5 or more would stop trying or go elsewhere.

SPEED OF RESPONSE, PROFESSIONALISM, AND HUMAN REASSURANCE BEAT PERSONALISATION When asked what matters most on first contact, both hospitality businesses and consumers rated clarity, speed of response and professionalism as important, but there was a big perception gap in the importance of personalisation, with 85% of hospitality businesses rating it as important, compared with only 68% of consumers saying this.

AFTER-HOURS ADVANTAGE The survey showed that 40% of consumers say support between 9 am and 5 pm would best meet their needs, while 26% would prefer early

• Staffing or resourcing: 42% • Cost or affordability: 41% • Technology limitations: 20% • Customer demand doesn’t justify it: 21% The report also highlights a broader experience challenge, with 1 in 10 consumers unable to recall a single memorable customer service experience, reinforcing how difficult it has become for brands to stand out. Jesper With-Fogstrup, Group Chief Executive Officer for Moneypenny, commented: “We spoke to a broad cross-section of hospitality businesses, from hotels to guesthouses and pubs, and what’s striking is how consistent these perception gaps are across the board. These aren’t isolated issues; they span the full spectrum of hospitality businesses, regardless of size or specialty. Many businesses believe they’re delivering a high standard of service, yet guests are telling a different story. In today’s ondemand world, where guests are driven by speed and convenience, responsiveness and real-time communication are no longer a ‘nice to have’ - they are fundamental to winning trust, securing bookings and driving growth. Those that fail to respond quickly risk losing clients before the conversation has even begun.” For more information visit www.moneypenny.co.uk

Rising Compliance Risk: What the New Visa Rules Mean for Hospitality By Sunny Sandhu, Senior Immigration Associate, A Y & J Solicitors (www.ayjsolicitors.com) World Cup screenings, warmweather weekends and peak holiday demand have brought a welcome increase in trade for pubs, restaurants and hotels. Venues are extending opening hours, adding extra shifts and adjusting rotas to cope with demand. For most operators, the immediate priority is simple: keep the tills ringing while the trade is there to be taken. However, the same staffing and payroll changes that help a hospitality business manage a busy summer can also expose gaps between what sponsored workers are being paid and what the business told the Home Office it would pay them. Since 8 April 2026, those gaps have become more difficult to overlook.

WHY PAYROLL COMPLIANCE HAS CHANGED The Skilled Worker salary rules changed on 8 April 2026. Under the updated requirements, the salary paid to a sponsored worker in each pay period must meet the applicable going rate for every hour worked during that period. The Home Office can also compare the salary recorded on a worker’s Certificate of Sponsorship with payroll information held by HM Revenue and Customs. These checks may take place without an employee making a complaint and without the business first receiving a physical compliance visit. This does not mean that one unusual payslip will automatically result in a sponsor licence being revoked. The rules allow salaries to be assessed over short rolling periods. For workers paid monthly, for example, the amount paid over any three-month period must equal at least one quarter of the required annual salary. However, operators can no longer assume that meeting an annual salary figure will be sufficient if the worker’s hourly rate, hours worked or pay during individual periods does not meet the relevant requirements.

THAT DISTINCTION MATTERS IN HOSPITALITY. A sponsored employee may be contracted for one working pattern but work substantially longer hours during a busy month. A salaried manager may cover additional late shifts. Payroll may record those hours incorrectly or fail to distinguish between guaranteed salary and variable pay-

ments.

which a problem can be identified.

The business may still believe that the worker earns the correct annual salary. The Home Office may see a pay period in which the salary does not match the hours worked or the information recorded on the Certificate of Sponsorship.

The Home Office can use HMRC payroll information to check whether a sponsored worker is receiving the salary recorded on their Certificate of Sponsorship. A discrepancy may therefore come to light without the business receiving advance warning or a visit.

WHY HOSPITALITY BUSINESSES ARE PARTICULARLY EXPOSED

Enforcement has also intensified. Home Office figures show that 3,100 Skilled Worker sponsor licences were revoked during 2025, the highest annual total recorded. A further 1,545 were revoked during the first three months of 2026.

Hospitality businesses rarely operate with perfectly consistent working patterns. Demand changes with the weather, sporting events, school holidays, conferences and local events. During a busy period, operators may: • extend opening hours; • add overtime to existing rotas; • move managers between locations; • change an employee’s responsibilities; • use agency or casual workers at short notice; or • rely more heavily on tips, bonuses, service charges and shift payments. Each decision may make commercial sense. However, some changes can affect sponsor compliance if they are not properly recorded, reported or reflected in payroll. Overtime and variable payments require particular attention. Sponsored salary calculations generally rely on guaranteed basic gross pay and certain guaranteed payments treated in the same way as basic pay. Overtime, bonuses, shift allowances and payments that depend on fluctuating hours will not normally correct a shortfall in the required sponsored salary. Recent compliance reviews carried out by A Y & J Solicitors, an SRAregulated and Legal 500-ranked UK immigration law firm advising businesses on sponsor licences and Skilled Worker compliance, suggest that problems often arise not because an employer has deliberately underpaid a worker, but because payroll practices, working hours and sponsorship records have gradually stopped matching. Yash Dubal, Director of A Y & J Solicitors, said: “The greatest risk for hospitality operators is often the gap between what was originally recorded and what is happening in practice. A worker’s hours, duties or pay arrangements may change gradually during busy periods, but the sponsorship record remains the same. By the time the difference is identified, the business may already be responding to Home Office scrutiny.”

A sponsor licence can be suspended or revoked for several reasons, including: • underpaying sponsored workers; • failing to report relevant employment changes; • maintaining incomplete personnel records; • employing someone without the correct permission; or • sponsoring a role that is not genuine. Illegal working creates a separate risk. Employers can face civil penalties of up to £60,000 for each illegal worker.

WHY EXISTING SPONSORED WORKERS ARE BECOMING HARDER TO REPLACE The recruitment options available to hospitality businesses have narrowed substantially. Home Office statistics show that Skilled Worker visa grants to main applicants in food preparation and hospitality trades fell by 82% to 939 in the year ending March 2026. The number had previously reached 11,542 in the year ending June 2024. Since 22 July 2025, a role must normally be skilled to graduate level to qualify for the Skilled Worker route, unless the occupation appears on an approved shortage list or a transitional provision applies. Many hospitality occupations, including chefs and catering and bar managers, are classified below graduate level. Existing workers sponsored before 22 July 2025 may be able to continue under transitional provisions, provided they have maintained continuous Skilled Worker permission and satisfy the remaining requirements. For an operator, this means that losing a sponsor licence has consequences beyond the financial cost of responding to an investigation.

ENFORCEMENT IS NO LONGER LIMITED TO A SITE VISIT

Sponsored employees may have their immigration permission shortened and may eventually have to stop working for the business. At the same time, the employer may no longer be able to recruit overseas replacements for the same roles.

Sponsor compliance was once commonly associated with a Home Office officer arriving at the premises and asking to inspect personnel files.

The sponsored employees already working within a hospitality business may therefore be considerably more difficult to replace than when they were originally recruited.

Site visits remain possible, but they are no longer the only way in

(CONTINUED ON FOLLOWING PAGE...)

Issue 331

CLH DIGITAL

Property and Professional (Continued from previous page)

ing on different responsibilities or covering a substantially different working pattern.

mal report, a change of employment application or a wider compliance review.

FIVE CHECKS OPERATORS SHOULD COMPLETE THIS SUMMER

Some changes can be accommodated within the existing sponsorship. Others must be reported or may require a new Certificate of Sponsorship and visa application.

The experience of A Y & J Solicitors in reviewing sponsor records indicates that early intervention is usually less disruptive than responding after a suspension notice has been issued. Once the Home Office has raised concerns, the business may have limited time to explain the discrepancy and provide supporting evidence.

1. Compare payroll against every Certificate of Sponsorship

Salary reductions, changes to a worker’s normal work location and other specified changes generally need to be reported through the Sponsor Management System within ten working days.

Review each sponsored worker’s gross basic pay, contracted hours, actual hours and pay frequency. For monthly paid workers, examine every rolling three-month period rather than relying only on the annual total. Check that the worker meets both the applicable annual salary requirement and the required going rate for the hours worked.

4. Check right to work records and agency arrangements

Do not assume that the salary written into the employment contract proves compliance if the payslips and working records show something different.

Where agency workers are used, the employing agency will normally be responsible for conducting the statutory right to work check. However, hospitality businesses should not simply assume that the correct process has been followed.

2. Separate guaranteed salary from variable payments Check how overtime, bonuses, service charges, shift allowances and other additions are recorded on the payslip. A worker’s total earnings may appear sufficient while their qualifying sponsored salary remains too low. Payroll teams should understand which payments count towards the immigration salary requirement and which do not.

Operators must retain compliant right to work evidence for the people they employ and sponsor.

Contracts should clearly allocate responsibility, and the operator should obtain appropriate written confirmation from the supplying agency.

A BUSY SEASON SHOULD NOT BECOME A COMPLIANCE PROBLEM Revenue, rotas, payroll and sponsor compliance can no longer be treated as separate areas of the business. The staffing decisions made during the busiest weeks of the year may be the same decisions the Home Office later examines through HMRC payroll data. The businesses that finish the summer with both strong trading results and an intact sponsor licence will be those that recognise this connection early. For operators employing sponsored workers, the question is no longer simply whether the annual salary appears correct. It is whether every payslip, hour worked, employment change and Sponsor Management System report tells the same story.

5. Investigate gaps before the Home Office does

3. Review changes to hours, duties and locations

If payroll records, working hours, job descriptions or Sponsor Management System reports do not match, identify the reason before making retrospective changes.

Busy periods often result in managers working at another branch, tak-

Some issues can be corrected or explained. Others may require a for-

>>>>>>>>> This article is a general guide and does not constitute legal advice. Immigration rules and Home Office guidance may change. Advice should be obtained based on the specific circumstances of the business and its workers.

What the New NPPF Means for Pubs Across the UK

By Paul Wakefield, partner in the legal planning team at law firm, Shakespeare Martineau (www.shma.co.uk)

The new National Planning Policy Framework (NPPF) has been released, coming into force with immediate effect, with implications for pubs and the wider UK hospitality sector. The changes include increased protections for pubs from being turned into housing or offices under planning law. While the reforms make these conversions more difficult, they’re unlikely to be the silver bullet for the intense pressures that the sector has faced in recent years; changes to business rates, staffing expenses and post-pandemic societal shifts. However, the protections do signal a clear government focus in protecting the future of the hospitality sector, by balancing housebuilding progress with the retention of community facilities. Policy HC6 in the updated NPPF introduces this focus on protecting facilities such as pubs, shops and essential services. Before planning permission is granted for a change of use of an existing pub, it must be proven as no longer commercially viable, with evidence that efforts to market the property as a pub have been unsuccessful for at least 12 months. Alternatively, the facility may be redeveloped if it will be replaced with equivalent or improved provision in a similar location. It’s also possible that, if there is enough alternative provision of the same service locally, the pub may be redeveloped as it would not significantly impact public access to community facilities. It’s important for the sector to know that the new NPPF doesn’t make it impossible to redevelop a pub. For owners who are facing significant financial pressure and looking for alternative options, there is a clear established process that needs to be followed first before planning permission for redevelopment can happen. It also provides increased protections to ensure adequate efforts are made to sustain the pub, before proceeding to closure and alternative uses.

However, the new NPPF goes as far as it can by influencing how easy it is for a pub to be converted for alternative uses, protecting these facilities as a result. Looking at the NPPF more broadly, changes to the planning system to hopefully fast-track more homes could have significant benefits for the hospitality sector. The government’s balanced focus on housing delivery and retention of community facilities is a positive signal for the sector’s future. Increased housing boosts local populations, and is likely to create more demand for community facilities like pubs. For businesses that may have been on the borderline of commercial viability, this could be the determining factor that saves them from permanent closure. Housing delivery and community facilities shouldn’t be seen as competing priorities, and the new NPPF recognises that they go hand-in-hand when redeveloping areas. The revised NPPF provides a stronger safety net for the sector through clearer tests for viability and alternative routes before closure, whilst continuing to ensure that facilities are protected from the impact of new, neighbouring developments. However, whether this will directly translate into reduced pub closures is yet to be seen and will depend on factors beyond planning policy itself, such as how the government will continue to balance housing progress with the protection of hospitality businesses through its wider political agenda.

THE WEST COUNTRY SPECIALISTS

The new NPPF continues its recognition of the agent of change principle, in which established businesses, such as pubs, are protected from new, neighbouring developments. In these cases, the responsibility lies with the developer to mitigate impact and ensure existing community facilities won’t face restrictions due to issues such as noise complaints. This demonstrates the government’s focus on increasing protections for existing hospitality businesses, even as communities change and develop. However, it’s no secret that the sector has faced mounting pressure in recent years from both policy changes and societal shifts. The impact of the pandemic lingers, as remote and hybrid working patterns have become the new normal, meaning many pubs are struggling with reduced footfall. Alongside this, changes to business rates, employer National Insurance Contributions and operating costs have all meant pub owners are struggling to keep their doors open. The planning system cannot address these wider pressures.

EXMOOR NATIONAL PARK

NR DARTMOUTH, DEVON

TAUNTON, SOMERSET

Stunning Free Of Tie Village Inn

Waterside Wine & Tapas Bar

Popular Town Centre Bistro

Lovely Bar & Restaurant Areas 116+

Easy To Run With Low Overheads

2 Bedroom Apartment

10 Quality Ensuite Letting Rooms

Unique Business With Potential

Strong Turnover & Profits

3 Bed Owners and a 1 Bed Cottage

Cosy 20 Covers & Bar Servery

Trading Just 5 Evenings A Week

Outbuildings & Car Park 20+

Stunning Panoramic Views

LH £40,000

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.

4877

LH £49,950

4878

Bar & Dining Areas For 60+

LH £60,000

2190

DARTMOUTH, DEVON

EXETER & EAST DEVON

SOUTH DEVON VILLAGE

Unique Creperie & Wine Bar/Cafe

Coffee Roasting Business & Outlets

Unique Holiday Let & Owner’s Home Successful & Profitable Business

Easy To Run With Low Overheads

Profitable Multi-Site Business

Profitable Business With Potential

Fully Fitted & Equipped

11 Ensuite Guest Bedrooms

Full Handover & Training Available

Outstanding Investment Opportunity

Renowned & Popular Business

Cosy 14 Covers, Servery & Kitchen

LH £45,000

2183

Tremendous Potential For Growth

LH £250,000

2195

Separate 2 Bed Owner’s Home

FH £825,000

6024

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.

EXETER CITY CENTRE

DORSET VILLAGE

Profitable Fish & Chip Shop

Detached Thatched Country Pub

Village Inn With 6 Letting Rooms

Close To College & University

3 Bed Owner’s Accommodation

Bar & Dining Areas 70, Gardens 100+

Fully Fitted & Equipped

2 Bar Areas, Restaurant, Skittle Alley

4/5 Bedroom Owner’s Accommodation

Easy Hours, Favourable Overheads

Impressive Gardens, Car Park

Stunning Sought After Dorset Village

Genuine Potential

Quintessential Country Freehouse

High Turnover Award Winning Business

FH £300,000

FH £625,000

LH £99,950

2193

THINKING OF SELLING? CALL FOR A FREE VALUATION

4880

4866

01392 201262 www.stonesmith.co.uk

CLH Digital - Issue #331