CLH Digital - Issue #333

THE LEADING PUBLICATION FOR THE HOSPITALITY SECTOR & LICENSED TRADE Issue 333

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Visitor Levy Branded a ‘Kick In The Teeth’ for Hospitality...

With Warnings of Higher Costs and Weaker Tourism

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Government plans to give English mayors new powers to impose an overnight visitor levy have been met with fierce opposition from hospitality organisations, which warn that an additional charge could increase costs, weaken the UK’s competitiveness and deter visitors.

posed system is not subject to a statutory cap.

The Government has confirmed that mayors in England will be given powers to introduce a visitor levy on overnight accommodation, with the charge able to be calculated as a percentage of the cost of a stay rather than as a fixed fee.

The Government says the proceeds would be available for investment in local priorities, including projects designed to support tourism and improve destinations.

Although a figure of around 5% has been suggested as the likely level, the pro-

Local leaders would therefore have discretion over the rate they choose to impose.

(CONTINUED ON PAGE 3...)

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Issue 333

Editor's Viewpoint

Welcome to the latest issue of CLH News culture or destination marketing doesn't A TAX ON infrastructure, change the fundamental argument.

You cannot keep taxing an activity and then tell the people LEISURE being taxed that it is for their own benefit.

IS A TAX And let's put this into perspective. Hospitality businesses are already dealing with enormous increases in employment TOO FAR costs, the National Minimum Wage, employer National Visitor levy branded a “kick in the teeth” — and frankly, I couldn’t agree more EDITOR

Well, sadly, this comes as no surprise.

Peter Adams

We appear to be living in a tax, tax, tax economy, and just when you think there cannot possibly be another charge placed upon businesses, consumers and hard-working families, along comes another one.

This time it is a proposed overnight visitor levy — effectively a tax on people staying in hotels, B&Bs and other accommodation — with English mayors being given the power to introduce their own schemes.

And I have to say, I think it is a devastating blow for hospitality and tourism.

The sector has quite rightly reacted with fury, and I join that chorus.

I have always believed that a tax on leisure is a tax too far.

People work hard for their money, and when they decide to spend some of it enjoying everything this great country has to offer — whether that is a weekend in one of our magnificent cities, a seaside break, a stay in a beautiful rural destination or simply a night away with the family — the last thing they need is another charge added to the bill.

My view is rather different from that of the politicians proposing these schemes: leisure should be encouraged, not taxed.

I frankly don't care how a particular region intends to spend the money. If the charge should not exist in the first place, telling us that the proceeds will be invested in tourism,

Insurance contributions, business rates, energy, insurance, supplies and, of course, VAT. Twenty per cent VAT on a hotel room is already far too much.

The hospitality industry has been lobbying governments for decades for a reduction in VAT. We have repeatedly made the case that a lower rate would stimulate demand, encourage investment, protect jobs and make the UK more competitive.

Instead, we are now being told that another levy could be added to the cost of staying here.

It really is ridiculous. I have also heard the argument that visitor levies are commonplace in other European countries and destinations around the world.

Well, that argument falls on deaf ears with me. Why? Because many of those countries have far lower rates of VAT on hospitality than the UK's 20 per cent. If — and it is a very big if — we reduce hospitality VAT to somewhere around 9 to 12 per cent, then perhaps the comparison with overseas destinations becomes rather more meaningful.

Until then, it doesn't wash.

You cannot compare one element of taxation while conveniently ignoring the much bigger tax burden imposed on hospitality businesses here.

What particularly concerns me is that this policy is being presented alongside a wider ambition to promote economic growth.

I'm sorry, but you cannot tax your way to growth.

It is therefore encouraging to see opposition to the proposal coming from politicians across the political divide.

Tees Valley Mayor Lord Houchen has argued precisely that

point, saying: “You can’t tax your way to growth.”

Greater Lincolnshire Mayor Dame Andrea Jenkyns has also pledged to reject the levy, telling businesses: “I’ve got your back.”

And there has even been opposition from within Labour, with South Shields MP Emma Lewell describing the policy as “anti-growth” and warning that it comes at the worst possible time for hospitality.

I sincerely hope they hold the line.

I have seen policies and taxes criticised fiercely by opposition parties, only for some of those same policies to remain firmly in place when political power changes hands.

So please — don't just oppose this now. Keep opposing it.

And to those mayors who have the power to reject it, I would urge them to do exactly that.

Because once these taxes become embedded, they have an unfortunate habit of becoming permanent.

The danger of making Britain less attractive There is another issue here which we shouldn't overlook.

Tourism is an intensely competitive international business.

Visitors have choices.

If the cost of a stay in Britain rises while the cost of travelling to another destination becomes comparatively more attractive, some people will simply go elsewhere.

That doesn't just affect hotels.

It affects pubs, restaurants, bars, cafés, attractions, theatres, taxis, transport operators, retailers and the countless other businesses that rely on visitors spending money once they arrive.

That is why the argument that the money will be reinvested locally doesn't convince me.

I would recommend readers sign up to our regular newsletter, which will deliver all the latest news directly to your inbox.

You can sign up at www.catererlicensee.com/sign-up/ I can always be contacted at edit@catererlicensee.com

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

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Visitor Levy Branded a ‘Kick In The Teeth’ for Hospitality (CONTINUED FROM FRONT COVER) More than 130 million overnight stays take place in England each year, meaning the policy could potentially affect a very large proportion of domestic and international visitors once individual authorities begin introducing schemes.

However, the announcement has triggered renewed concern across the hospitality and tourism sectors, which are already facing significant increases in employment, energy, taxation and operating costs.

“KICK IN THE TEETH” The Federation of Small Businesses (FSB) has warned that an uncapped visitor levy could place further pressure on smaller accommodation and hospitality businesses.

Tina McKenzie, National Chair at the FSB, described the move as “a kick in the teeth for the hospitality industry”, arguing that businesses are already struggling with escalating costs.

She said running costs had increased for 91% of small hospitality businesses over the previous year, while around a third had indicated they were likely to downsize, close or sell their businesses within the next 12 months.

The FSB has also raised concerns about the additional administration associated with a percentage-based charge, arguing that it could be more difficult for businesses and local authorities to calculate and administer than a flat-rate levy.

It is calling for the smallest accommodation providers, including B&Bs and guesthouses, to be protected where levies are introduced.

The organisation has also warned that small businesses and self-employed people travelling for work could face additional costs that larger companies may be better placed to absorb.

The FSB says any revenue generated should be transparently invested in local high streets, town and village centres, infrastructure and the wider visitor economy, with small tourism and hospitality businesses involved in decisions over how the money is spent.

CUT TAXES

could add a significant amount to the cost of a family holiday, potentially placing further pressure on already stretched household budgets.

IMPACT ON LOCAL ECONOMIES Steve Perez, founder and chief executive of Global Brands, said the proposal represented another financial burden for an industry already dealing with multiple cost increases.

He pointed to the combined impact of VAT, the National Minimum Wage, employer National Insurance contributions, business rates and alcohol duty.

Perez warned that a visitor levy could affect not only hotels and accommodation providers but also pubs, restaurants, bars and cafés that depend upon visitors.

He argued that the impact could be particularly significant in rural and coastal communities, where tourism plays a major role in supporting local employment and businesses.

The concern, he said, was that additional costs could encourage some consumers to take their holidays overseas rather than in the UK.

GREATER TRANSPARENCY The debate is already being closely watched by hospitality businesses in destinations likely to consider introducing a levy.

The Bristol Hoteliers Association (BHA) has called for greater transparency and meaningful industry involvement before any scheme is introduced.

Pramod Shaw, Deputy Chair of the BHA, said the organisation was not opposed to investment in Bristol's visitor economy, but wanted firm answers on how a levy would operate and where the resulting revenue would be spent.

The BHA is seeking guarantees that money raised in Bristol would be ring-fenced for the local visitor economy, including transport improvements, enhancing the visitor experience and destination marketing.

It has also questioned whether imposing a levy in some destinations but not others could make individual cities less competitive.

Another key concern is the treatment of different types of accommodation.

UKHospitality chief executive Allen Simpson also criticised the plans, arguing that introducing another tax on hospitality and tourism sits uneasily The BHA argues that if a visitor levy is introduced, it should apply consisalongside the Government's stated ambitions to promote economic tently across hotels, B&Bs, guesthouses, Airbnb properties and other shortgrowth and reduce regulatory burdens. term accommodation.

He questioned the UK's competitiveness in comparison with overseas The association says applying the charge selectively could further distort destinations, particularly given the UK's standard 20% VAT rate. competition between regulated hotels and short-term accommodation Simpson argued that if the Government believes visitor levies are commonplace internationally, it should also consider reducing hospitality VAT to 10%, bringing the UK closer to rates applied in many European countries.

He said the forthcoming Budget would now be particularly important for the sector, calling for action on VAT, business rates and employer National Insurance costs.

The organisation has previously warned that an accommodation levy

providers.

It has also warned against hotels effectively becoming unpaid tax collectors, arguing that businesses should not be left to shoulder the administrative costs of operating the system.

Shaw said hospitality businesses must have a meaningful role in both the design of any levy and decisions over how the revenue is subsequently invested.

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NTIA URGES CAUTION Michael Kill, chief executive of the Night Time Industries Association (NTIA), said the timing of the proposal was a particular concern given the continuing financial fragility of hospitality and the night-time economy.

He said any assessment of the policy would ultimately depend upon the detail of how it was implemented.

Kill acknowledged the principle of giving local leaders greater powers to invest in their communities and said the proposed 5% level could provide some protection, particularly if lower-cost accommodation was treated proportionately.

However, he stressed that any revenue generated must be transparently ring-fenced and reinvested into tourism infrastructure and the wider visitor economy.

He also reiterated the sector's call for a reduction in VAT, arguing that lowering the tax would support demand, competitiveness and growth.

LEVY “WELCOMED” However, contrary to industry concerns Mayor of London, Sadiq Khan, said: “I strongly welcome the Government giving London the power to introduce an Overnight Visitor Levy. This needs to happen sooner rather than later. London’s visitor economy is a huge success story, supporting jobs, businesses and investment across the capital and the wider country, and I have long argued that London should have the same flexibility as other major global cities to raise and invest funding locally.

“A well-designed, modest levy has the potential to provide an important additional source of funding to support growth, strengthen London’s offer to visitors and help us remain globally competitive. It would allow us to reinvest in the places, infrastructure, culture and experiences that make London one of the world’s greatest cities to visit, while helping manage the pressures that come with welcoming tens of millions of visitors every year.

“I will work closely with London’s boroughs, accommodation providers, hospitality and tourism businesses and other partners, before final decisions are taken.”

INCREASING COSTS Dale Hunnings, Manager in the Hospitality team at accountancy firm HaysMac, said: “The principle behind the proposal is understandable.

Successful visitor destinations require investment and local authorities are increasingly looking for ways to fund that investment. However, there is a risk that the policy prioritises long-term benefits at a time when many hospitality businesses are focused on immediate trading challenges.

“Any levy on overnight stays ultimately increases the cost of visiting a destination. While the charge may be relatively small, demand for leisure travel is not immune to price increases, particularly when consumers are already facing significant pressure on household budgets.

“The key question is whether the economic benefits generated by the investment will be sufficient to offset any reduction in demand. That may prove true over time, but many businesses are likely to argue that the sector can ill afford additional headwinds in the short term.”

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Issue 333

Hospitality Faces A Workforce Shake-Up As Employment Rights Act Reforms Approach

By Philip Pepper, partner & Head of Commercial, IP & Employment at law firm, Shakespeare Martineau (www.shma.co.uk) For hospitality businesses, flexible labour is not a lesser part of workforce planning, it is often fundamental to how they operate with around one-third of the UK’s accommodation and food service workforce relies on zero-hours contracts, the highest proportion of any industry. So, while the government’s proposed reforms to the Employment Rights Act are intended to give workers greater certainty, they could also have a significant effect on how hospitality businesses recruit, schedule and budget for their staff.

The consultation on reforms to zero and lowhours contracts closed on 25 August , with the government proposing that qualifying workers should be offered guaranteed hours reflecting the hours they have worked over a reference period.

On paper, the principle is relatively simple: if someone is regularly working a certain number of hours, they should have the opportunity to have those hours reflected in their contract. The difficulty comes when that principle is applied to a sector where the number of hours someone works can change considerably throughout the year.

The reference period will be particularly crucial. A worker may put in significantly more hours during festive or sunny periods than they do for the rest of the year, potentially leaving employers committed to guaranteed hours they cannot sustain. There is also still no final definition of the number of hours that will constitute a low-hours contract, while the position of agency workers within the new changes and how their hours would be assessed remains uncertain. These are not minor technicalities; they will determine how employers actually plan their workforces.

Another issue which could prove just as significant is what happens when the hours have been agreed but demand changes. Alongside guaranteed hours, the government is proposing requirements around advance notice of shifts and compensation where shifts are cancelled, moved or finished early at short notice. If changing the rota carries a financial consequence, employers will have to factor that risk into their staffing decisions much earlier.

This could have an unintended effect on recruitment. Businesses may become more cautious about employing people who could fall within the guaranteed-hours scheme because every additional worker potentially creates a longer-term commitment. Yet reducing the pool of available staff also makes it harder to respond quickly when demand increases - this is particularly relevant when hospitality businesses are already trying to recruit in a competitive labour market. The challenge, therefore, will be finding a workforce model which provides employees with greater certainty without removing the ability of employers to respond to the realities of trading.

Agency workers may appear to offer a straightforward answer, particularly for busy periods, but they may not be able to provide suitably trained workers and the proposed reforms could bring agency workers within some of the new requirements. Annualised hours could provide another option, allowing employees to work a set number of hours across the year but at different points according to demand. However, it is not yet clear how annualised arrangements would interact with guaranteed-hours requirements, and workers who value the flexibility of zero-hours contracts may not want to commit to a fixed annual number of hours in the first place.

The financial impact of this on businesses therefore needs careful consideration as key industry groups have warned that the guaranteed-hours proposals could add billions to operating costs. Many in the sector are already absorbing higher employment costs through increases to National Insurance Contributions, the National Minimum Wage and other changes to employment rights. For smaller operators in particular, the issue is not only the potential cost of paying for hours which are no longer needed, but the additional administration involved in adequately recording hours, monitoring contracts and demonstrating compliance.

This evolving landscape is why it is crucial for businesses to review their current workforce now, rather than waiting for the consultation process to conclude. An audit of zero and low-hours workers should establish how many hours people are actually working and, importantly, how those patterns change across the year.

Employers can then begin to model what different guaranteed-hours scenarios could mean for labour costs and consider whether their current contracts, rota systems and record-keeping processes are robust enough.

The increasing role of AI could also help to support implementing scheduling systems – this will not remove the need for judgement but they could help employers, and managers in particular, but can help make more informed decisions about how many people they need and when.

The reforms form part of a wider shake-up of employment law, including changes to unfair dismissal rights and new provisions around trade union access, but for hospitality employers the changes to flexible working could have the most immediate commercial impact. As the final rules are still to be determined, businesses need to rethink how to balance greater certainty for workers with the flexibility needed to respond to demand. For an industry operating on tight margins, getting that balance right could be crucial.

Royal Dyche Crowned PubAid Community Pub Hero 2026 The Royal Dyche in Burnley has been crowned the PubAid Community Pub Hero 2026, as pubs from across England, Scotland, Wales and Northern Ireland were recognised for their extraordinary contribution to their communities.

The winners of the PubAid Community Pub Hero Awards 2026, sponsored by Diageo and supported by the All-Party Parliamentary Beer Group (APPBG), were announced at a special reception at the House of Commons last night (8 September).

The Royal Dyche took the overall title after also being named Community Sport Hero for England, with judges particularly impressed by the sheer breadth of its commitment to Burnley.

The pub has transformed itself to a venue that is fiercely proud of its town, using everything from grassroots sport and live music to mental health initiatives, free meals, fundraising and community events to bring people together.

It has raised more than £50,000 for charities and invested more than £10,000 in grassroots sport, while providing opportunities for local performers, tackling loneliness and supporting people across its community.

Des O’Flanagan, Co-Founder of PubAid, said: “Every year these awards remind us just how extraordinary the contribution of pubs to their communities really is, and this year was no exception.

“The Royal Dyche stood out because community is embedded in almost everything it does. Its commitment goes far beyond any one initiative – it understands, celebrates and champions Burnley and continually finds new ways to make a positive difference to the people who live there.

“But these awards are also about celebrating the incredible work happening in pubs right across the UK. From fundraising hundreds of thousands of pounds and keeping grassroots sport alive to tackling isolation, creating inclusive spaces and driving environmental action, our winners demonstrate just how valuable pubs are to the communities they serve.”

Elisabeth Rochford, ESG Lead, Diageo GB said: “The best pubs are about much more than hospitality. They bring people together and support their local communities. From backing local causes and grassroots sport to creating welcoming spaces for everyone, these winners show the positive difference a community pub can make. Diageo is proud to support the PubAid Community Pub Hero Awards and congratulate everyone recognised.”

Winners across the UK

• The Community Sport Hero winners were The Royal Dyche, Burnley (England); The Athletic Arms, Edinburgh (Scotland); Wild Horse Tap Room, Llandudno (Wales); and Teddy’s of Bangor (Northern Ireland).

• The Community Fundraising Hero winners were The Beeswing, North Yorkshire, part of Punch Pubs (England); The Auld Hoose, Kinghorn (Scotland); The Bull Inn, Llannerchymedd, Anglesey (Wales); and Patsy’s Bar, Coleraine (Northern Ireland).

• The UK Community Sustainability Hero was The Old House at Home, Surrey, part of Shepherd Neame.

• The Community Support Hero winners were The Oxleathers, Stafford (England); The Islay Inn, Glasgow, part of Greene King (Scotland); The Halfway Pub, Abergavenny (Wales); and Bullhouse East, Belfast (Northern Ireland).

The evening also saw Tonia Antoniazzi MP, Chair of the All-Party Parliamentary Beer Group, presented with a special award recognising her tireless work championing pubs and her support for PubAid, the Beer Group and the wider industry. It is the first time PubAid has presented the special award.

The 2026 awards attracted hundreds of entries from across the UK and a record number of nominations from MPs, highlighting growing recognition in Parliament of the role pubs play within their constituencies.

Des O’Flanagan added: “The record number of MP nominations this year is particularly encouraging. MPs see first-hand the role these pubs play in their constituencies, and their engagement helps us continue to get the message into Parliament that pubs are so much more than places to have a drink.”

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Issue 333

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Budget Must Reduce Hospitality Tax Burden To Create Jobs UKHospitality has said the Budget on October 28 is a ‘moment for change’ where the new Government should move away from disproportionately taxing employment.

It said the Chancellor should rebalance the tax system to bring hospitality costs down, which will give businesses much-needed financial headroom, drive job creation and support high streets.

Hospitality is a growth engine that has been “pushed back into the pack” by decisions that have left hospitality with a disproportionate tax burden compared to other sectors.

UKHospitality has proposed four key measures to bring costs down and back hospitality growth: • Cut VAT to 10% for hospitality, bringing the UK in line with Europe.

• Fix business rates for hospitality: o Increase the multiplier discount towards 20p o Remove hospitality businesses from the surcharge on properties with a rateable value above £500,000 o Provide a 20% discount for hotels and other businesses hardest hit by the 2026 revaluation, in line with the pub sector support.

• Reduce employer NICs for hospitality by progressively increasing the threshold to £10,000 by the end of the Parliament.

• Replace the holiday tax with a tourism bonus, where local authorities are devolved VAT funds generated by tourism, instead of imposing an additional tax on families and businesses.

Allen Simpson, Chief Executive of UKHospitality, said: “Hospitality has always been a sector proud of its ability to offer anyone an opportunity – young people, school leavers, non-graduates, and many more. It is one of the few sectors which creates job in every postcode.

“Government decisions in recent years have put that all at risk as hospitality’s tax burden has grown disproportionately to other sectors. Hospitality was a growth engine that has been pushed back into the pack. Costs up, opportunities curtailed, jobs lost and businesses closing their doors for good.

“This Budget, under a new Prime Minister, is a moment for change. We have already seen promising signs from the new Government in its approach to hospitality and I hope that this Budget will see further backing for the entire hospitality sector.

“Hospitality is the solution to create jobs, help young people into work and drive growth in every postcode.

Cut VAT, fix business rates, reduce employer NICs and replace the holiday tax. These are four clear solutions that can bring costs down and drive hospitality growth.”

Wetherspoons to Cut Prices by 7.5% Across Pubs on Tax Equality Day JD Wetherspoon is set to reduce prices across its entire estate for one day this month, as the pub chain renews its campaign for a permanent cut to VAT within the hospitality sector.

On 17 September, the company will lower prices on food and drink by 7.5 per cent to mark Tax Equality Day, an initiative the chain says is designed to draw attention to the disparity between the tax treatment of pubs and restaurants compared with supermarkets.

The price cut will apply across all Wetherspoon pubs in England, Wales and Northern Ireland, covering both food and alcoholic drinks.

In Scotland, where alcohol pricing is subject to separate minimum unit pricing rules, the discount will apply only to food and soft drinks.

CALLS FOR A PERMANENT VAT CUT Hospitality businesses currently charge VAT at the standard rate of 20 per cent on food and drink sold on their premises. Supermarkets, by contrast, are not required to charge VAT on most food items, allowing them greater flexibility to offer lower prices on comparable products.

Wetherspoon founder and chairman Sir Tim Martin has long argued that this imbalance puts pubs, bars and restaurants at a competitive disadvantage, and is pressing the Government to reduce VAT for the sector

to 12.5 per cent on a permanent basis.

Sir Tim said a reduction of this kind would ease financial pressure on operators, helping to prevent closures while supporting investment and job creation across the industry.

“A VAT cut to 12.5 per cent is needed to ensure that pubs, bars and restaurants do not continue to close, but instead thrive, invest and create new jobs,” he said. “We call on the chancellor to create tax equality between the hospitality industry and supermarkets.”

WHAT IT MEANS FOR CUSTOMERS The exact savings customers see on the day will vary depending on the standard prices at their local branch. Based on typical Wetherspoon pricing, the discount could bring the cost of a large breakfast down to around £6.97, while a pint of Bud Light could fall to approximately £5.09 in some locations.

The one-day price cut forms part of Wetherspoon’s ongoing public campaign highlighting VAT disparities within the hospitality trade, an issue the chain has raised repeatedly in recent years as pub and restaurant operators continue to face rising costs.

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Strengthening the Law on Tipping and the Revised Code of Practice With 3.5 million people working in hospitality across the UK1, new requirements to be introduced later this year on tipping could have significant implications for employers and their workforces. Businesses that fail to properly consult workers on how tips are distributed could face employment tribunal claims, with compensation of up to £5,000 available where workers suffer financial loss as a result of a failure to comply.

Here, Anna Schiavetta, Senior Associate Solicitor in the Employment team at Blacks Solicitors LLP (www.lawblacks.com), discusses the Government's latest update on the allocation of tips and what hospitality employers need to do to prepare for the changes.

WHAT’S CHANGING? The Government recently published its response to a public consultation on the allocation of tips, alongside an updated draft Code of Practice reflecting the additional obligations for employers introduced by the Employment Rights Act 2025. The most significant change for employers is that consultation with workers will become a legal requirement when developing or reviewing a tipping policy, rather than simply good practice.

Although the Government has now launched a further consultation on the draft Code of Practice, which closes on 29 September 2026.

The Employment Rights Act 1996, as amended by the Employment (Allocation of Tips) Act 2023, already requires employers to pass on all qualifying tips, gratuities and service charges to workers without deductions, except for very limited permitted deduction. Employers must ensure tips are allocated fairly, maintain a written tipping policy, keep records, and distribute tips by the end of the month following the month in which they are paid.

Under the 2025 Act, employers will now be required to consult trade union or elected employee represen-

tatives (or, where none exist, employees directly) when developing a tipping policy. Employers must consult again whenever the policy is reviewed, which must happen at least every three years, and must provide all workers at that place of business with an anonymised summary of the consultation.

WHAT DO HOSPITALITY BUSINESSES NEED TO BE AWARE OF? For an industry already navigating rising employment costs, recruitment pressures and changing workplace legislation, tipping may seem like a relatively straightforward issue. But as the Government strengthens the rules around how tips are allocated, employers will need to look beyond simply ensuring tips are distributed fairly.

Businesses need to demonstrate that workers have genuinely had an opportunity to influence how tips are distributed, and that the consultation process was fair, transparent and properly documented. The draft Code explains that consultation should be genuine, proportionate, inclusive, and conducted in good faith rather than as a paper exercise. Importantly, employers do not need to accept every suggestion made by workers, provided they can demonstrate that they have met the requirements of fairness and transparency.

A written record of the process, views expressed and outcomes should also be kept. The importance of getting this right is particularly paramount given the wider pay landscape within hospitality. The average full-time hourly pay in the sector was around £14.04 in April 2025, compared with £19.672 across the UK economy, underlining why fair distribution is so pivotal.

Fair allocation does not necessarily mean an equal share for every worker. There may be differences arising from clear, objective factors such as role, hours, and level of responsibility, but employers should exercise caution over fixed or guaranteed allocations.

The transparency requirements are significant. A written policy must be made available to all workers, who also have the right to request their tipping records. Such records must be kept for three years. Where a distribution method is genuinely considered equitable by the affected workers, this may help a tribunal conclude it was just and impartial.

For employers, now is the time to review existing tipping policies and design a consultation process proportionate to the business. The public consultation showed that many businesses will need to introduce new systems to comply.

Newcastle Hotel, Restaurant and Sports Bar Celebrate 15 Years at the Heart of City’s Hospitality Scene A Newcastle city centre hotel, bar and restaurant opposite St James’ Park are celebrating 15 years as part of the city’s bustling hospitality scene.

Bulls are regular weekly visitors.

Kelly Murray, Regional Director for the UK and Ireland, started working for the Sandman Hotel Group in 2012. She commented: “Fifteen years at Sandman Hotel Group has flown by, and I feel incredibly lucky to have been part of the journey. We’ve picked up some brilliant awards along the way, but what I’m proudest of is the team we’ve built – so many of us have been together for years, and that longevity says everything about the culture here. We’ve grown up together. I’ve watched colleagues develop their careers just as I’ve developed mine, and the company has grown alongside us. I’ve even watched some get married to each other and start families!

The 170-bedroom Sandman Signature Newcastle Hotel and its onsite bar and restaurant, Shark Club Newcastle, opened in September 2011. The site is also home to the head office for owners Northland Properties, which operates additional hotels and dining venues in Glasgow, Sheffield, Aberdeen, Dublin and London Gatwick.

A hotel in Edinburgh is the next venture for the group, with a 240bedroom hotel currently in the planning stages.

The anniversary brings together the hotel’s role in welcoming visitors to the city with Shark Club’s central place in Newcastle’s match-day and sports-bar scene.

Over the past 15 years the hotel has welcomed over one million guests, filling more than 610,000 rooms. It currently employs 120 people, six of whom have worked there since the doors first opened. Celebrities who have checked in include Stephen Graham, Jimmy Carr, Rio Ferdinand, Paul Gascoigne, Chris Gascoyne from Coronation Street and Larry Lamb.

Three hundred and twenty people have been employed at Shark Club since it opened, with four original members of staff still working there. Employees have progressed from bussers, hosts, servers and chefs to general managers, assistant general managers, regional directors and executive chefs.

The venue was the first place to bring chicken wings as a dining concept to Newcastle and has served more than 20 million wings, along with more than 1.5 million pints pulled. It has also seen two marriage proposals and welcomed celebrity visitors including Romeo Beckham, The Saturdays, Love Island’s Adam Collard and the cast from Geordie Shore. Basketball team the Newcastle Eagles and rugby union’s Newcastle Red

“Some moments will stay with me forever. Our work with Teenage Cancer Trust has been one of the most rewarding parts of the job, and seeing our 100ft flag drop for Eddie Howe on Carabao Cup parade day is something I’ll never forget. Of course, it hasn’t all been easy. Getting through the pandemic together tested all of us, but it showed just how much our team pulls together when it matters. What means the most, though, is our guests. I’ve had the pleasure of looking after so many wonderful people over the years. Here’s to the next fifteen – I can’t wait to see what’s next.”

Zoe Young started work as a server at Shark Club in 2011 and is now Regional Restaurant Manager for the UK and Ireland. She said: “There have been many highlights over the last 15 years, but none more so than the fact we still have loyal staff and regulars who have been with us through it all, from day one. There have been some hugely memorable nights, including our annual Super Bowl events, which always sell out, and the night Newcastle United FC was taken over in 2021 – I’ve never seen a buzz like it. Winning the TripAdvisor Travellers’ Choice Award in 2020 was a real highlight too. Personally, I’ll definitely never forget the day I abseiled off the roof to raise money for the Teenage Cancer Trust!”

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Hospitality Managers’ Mental Health Suffers Under Wellbeing Burden Almost two-thirds (65%) of hospitality managers who experienced a mental health issue in their adult life say it was triggered by their work, according to the latest Taking the Temperature survey from UK charity Hospitality Action.

The charity’s annual mental health and wellbeing survey conducted this summer in association with Agilysys, reveals that managers are increasingly expected to support the wellbeing of their teams, yet many are doing so without formal training whilst facing significant pressures of their own.

Whilst 40% of hospitality professionals were asked to support a colleague experiencing a mental health challenge in the past year, this figure rose to 61% amongst the managers answering, underlining the pivotal role managers play as the first line of support in the workplace.

Yet many managers feel ill-equipped for this growing responsibility.

Almost half of respondents (47%) want more management training to help leaders recognise and respond to mental health and wellbeing concerns. With more than eight in ten managers (83%) saying that taking the time to listen is the primary support they provide, equipping leaders with the confidence, skills and practical tools to have these conversations has never been more important.

Managers are also facing mounting pressures themselves. They identified that maintaining a healthy work-life balance and protecting their own mental wellbeing are the two biggest challenges they face over the next 12 months. High workloads, rising expectations and consistently working beyond contracted hours were all signif-

icantly more likely to be cited as key challenges by managers than other hospitality professionals.

Despite these findings, the survey also points to encouraging progress across the sector in several key areas. Around two-thirds of respondents say they have a good work-life balance and believe their workplace has created an environment where they can openly discuss mental health. In addition, over half (54%) feel their wellbeing is supported by their organisation.

Speaking on the findings, Mark Lewis, Chief Executive of Hospitality Action, said: “Hospitality managers are increasingly expected to be all things to all people – mentors, problem-solvers and the first people colleagues turn to when they’re struggling. Yet many are carrying that responsibility whilst battling their own pressures which can be at the expense of their wellbeing.

“The hospitality industry has made real progress in breaking down the stigma around mental health, but these findings clearly show there is more to do. Managers should not be expected to shoulder this responsibility alone. Those supporting others need to be supported themselves, and creating mentally healthy workplaces requires embedded commitment from every level of an organisation. Only then can we ensure we’re protecting the wellbeing of entire teams and creating a more resilient industry.”

To review the key survey findings report, click here.

Britain’s Oldest Brewer Takes Over Mayfair’s Oldest Pub An elegant horse-drawn carriage drew crowds as the show-stopping centrepiece of the reopening of Mayfair’s oldest surviving pub, The Coach and Horses, following a major refurbishment by independent family brewer and pub company Shepherd Neame.

The carriage, drawn by a pair of black steeds, provided a fitting nod to the pub’s name and echoed its new bespoke swing sign, featuring a coach and horses, outside the Grade II-listed building in Hill Street.

Just a stone’s throw from Berkeley Square, the building has welcomed generations of customers since 1744. Following a three week closure, it reopened on Tuesday (August 25) with a refreshed new look and feel that celebrates the pub’s rich heritage while sensitively updating it for the future.

The refurbishment has seen the pub undergo a complete external redecoration, including the new handcrafted swing sign and classic red lantern above the entrance.

Traditional barrels remain at the heart of its outdoor space, complemented by new heated awnings to ensure customers can enjoy the terrace throughout the seasons.

Inside, new décor, furniture, flooring and wall finishes complement the pub’s listed bar, which has been carefully preserved.

The horse-drawn carriage was arranged to herald the pub’s doors reopening, whisking one lucky competition winner, Millie Wenham, and two friends, on a ride around the area. They returned to receive a hamper of Kentish goodies from the Faversham-based brewer.

Shepherd Neame Operations Manager, David Hutchings said: “We have been delighted to invest in one of London’s great historic pubs, The Coach and Horses, to honour its past and invest in its future for its loyal, local customers and new ones.

“We believe we have preserved what makes this pub so special while creating an experience that reflects modern Mayfair – tasteful and traditional surroundings, complemented by great service and a quality food and drink offer.”

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Issue 333

AI and Employee Disputes in the Hospitality Sector: Preparing for the Employment Rights Act Reforms

By Wallace Briggs, Associate in the Employment & Immigration team at Walker Morris (www.walkermorris.co.uk) Hospitality employers face new and increasing challenges when managing workplace disputes. Alongside high employee turnover, managing large workforces and ongoing recruitment pressures, many employers are now encountering a new issue: AI-generated grievances and Employment Tribunal claim submissions.

Historically, concerns raised by employees were often relatively straightforward and centred on the events giving rise to the complaint. Increasingly, however, employers are receiving documents generated with the assistance of AI platforms, which can be considerably longer and framed in language that resembles legal pleadings rather than typical workplace grievances.

For hospitality and catering businesses, which often manage large workforces across multiple sites, this can create considerable challenges. HR teams and operational managers are finding that they have to spend significant time reviewing extensive documentation that provides limited factual detail about the underlying complaint, making the issues more difficult and time consuming to resolve internally and increasing the risk of disputes escalating into formal legal claims.

INCREASED USE OF AI IN WORKPLACE DISPUTES Hospitality employers are increasingly encountering grievances relating to shift allocation, holiday entitlement, tips, discrimination allegations, disciplinary action and management practices that are expressed in legal terminology but lack sufficient information about the facts of the complaint.

AI also presents accuracy risks. AI tools can "hallucinate" and generate incorrect information, including references to legislation or case law that do not exist. Investigating and responding to such submissions can increase both management time and legal costs.

The speed at which AI enables employees to generate correspondence is also creating practical challenges.

We have seen employers receive lengthy responses to disciplinary invitations, investigation findings or grievance outcomes within hours of invitations being sent to relevant employees. This places additional strain on HR resources and makes it harder to achieve an early, pragmatic resolution.

Another practical challenge is that employees may place significant reliance on AI-generated assessments of their claims. This can lead to an inflated perception of the merits or potential value of a claim, which may not reflect the true position, whether legally or practically. As a result, employees may be less willing to engage with commercially sensible settlement proposals, increasing the likelihood of disputes progressing to litigation and giving rise to additional costs.

Hospitality employers should also be aware of confidentiality risks. Employees may upload disciplinary docu-

ments, witness statements, meeting notes, payroll information or other internal records into AI platforms to assist with drafting submissions. This may amount to unauthorised disclosure of confidential information, which is likely to be a gross misconduct offence.

WHAT IMPACT WILL THE EMPLOYMENT RIGHTS ACT 2025 (ERA) HAVE? The effects of increased use of AI are likely to be compounded by changes to be introduced by the ERA, which are expected to encourage employees to pursue claims and may result in a greater number of workplace disputes progressing to the Employment Tribunal. Significant upcoming changes include: • the extension of the time limit for bringing Tribunal claims from three months to six months, due to take effect from 1 October 2026; and • changes to unfair dismissal law from 1 January 2027, including reducing the required period of service from two years to six months and removing the current statutory cap on compensatory awards.

The changes in relation to the required period of service to bring unfair dismissal claims may have a particularly significant impact on the hospitality sector. Historically, the hospitality industry has had relatively high employee turnover, meaning many employees left employment before acquiring the current two years' qualifying service required to bring a claim. The reduction of the qualifying period to six months will bring a substantially greater proportion of the hospitality workforce within the scope of unfair dismissal protection, potentially increasing the volume and frequency of claims across the sector. This is particularly an issue in relation to seasonal staff, which some employers currently consider to present lower risk of litigation.

PRACTICAL STEPS FOR HOSPITALITY EMPLOYERS As AI becomes more prevalent in workplace disputes and significant employment law reforms approach, hospitality employers should review whether they are suitably equipped to deal with these emerging challenges.

1. Updating policies: Employers should make clear in their policies that if an employee wishes to raise a grievance this should be succinct and focused on the relevant facts of the matter. Employers may consider setting word-limits for grievance submissions to avoid receiving overly complicated submissions. Company policies should also place restrictions on employees inputting confidential company data into AI platforms.

2. Managing AI-generated submissions: Employers should train HR teams and managers to identify and manage AI-assisted submissions by focusing on the underlying facts rather than any legal terminology. Where concerns are unclear or overly complex, employees can be asked to explain the issues in their own words or provide a simplified summary, enabling managers to identify the key issues and conduct a proportionate investigation.

3. Preparation for increased risk of litigation: Employers should prepare for increasing litigation risk by maintaining robust investigation processes, ensuring decisions are properly documented and considering opportunities for early resolution where appropriate.

4. Reviewing workforce structures: the changes in the ERA will change the risk profile of current workforce structures including seasonal workers, bringing more employees within the scope of employment legislation and therefore potentially risking more litigation.

5. Management of costs: Budgets for settlement may need to be increased to counter employees' unrealistic expectations of the values of claims. Alternatively, if settlement is no longer realistic, the costs of longer litigation leading to a final trial will need to be considered.

Llanfair PG Pub Reopens to the Community Following Refurbishment Village pub, Tafarn yr Orsaf on Ffordd Caergybi in Llanfair PG will officially reopen on Saturday 12th September following a transformational combined investment of £500,000 from experienced licensees, Pauline Nolan and Lee Male and Admiral Taverns.

the past decade, and the community has always been wonderfully supportive.

“We can’t wait to welcome everyone through the doors and hope to be serving customers here for many years to come. On behalf of Lee and myself, I would like to say a huge thank you to everyone who helped make this project a success, in particular the team at Admiral Taverns.”

Internally, the pub has been completely transformed to include brand new fixtures, fittings, furniture and flooring throughout. In addition to this, a brand new function room has been created downstairs, enabling the pub to host a broad range of events and private functions.

To celebrate the reopening, Tafarn yr Orsaf will be hosting a night of live music on Saturday 12th September from 8pm.

Externally, Tafarn yr Orsaf has been completely revamped to include brand new signage and a fresh coat of paint to greet visitors. In addition, the pub’s front and rear beer gardens have been updated with brand new decking and expanded seating areas.

Going forward, Pauline and Lee will be hosting a busy schedule of regular entertainment for the community to enjoy including live music, karaoke and theme nights. In addition, as part of their mission to giving back to the local community, they will also be supporting fundraising events and community initiatives for local good causes.

Licensees Pauline and Lee, bring a wealth of knowledge and expertise to the pub having run pubs for over 25 years, including five other pubs in the local area. Going forward they are committed to creating a welcoming community hub that brings people together.

Pauline commented: “We are so excited to be taking over Tafarn yr Orsaf and reopening the pub following such a fantastic refurbishment. The place has been completely transformed, and we hope it becomes a real go-to for locals, whether they are looking to enjoy a pint with friends or sit down for a family Sunday lunch. We have been running pubs in the area for

Kelly Kerr, Business Development Manager at Admiral Taverns, added: “Following an extensive refurbishment, we are delighted to see Tafarn yr Orsaf reopening its doors to the community. We are confident that Pauline, Lee and the team will create a fantastic venue for locals to enjoy, whether they are popping in for a drink, catching up with friends or sharing a meal with family. On behalf of myself and everyone at Admiral Taverns I want to wish them every success and look forward to seeing the pub thrive for many years to come.”

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.

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Night-Time Economy Needs Space to Recover, NTIA Tells Chancellor Following Chancellor John Healey’s first major economic speech, in which he placed growth, investment and wealth creation at the heart of the Government’s agenda, the Night Time Industries Association has welcomed his optimism, but warned that further tax increases would place already vulnerable sectors under even greater pressure.

delivering growth.

“However, the continuing rhetoric around possible tax rises will concern businesses in sectors already facing exceptional pressure. The night-time economy needs room to breathe. After almost six years of disruption, rising costs and mounting tax burdens, the sector is now some 23,000 businesses lighter.

Mr Healey spoke of Britain “turning a corner” and creating the conditions for businesses to invest and make a profit., and has said boosting economic growth will be his defining mission as chancellor as he warned Labour had to “be honest” about the need to control public spending at next month’s budget.

“There must surely be recognition within the Treasury that every business lost means jobs lost, investment cancelled and tax revenue permanently removed from UK plc. Business closures do not repair the public finances. They shrink the economy and reduce the revenue available to fund public services.

In his first big speech since taking the job in July, Healey said the top priority for his 28 October budget would be to support stronger growth across the UK while sticking firmly to the government’s fiscal rules.

However, his refusal to rule out further tax rises ahead of the Budget will add to the uncertainty facing the night-time economy

“Our sector is not asking to be protected from commercial reality. It is asking for a fair and stable operating environment in which viable businesses have the confidence to invest, employ people and grow.

John Healey ©House of Commons released under CC BY 3.0 licence.

“I want to be the chancellor that gets things done and I want to see growth driven from more places across the UK,” he said.

“If John Healey and the Government are serious about turning the corner, the forthcoming Budget must translate the Chancellor’s rhetoric on growth into practical action. That means easing the cumulative tax and cost burden on the night-time economy, providing long-term clarity and giving this vital sector the room it needs to recover.

Michael Kill, CEO of the Night Time Industries Association, said: “We welcome Chancellor John Healey’s quiet confidence in Britain’s potential and his recognition that successful, profitable businesses are essential to

“The night-time economy can play a powerful role in restoring growth across the country, but only if the businesses at its heart are given the chance to survive and succeed.”

Stonegate Group Raises £500,000 for CALM The achievement came on World Suicide Prevention Day (10 September), marking extraordinary fundraising efforts by pub operators, publicans, general managers, venue teams and support centre colleagues across the UK’s largest pub company.

The company will continue fundraising throughout September and beyond, including hosting a dedicated company golf day for colleagues and suppliers.

David McDowall, CEO of Stonegate Group, said: “I’d like to say a huge thank you to our pub operators, publicans, general managers, venue teams and support centre colleagues who have thrown themselves behind CALM from day one.

To mark the milestone, colleagues across Stonegate are taking part in a company-wide 500k steps challenge on World Suicide Prevention Day. The challenge aims to encourage as many people as possible to get moving while highlighting the importance of checking in on friends, family and colleagues.

“The reason this partnership has gathered so much momentum is because CALM’s mission resonates with so many of us. It’s an inspiring charity doing vital work to make sure no one feels suicide is their only option. We’re incredibly proud to support that mission and look forward to raising even more awareness and funds together.”

Also on World Suicide Prevention Day, CALM’s Stay IPA launches across managed, Craft Union, leased and tenanted pubs, with 20p from every pint sold donated directly to the charity.

Since the partnership launched, Stonegate’s pub and support teams have embraced the cause, organising fundraising events in communities across the UK and helping drive support for CALM from day one.

One of the standout fundraising moments came at Stonegate’s annual Supplier Conference, where guests raised an incredible £115,000 in a single day.

Another major milestone was the Stonegate Stomp, which brought together more than 300 colleagues across Birmingham, London,

Southampton, Leeds and Manchester to complete sponsored walks totalling more than 65 miles, raising £28,000 for CALM. In May, more than 120 venues, including Popworld and Slug & Lettuce, joined forces for a nationwide Cha Cha Slide challenge, while fundraising has also been supported through everyday guest engagement initiatives such as the introduction of a £3 virtual pint donation across Craft Union and managed pubs, with every penny donated directly to CALM.

Simon Gunning, CEO of CALM, added: “Raising half a million for CALM in just over six months is an incredible achievement, and we are extremely grateful for Stonegate Group’s work to help fund our suicide prevention services.

“More than that though, this partnership has brought CALM’s message of hope to so many people since January. It’s thanks to the generous support of Stonegate’s staff and customers that we’re able to meet people where they are and show anyone struggling there’s always a way forward.”

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Zero-Hours Reform Must Protect Flexibility As Well As Workers John Angus, Managing Director at Switch Management Ltd (www.swhm.co.uk), argues that the government’s proposed reforms to zero-hours contracts risk reducing flexibility for hospitality workers and limiting employment opportunities.

There is an uncomfortable irony at the heart of the government’s proposed reforms to zero-hour contracts: measures designed to give workers greater certainty could make it harder for some people to access the flexible work they want and need.

The principle behind the reforms is understandable.

Workers should not have to structure their lives around shifts that may not materialise, or face a loss in income when work is cancelled at short notice. The Employment Rights Act 2025 aims to address this ‘one-sided flexibility’ by offering guaranteed working hours based on established working patterns, alongside compensation if shifts are moved, cut short or cancelled without sufficient notice.

However, the same measures designed to give the 1.23 million people on zero-hour contracts1 greater security at work could have unintended consequences, particularly in industries such as hospitality, where demand can fluctuate. Seasonal peaks, weddings, conferences and major sporting events can all create short-term increases in staffing requirements. Flexible employment allows businesses to respond to these peaks, but it can also suit workers who cannot commit to conventional shift patterns or hours.

Students are one example, often relying on flexible hours to fit around their studies, assignments, lectures and term times. The same applies to those with childcare or other caring responsibilities, as well as people working multiple jobs. For these groups, the ability to work fewer or irregular hours and take on additional shifts where possible can provide valuable flexibility rather than represent a limitation.

The risk is, by seeking to address the worst examples of zero-hour contracts, we may inadvertently limit the number of opportunities available for people who rely on these working patterns.

THE COST OF REFORM

costs adding to the administrative and operational burden the reforms will bring. According to UKHospitality, the sector has faced more than £5bn in additional employment costs over two years, while losing more than 100,000 jobs2.

Now, the government’s own analysis suggests the zero-hour reforms could cost employers up to a further £2.9bn a year.3 For hiring managers already weighing every new appointment carefully, that is yet another cost to factor into the decision.

For some businesses, this could mean reducing the number of casual workers or distributing hours among their existing employees.

Most importantly, there is a risk that the reforms could make it harder to people to enter the industry. If one eight-hour shift is given to an existing employee rather than offered to a student, the shift still gets worked, but the opportunity to gain valuable experience is lost.

This is detrimental at a time when youth unemployment remains high, and nearly one million 16-to-24-yearolds4 are not in education, employment or training. The hospitality industry has traditionally provided an accessible route into employment, due to its flexibility and varied hours, but the proposed reforms could limit a young person from joining the workforce and gaining valuable experience.

It is therefore crucial that young people have exposure to a broad range of roles, from operational and front-of-house positions to corporate and commercial functions, to help them explore potential career pathways and make informed decisions about their future.

LOOKING AHEAD TO THE FUTURE None of this means reform is unnecessary.

At Switch Management, our hotels work to two-weekly schedules, to ensure staffing levels are closely aligned with expected business demand. This is particularly important in hotels where income can fluctuate by as much as 40% from the quietest to the busiest month. We also employ a large number of students that value flexibility over certainty.

Our business relies on the ability to flex up and down with our payroll costs, which suits students that have intensive study periods and quieter periods, single parents with school-age children, who require more time off during school holidays, and older team members that value longer period times off for holidays or childcare.

The legislation must consider this cohort of employee, who value flexibility over certainty and could be detrimentally affected by proposed reforms.

There is no question that Casual Employees should have the same core rights as any other contracted The consultation comes at a time when hospitality businesses are already facing intense pressures, with rising employee, however that should not remove their flexibility.

Wetherspoon to Open New Pub at Manchester Airport Pub operator JD Wetherspoon is set to open its new pub at Manchester Airport on Tuesday 15 September – with the creation of 150 new jobs.

Historical photos and details of local history, as well as new artwork and images of local scenes and characters of the area, are also displayed in the pub.

The pub, which will be named The Belle Vue, will open in Terminal Two (after security) – following a development project costing £3.2million.

Drawing inspiration from the city’s rich history, the new pub celebrates the heritage of sport across Manchester and the wider North West, recognising a sporting tradition that extends far beyond the region’s internationally renowned football clubs.

It will be managed by Jenny Warburton, who was previously pub manager at The Mardi Gras (The Trafford Centre, Manchester).

The new pub design seeks to showcase the breadth and diversity of sporting achievement associated with the region, celebrating the venues, personalities, teams and moments that have contributed to its enduring sporting legacy.

For nearly 150 years, Belle Vue Zoological Gardens were ‘one of the most popular entertainment venues’ in the north of England.

They opened in 1836, behind the Belle Vue pub, with a wide variety of animals and thrilling fairground rides. Speedway and greyhound-racing were added later and the pub closed in the 1980s.

The name of the new Wetherspoon pub recalls this local history.

Credit: The Manchester Airports Group.

The Belle Vue pub will be open seven days a week, from the first flight to the last flight.

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.

The pub will be wheelchair accessible and have a specially adapted toilet for people with disabilities.

A dedicated area within the pub celebrates individual sporting figures and notable achievements, bringing together a carefully curated collection of sporting memorabilia, imagery and objects.

A tapestry of sporting bric-a-brac is incorporated into bespoke wall panelling, taking inspiration from the visual language of a traditional locker wall.

Pub manager Jenny Warburton said: “Myself and my team are looking forward to welcoming customers into The Belle Vue and we are confident that the pub will be a great addition to the airport hospitality venues.”

Bidfood Locks Prices On Almost 200 Products For Four Months With Launch of Price Wise Bidfood, one of the UK's leading foodservice providers, is launching Price Wise, a new publication designed to help operators save money and time, alongside a refreshed Marketplace, featuring stronger deals and more chef-led inspiration.

Available from September, Marketplace moves to a bi-monthly format, with stronger double-month deals, an improved shopping experience and fresh content to support menu planning. New features include ‘Focus Flavour’, highlighting seasonal ingredients and product recommendations, as well as industry insights, trends and chef-created recipes.

To make browsing simpler, Marketplace has also been redesigned with fewer adverts and a clearer route to shopping offers through Bidfood Direct.

Meanwhile, Smarter Swaps highlights cost-saving alternatives to leading brands, helping customers identify opportunities to reduce spend without compromising on quality.

Both publications will be available in print and as fully shoppable digital editions on Bidfood Direct.

Katie Sillars, Head of Commercial Growth Initiatives at Bidfood, said: “For many operators, the challenge isn't just managing rising costs, it's finding ways to continue supporting and inspiring customers while protecting already stretched margins. Every purchasing decision matters, and businesses need support that helps them work smarter, not just spend less.

Launching alongside Marketplace, Price Wise will run from September to December and feature almost 200 products on a four-month price lock, helping operators bring greater certainty to their food costs.

“We believe our role is to be more than a supplier. Through Marketplace and Price Wise, we're giving operators the insights, inspiration and value-led solutions they need to navigate today's challenges, plan with confidence and build more profitable businesses for the future.”

The publication also introduces Chef's Picks, where Bidfood's development chefs share practical tips on boosting margins, saving labour time, reducing waste and making products work harder across menus.

For more information and to browse the latest editions of Marketplace and Price Wise, click here.

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Heatwave Drives Up Utility Costs For Hoteliers In July Hotel demand held up over the summer, but consumers trying to keep cool during the heatwave pushed up utility costs and ate into profit margins, according to the RSM UK Hotels Tracker.

the hotter weather has also meant greater use of aircon in hotel rooms as consumers tried to keep cool, leading higher utilities costs to eat into profit margins.

The data, which is compiled and produced by Hotstats and analysed

by RSM UK, shows utilities expenses per occupied room of UK hotels rose from £8.45 in July 2025 to £9.15 in July 2026, and from £8.91 to £10.10 in London.

“It’s clear that charging higher room rates is no longer enough on its own to maintain profits and hoteliers must explore other cost-cutting initiatives and ways to create efficiencies. The good news is that consumer confidence appears to be on the up, which should bode well for the hotel industry, but the concern will be whether a taxraising budget in October reverses all that progress.”

At the same time, average daily rates (ADR) of occupied rooms increased by 4% in both the UK, from £176.29 in July 2025 to £182.47 in July 2026, and from £264.34 to £274.40 in London.

Revenue per available room (RevPAR) in the UK rose from £152.55 in July 2025 to £155.89 in July 2026, and from £238.15 to £242.57 in London.

Occupancy of UK hotels was down slightly from 86.5% to 85.4% in July year-on-year and fell from 90.1% to 88.4% in London. Gross operating profits were also down from 43.9% to 43% in July year-on-year in the UK and from 49.2% to 47.7% in London.

Chris Tate, partner and head of hotels at RSM UK, said: “The UK heatwave over summer has helped hotel demand stay high, allowing hoteliers to make hay while the sun shines with inflation-busting room rates. But

Thomas Pugh, chief economist at RSM UK, added: “Robust hotel demand matches the signal from other data such as solid credit flows, improving confidence and accelerating car sales, which all suggest consumers were willing to smooth through elevated inflation by saving less and borrowing a little more throughout the summer. That bodes well for consumption growth in Q3.

“However, growth is still likely to slow as we head into the winter. Inflation will peak close to 4% in Q4 and stay close to that level in Q1 as higher energy prices begin to push up airfares, manufactured goods and food prices, which will all prevent inflation from returning to target until 2028. That, alongside the prospect of another big tax-raising budget are likely to mean consumption growth slows to around 0.1% in Q4, compared to 0.5% per quarter in the first half of the year.”

Marston’s To Roll Out Charity Micro-Donation Scheme To Over 1,000 Local Pubs Marston’s is set to roll out its partnership with micro-donation charity Pennies to more than 1,000 pubs across its estate from October, following a successful pilot programme.

As part of Marston’s charitable giving strategy, the initiative will give guests the option to make a small 20p donation at the point of payment. It provides a simple way to support local causes connected to their pubs and communities, without impacting the cost of the meal or drink they have chosen.

Based on the pilot’s response rate and Marston’s wider rollout plans, Pennies estimates that the scheme has the potential to raise more than £250,000 annually for the pub group’s charity partners.

The initial pilot programme raised funds for Something To Look Forward To, Marston’s long-term charity partner. The charity will continue to receive all guest donations made through Pennies as the scheme expands.

Once the rollout is complete, Marston’s intends to open up the scheme to other local charities and causes that matter to its guests, communities and pubs, broadening the impact of the initiative even further.

Cambridge-based charity Something To Look Forward To improves quality of life for people affected by cancer and their families through gifts, experiences and essential support. The charity helps to ease some of

Available in Big Value 1Kilo Bag

the financial pressures that can come with treatment, while creating space for rest, wellbeing and positive memories.

Its support ranges from breaks in holiday cottages, pub meals and days out, to hotel stays, theatre tickets, beauty treatments and visits to attractions.

The charity was founded in 2015 by Fiona Coldron and her husband Andy, after Fiona’s breast cancer diagnosis brought home the difference that a meal out, a family day trip or a night away could make during treatment. Following Fiona’s death in 2021, her daughter Francesca has continued the charity’s important work.

Todd Lockley, Senior EDI & Communities Manager at Marston’s, said: “Charitable giving is part of how we show up in the communities around our pubs. Pennies gives guests a straightforward way to support local causes that matter, through a small 20p donation at the point of purchase. The response from our first pilot pubs has been really encouraging and shows how small contributions can build into something meaningful.

“With more than 1,000 of our pubs embracing Pennies from October in aid of Something To Look Forward To, we’re excited to see how the generosity of our guests and pub teams can continue to help such a worthy cause.”

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Issue 333

Hospitality Could Offer £2.3bn Economic Benefit As NEET “Experience Trap” Fuels UK’s Youth Unemployment Crisis Britain is facing a ‘first jobs’ crisis which is costing billions of pounds a year, a new report has revealed.

dence to grow, invest and hire. With 85% of hospitality leaders saying higher tax burdens are limiting their ability to recruit young or inexperienced workers, government should look at ways to reduce the cost of employment. If we want businesses to invest in the next generation, we need policies that encourage employers to create more jobs and give young people the chance to prove what they can do.”

Analysis by Hilton (NYSE: HLT) and WPI Economics estimates that moving one young NEET – someone not in education, employment or training – into a first job generates around £152,000 in economic value per year through higher output, tax revenues, lower benefits spending and reduced long-term scarring effects.

Allen Simpson, Chief Executive of UKHospitality, said: “The ‘experience trap’ thousands of young people are caught up in is the result of the last two years adding billions of costs onto critical employment sectors like hospitality.

But with many struggling to take this first step into work due to a lack of prior experience, young people are being caught in an “experience trap” that is holding back growth and contributing to record levels of youth unemployment.

With recent Office for National Statistics (ONS) figures showing 400,000 NEETs are actively looking for work, and new Censuswide polling finding that one in four (24%) NEETs cite a lack of experience as their biggest barrier to getting a job, WPI analysis calculates that this “experience trap” could be costing Britain up to £14.4 billion a year in lost economic output.

At the same time, sectors such as hospitality that have traditionally provided a first job without the need for prior experience are seeing vacancies fall as rising energy, tax and employment costs have reduced employers’ ability to create first job opportunities for young people.

The research, which combines independent polling of 500 UK business leaders and 2,500 UK consumers with economic analysis, also points to a wider confidence and readiness gap among young people entering the labour market. Polling found that only 28% of UK adults overall felt they left education well prepared for work. Sentiment was even weaker among young people at the start of their careers, falling to just 20% of 18 to24-year-olds.

THE £2.3BN HOSPITALITY OPPORTUNITY Hospitality remains one of the few industries that offers young people without experience the opportunity to enter the workforce. The report estimates that filling hospitality’s excess vacancies with young NEETs could move around 33,600 people into work and generate £2.3bn of economic benefit each year.

To help unlock these critical first-job opportunities, Hilton and UKHospitality have called for a package of measures to be introduced, including reducing employer National Insurance Contributions for hospitality, delivering meaningful reforms to business rates to support the whole of hospitality, cutting hospitality VAT to 10% in line with Europe and scrapping the proposed holiday tax. UK hospitality leaders agree, with 85% saying higher tax burdens are limiting their ability to hire young or inexperienced workers. Eighty-one per cent (81%) of business leaders

also said they would invest more – creating growth and new jobs if the tax burden was reduced.

Reflecting concerns about the impact of rising costs on entry-level hiring, 81% of business leaders said that without access to entry-level jobs, young people struggle to build the experience employers expect. Eighty per cent (80%) also said weekend and part-time holiday work should be safeguarded, with 72% describing these roles as the most important gateway into employment.

In addition to first-job opportunities, hospitality also offers strong career growth prospects. Over the past year, 16–24-year-olds accounted for one in four promotions across Hilton’s UK business, showing how hospitality can help young people build long-term careers. Business leaders also see the benefit of a career in the sector, with 76% saying they would recommend the hospitality industry to someone starting their career today and 78% saying they would encourage their children or younger relatives to work in hospitality to learn essential life skills.

Steve Cassidy, Senior Vice President, UK & Ireland, Hilton, said: “Hospitality has always been one of the UK’s strongest routes into employment and we see firsthand how taking that first step into work can have a lasting impact on a young person’s confidence, skills and future career prospects. This research backs up just how valuable those first-job opportunities continue to be, not only for young people but for the wider economy.

“Yet too many young people are now caught in an experience trap, unable to get the experience employers are looking for because they cannot access that crucial first opportunity.

“Hospitality can play an important role in fixing this. At Hilton, we continue to open the door to work for thousands of young people, but our owner community and businesses across the sector also need the confi-

“Hospitality is the sector of experience and opportunity, regardless of your background, qualifications or circumstances, but the jobs it creates, and supports are being taxed out of existence. It’s costing the economy and taking away the first step on the career ladder for a whole generation.

“The benefits of backing hospitality are clear. Billions in economic benefit, opportunities for young people and thousands of people back in work. The new Prime Minister should continue to show his support for hospitality, reduce its tax burden and allow the sector to fulfil its potential to drive economic growth and create new jobs in every postcode.”

HILTON EXPANDS ACTION TO TACKLE YOUTH EMPLOYMENT CHALLENGE In 2026, Hilton is supporting more than 4,000 young people through work placements, careers events, mock interviews, workshops and hotel visits designed to develop skills, confidence and workplace experience.

Building on this work, Hilton and long-term partner Springboard, the UK’s leading hospitality employment charity, will launch a flagship event in early 2027 to help hundreds of young people discover hospitality careers. Bringing together young people, parents, teachers and careers advisers, the event will showcase routes into the sector and the opportunities they can unlock.

The event forms part of a wider ongoing programme – delivered with partners including Springboard, Aurora Foxes, DSA WorkFit and Only A Pavement Away – that helps more people gain the experience employers are looking for and opens routes into hospitality careers.

Chris Gamm, CEO of Springboard, said: “Through our work with young people, we see every day that ability and ambition are there, but confidence and opportunity can make all the difference. When someone is given the right support to build their skills and confidence, and an employer like Hilton is willing to give them that first opportunity, it can be the start of a career and a genuine change in their life.”

Newcastle Hotel Doubles Room Service Revenue With A Little Help From Tim Healy – And A Robot A PIONEERING Newcastle hotel has doubled its room service revenue after introducing robotic technology – with a little help from one of Tyneside’s best-known actors.

the operation.

The technology has also provided an unexpected benefit for some guests who prefer lower-contact interactions.

Maldron Hotel Newcastle, at Newgate Street, became the first hotel in the UK to introduce the ButlerBot W3, an autonomous service robot which delivers room service and guest amenities directly to bedrooms.

Anna added: “One of the things we've learned from introducing technology across the hotel is that guests want different things.

“Some people love chatting to our team and experiencing that warm Geordie hospitality, while others, including some neurodivergent guests, may prefer a more independent or lower-contact experience.

And the robot – affectionately known as “Anna Bot” – now has another distinctly local feature: the voice of Auf Wiedersehen, Pet and Benidorm star, Tim Healy.

Since introducing the robot – which has been provided by North East company, Spark Robotics - the hotel has seen its room service revenue double, while freeing up team members to spend more time looking after guests in the hotel’s bar and restaurant.

Anna Wadcock, General Manager of Maldron Hotel Newcastle, said the results demonstrate how technology can complement rather than replace traditional hospitality.

“Anna Bot has become a real part of the hotel and guests absolutely love her,” said Anna.

“What started as an innovative way of delivering room service has developed into something which genuinely supports our team, improves the guest experience and has had a measurable impact on our revenue.

“The important thing for us has always been that technology should support our people, not replace them. Every room service delivery the robot makes means a member of our team can remain in the bar or restaurant looking after guests rather than leaving the floor.

“And the fact that our room service revenue has now doubled shows that guests aren't just enjoying the novelty – they are actually using the service more.”

“Guests can use our contactless check-in and check-out options and order room service digitally, with Anna Bot then completing the delivery.

The ButlerBot W3 independently navigates the hotel, communicates with the lifts to travel between floors and links with the hotel’s bedroom telephone system.

When it reaches a guest’s room, a very familiar voice calls them to let them know their order has arrived.

“Tim is a regular guest at the hotel through our support for his charity ‘Sunday for Sammy’ and one day asked if there was anything he could do for us,” said Anna.

“We thought it would be brilliant to give Anna Bot a proper Geordie voice, so Tim very kindly recorded it for us.

“Guests get quite a surprise when their bedroom phone rings and suddenly Tim Healy is telling them their room service has arrived.

“The funniest moment is probably when Tim stays with us, orders room service and ends up answering the phone to himself!”

Along with food and drink orders, Anna Bot can deliver additional guest amenities such as towels and toiletries, allowing the hotel team to respond quickly to requests without having to leave other areas of

“It gives people more choice over how they experience the hotel, and that's really important to us.

“For us, the best use of technology isn't about removing hospitality – it's about giving our team more time to deliver it.”

Eric Guo, founder of SPARK Robotics, said he was delighted with the positive experience that the Maldron Hotel has had and that it showcased the many useful applications for the robots.

“Hospitality is just one of many industries that can benefit from robots,” he said.

“Logistics sites, shopping centres, garden centres, amusement arcades, care homes and large buildings all manage repetitive work, staff pressure, consistency requirements and high-volume routines.

“Our aim is to help organisations identify where robots can support those tasks in real working environments.

“We work in areas where there are challenges with repetitive tasks, staffing pressures and labour-intensive work and help clients come up with a solution that is right for them.”

For further information visit www.spark-robotics.com

Issue 333

Westminster Presses Ahead With Vertical Drinking Curbs Despite Sector Backlash Westminster City Council has confirmed it will maintain licensing policy wording designed to discourage so-called “vertical drinking” across the West End, despite a wave of criticism from the hospitality trade, residents and senior political figures earlier this year.

The Conservative-run authority carried out a public consultation over the summer on proposals that would require new licensed premises either to provide a minimum number of seats at all times or to operate exclusively on a table-service basis. The consultation also asked for views on whether the council should continue operating its cumulative impact zone (CIZ) across the West End — a special licensing policy that creates a presumption against granting new premises licences for pubs and bars, except where an applicant can demonstrate exceptional circumstances.

Under the CIZ, venues can effectively be held accountable for anti-social behaviour and crime across the wider West End area, rather than only in the immediate vicinity of their premises. The council’s proposals also favour new licence applications from venues offering table service and seated drinking over those operating a traditional bar-service model.

CONSULTATION RESULTS SHOWED STRONG OPPOSITION Figures from the consultation showed more than four in five respondents disagreed with the continuation of the cumulative impact zone, while close to nine in ten said the policy would have a negative effect on business in the area.

The proposals had drawn criticism from operators nationally, with trade figures warning the restrictions could damage business viability and undermine a longstanding feature of British pub culture. The row escalated when Prime Minister Andy Burnham intervened publicly, describing vertical drinking as part of “British life.”

Despite the scale of opposition recorded in the consultation, Westminster council confirmed it intends to proceed with both the seating-related licensing wording and the cumulative impact zone. The authority said it believed a significant proportion of those who objected had misunderstood the terminology used in its licensing documentation.

COUNCIL DEFENDS POSITION Tim Barnes, Westminster City Council’s deputy leader, said standing to drink in a pub was not under

threat from the policy. “There was never any threat to standing and having a pint, so we haven’t changed anything,” he said.

Barnes argued the more pressing issue for the trade was policing capacity rather than licensing wording, saying a shortfall in police resourcing was contributing to difficulties for operators seeking new licences. He said a lack of investment in policing had left the Metropolitan Police objecting to a number of licensing applications on public safety grounds, adding that this — rather than disputes over policy language — was acting as a drag on the borough’s hospitality sector.

The council will be joined by the Soho Society, a local residents’ and amenity group, in opposing new licence applications for venues seeking to trade beyond “core hours” — a cut-off point that, under council policy, falls between 10.30pm and midnight depending on the type of business and day of the week.

MAYOR CRITICISES COUNCIL’S APPROACH London Mayor Sadiq Khan has strongly criticised Westminster council’s decision to proceed with the policy, accusing the authority of disregarding widespread opposition from residents, businesses and the hospitality industry.

Khan had responded to the summer consultation by urging the council to abandon the cumulative impact zone and preserve space for standing drinkers in pubs and bars.

Following confirmation that the council would press ahead regardless, Khan said: “The arrogance of Westminster council is breathtaking. By ignoring all those who oppose their plans and viewing hospitality in the heart of our capital city as a problem, they are letting down businesses, residents and our economy.

They would rather see nightlife die than thrive.”

Fresh New Look for Coach & Horses The Coach & Horses, located on Hyde Road, officially reopened following a transformational investment of more than £332,555. The pub is part of Proper Pubs, the community wet-led operator division of Admiral Taverns.

Behind the bar are operators Carol Mitchell and Dave O’Casey, who have worked in the hospitality industry for over five years. Their expertise, combined with their energy and enthusiasm, enables them to create a lively social hub for customers to enjoy, further cementing the pub at the heart of the local community.

Inside, the refurbishment includes an updated lounge, bar and dedicated games area, outside, the Coach & Horses includes brand-new festoon lighting and signage, creating a fresh and welcoming appearance. The beer garden also features a TV, allowing customers to enjoy live sports.

Carol and Dave, said: “It was great to see people visit and experience the finished pub for the first time. The refurbishment has given the Coach & Horses a fresh new look while retaining the character that makes it an important part of the community.

Admiral’s expertise was very valuable throughout the process, and the team understood what the pub needed to offer the community. From the outset, the aim was to create a comfortable, welcoming

space for locals and visitors to enjoy.”

The operators are also hoping to support all aspects of community life by collecting food to donate to the local foodbank.

Going forward, they also hope to support Claire House Children’s Hospice through organising charity events.

Matt Gurney, Operations Director for Proper Pubs, said: “It has been a real pleasure to welcome Carol and Dave to the Coach & Horses. It was fantastic to see the refurbishment come together so well in the end, and the opening night was a great success.

“Bringing people together and creating vibrant community hubs is at the heart of what we do, and we are so glad to see another successful community pub opening.”

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Issue 333

Drop the Tap Tax in the Budget to Give the Economy a £300 million Boost Getting the Chancellor to Drop the Tap Tax in the Budget could create over 7,600 extra jobs in the pub and beer sector and add more than £300 million to the economy.

nearly £120 million in additional taxation going to the tax man, excluding changes in tax collected from excise duty.

Even a more modest increase to 30% could result in 3,403 new jobs and 25 million additional pints being served, boosting the economy by £137 million. This would see Treasury coffers receive £53 million in extra taxes, excluding changes from excise duty.

That’s according to new research by the Centre for Economic and Business Research (Cebr) published today (9 September) which details the benefits of lower tax on pub beer.

The research findings supports the Drop the Tap Tax campaign which was launched last week, calling on the Chancellor to take action in his October Budget.

Pubs and breweries are one of the most highly taxed sectors with breweries paying 40% of their turnover in tax. The Chancellor can help rebalance this through targeted tax changes on beer that’s sold in pubs via handpulls and keg taps through a mechanism called Draught Relief.

This is currently set at a 13.9% rate.

The Cebr research shows that expanding Draught Relief to 50% could see 56 million extra pints being poured in community pubs, 7,663 extra jobs and contribute £310 million to the economy. It would also see

“Lower tax on pub beer improves the economy, creates jobs and means more pub pints are being poured”, said Andy Slee, Chief Executive of the Society of Independent Brewers and Associates (SIBA).

“Pubs and breweries are a cherished part of our communities and a Drop in the Tap Tax could give them a huge boost in the Chancellor’s Budget.”

The Drop the Tap Tax campaign calls for the Chancellor to reduce tax on pub beer in the Budget on Wednesday 28 October. The campaign is being organised by the Society of Independent Brewers and Associates (SIBA) and the petition can be found at www.droptaptax.com. Publicans, brewers and hospitality venues can download posters and share the petition on social media using the hashtag #DropTapTax.

Inside The Historic Cornish Pub Where Sam Fender Played Before He Was Famous Step inside The New Inn in Tywardreath and it quickly becomes clear this is no ordinary village pub.

The pub's striking Cornish identity was also singled out by The Telegraph, which highlighted the enormous Cornish flag that dominates one wall. The flag has a story of its own. It was found and embroidered by Stephen and Christian's sister before being given pride of place inside the pub.

From the unusually low bar built with Cornwall's miners in mind, to the faded photographs on the walls and the giant Cornish flag hanging across an entire wall, stepping inside The New Inn feels a little like walking into a minimuseum.

While history gives The New Inn its character, music has helped shape its more recent story. Tucked just off the main bar is a room that serves as both a dining space and live music venue, hosting regular gigs throughout the year.

Over time it has welcomed countless musicians, including one who would go on to become one of Britain's biggest stars. Before selling out arenas and headlining festivals, Sam Fender played a gig at The New Inn.

The 17th-century pub has quietly earned national acclaim, having been named among The Telegraph's best pubs in the UK for two years running. It's also hosted a then little-known Sam Fender long before he was selling out stadiums.

That commitment continues today, with live music at the pub taking place at least once a month.

For the business partners who run the St Austell Brewery pub - brothers Christian and Stephen Hanks - that's all part of the charm.

Outside, the pub opens into unexpectedly large gardens. A stretch tent and outdoor bar provide the setting for summer events, live music and community gatherings. Recently, the pub hosted a firewalk, with participants walking bare-

"This isn't really a destination that shouts about itself," said Christian.

"People come in and discover something they weren't expecting.

"You've always got people noticing something new. There are hundreds of years of history in this building, from the walls themselves to the old beer bottles lining the ceiling shelves. Despite the years passing, locals still occasionally arrive at the pub carrying bottles they have discovered in sheds, lofts or garages, adding them to the growing collection displayed around the bar. It's become a bit of a tradition."

foot across hot coals.

For Christian, who grew up in nearby Fowey with his family, pubs have been part of life for as long as he can remember.

He started out washing pots in a local pub at just 14 years old. Although he later earned a degree in minOne of the most notable features in the pub is the bar itself. At first glance it looks unusually low - and for ing engineering, life eventually led him back behind the bar. a bar it is. Tywardreath was once a thriving mining community. Local miners would head to the pub after spending long days underground, with the low bar making it easier for them to lean against after hours spent After spending time working in hospitality in London, he returned home to Cornwall and now runs both crouched down.

The New Inn and The Lugger Inn in Fowey with Stephen, employing more than 30 people across the two St Austell Brewery owned pubs.

Still embedded in the wood of the bar are two brass slots, remnants of a time when miners were paid with tokens that could be exchanged locally for food and drink.

"People sometimes think hospitality is a temporary job, but it's a career I've spent most of my working life in pubs and I've never really looked back."

"It's one of those little pieces of history that's still here," said Christian. "You can actually see how the village's past is tied into the pub."

Despite the national accolades, the growing reputation and the famous former performers, Christian believes The New Inn's greatest strength remains remarkably simple.

There are old photographs showing Tywardreath in years gone by, including one of a butcher standing outside the pub with his horse and cart. Another image draws plenty of attention from visitors, showing a child "It's the people. You might put on a gig, a charity event or it's a normal Friday night, and when the pub is in the pub's doorway with what appears to be a ghostly figure looming behind them. busy and everyone is happy, that's the best feeling."

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

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Issue 333

Card Spending Grows August With Strong Performance in Hospitality and Travel Card spending grew by 2.1 per cent year-on-year in August, building on July’s 2.0 per cent increase, but remaining below the latest CPIH inflation rate of 3.1 per cent. Both essential and non-essential spending increased 2.1 per cent, helped by improving consumer confidence and the strong performance of hospitality & leisure.

opting for UK staycations over trips abroad in 2026, at 36 per cent in comparison to 33 per cent. Meanwhile 14 per cent overall are actively looking for travel discounts, offers, and last-minute deals.

Travel’s strong performance contributed to a 3.3 per cent boost for hospitality and leisure, and entertainment emerged as one of the month’s big winners, up 5.9 per cent, led by cinemas and bowling allies, as many sought out air-conditioning and ventured out to see the summer’s major blockbusters, such as The Odyssey and Spider-Man: Brand New Day. Eating and drinking grew 1.8 per cent, with both pubs, bars and clubs (2.7 per cent) and restaurants, cafes and bakeries (1.5 per cent) in growth. Meanwhile retail spending increased 1.2 per cent.

Consumers’ confidence in their household finances reached its highest level in six months, at 66 per cent in August, up from 64 per cent in July. Consumers also reported feeling more confident in their ability to live within their means (71 per cent, up from 69 per cent) and spend on non-essentials (54 per cent, up from 53 per cent).

Meanwhile, confidence in the UK economy sat at 26 per cent, lower that July’s 30 per cent (which represented a 21 month-high), but higher than the 2026 average of 24 per cent, suggesting economic confidence is stabilising. Similarly, confidence in the European and global economies returned to June’s levels of 29 per cent and 26 per cent respectively, after spiking to 35 per cent and 27 per cent in July.

weather.

Despite improving consumer confidence, the vast majority remain cost-conscious; seven in 10 say they are concerned about the impact of ‘drip pricing’ (added fees at checkout – 72 per cent) and ‘dynamic pricing’ (prices rising and falling in line with demand – 71 per cent) on their household finances.

Beyond temperatures, half (48 per cent) are looking forward to autumnal activities, 41 per cent are eager to wear autumn clothing and 35 per cent are looking forward to doing a ‘September reset’, or treating the arrival of September like a second New Year, and a chance to get organised, set goals, and get back into a routine.

84 per cent are concerned about rising prices, while three in four cite ‘shrinkflation’ (declining product size – 77 per cent) and ‘skimpflation’ (declining product quality – 76 per cent) concerns. Chocolate and sweets are the most common items consumers have noticed declining in quality (46 per cent), followed by crisps (31 per cent), dairy products (24 per cent) and bread/bakery products (21 per cent). Shoppers are also considering the impact of recent heatwaves on the price and availability of certain foods, particularly vegetables, fruit and dairy products:

Rohan Kumar, Head of Spend Insights at Barclays, said: “Card spending continued to build momentum in August, reaching a 13 month-high, while consumer confidence showed signs of recovery. Growth in discretionary purchases and strong performances across travel, eating and drinking, and entertainments all contributed to a boost for hospitality and leisure, suggesting many finished summer by prioritising holidays, social occasions and memorable experiences, even as price and value concerns stayed firmly front of mind.”

Growth in travel spending reached 3.1 per cent in August, its highest level year-to-date and a marked improvement after five consecutive months of decline. Within the category, airline spend grew for the first time since August 2025, up 3.5 per cent and travel agents saw a 4.4 per cent boost.

Separately, hotels, resorts and accommodation grew 3.5 per cent, which comes as more holidaymakers are

After the UK’s hottest summer on record, two in five (41 per cent) say they are ready for the season to be over. Almost half of UK adults (46 per cent) say they have enjoyed this summer less because of the heatwaves, and 53 per cent are looking forward to cooler autumn

Jack Meaning, Chief UK Economist at Barclays, said: “Consumer spending and confidence remained resilient in August, even as pressures from the Middle East began to filter into prices. This positive news suggests consumers should be able to weather the bout of narrowly focussed, temporary inflation we think is coming down the track. However this week has shown risk remains. If the situation in the Middle East persists or intensifies in the coming months, squeezed households may need to be even more discerning with their spend.”

Beefeater Closes Final 106 Restaurants as Whitbread Completes Major Hospitality Restructuring Beefeater has this week closed its remaining 106 UK restaurants, bringing the long-running restaurant brand to an end as parent company Whitbread presses ahead with a major restructuring of its hospitality operations.

The final Beefeater sites closed on Thursday 10 September, following the closure earlier this month of Whitbread’s other branded restaurant operations, including Brewers Fayre, Table Table, Bar + Block and Cookhouse + Pub. The restructuring affects around 3,800 roles across Whitbread’s UK and Ireland workforce, although the company has said it will seek opportunities to redeploy employees elsewhere within the business where possible.

The closures form part of a wider five-year strategy announced by Whitbread as the company seeks to move away from operating separately branded restaurants and concentrate its resources on its Premier Inn hotel business.

BEEFEATER BRAND BROUGHT TO AN END Beefeater, which has operated in the UK since the 1970s, has been one of the country’s best-known branded pub-restaurant businesses, with many of its sites located alongside Premier Inn hotels.

Whitbread confirmed in July that all 106 remaining Beefeater restaurants would cease trading on 10 September.

The closure follows the company’s decision to withdraw from its remaining branded restaurant portfolio.

Brewers Fayre’s 89 restaurants closed on 7 September, while Whitbread’s other branded restaurant businesses closed on 3 September.

The move effectively ends an era for a collection of familiar names on Britain’s high streets and roadside hospitality locations.

SITES TO SUPPORT PREMIER INN EXPANSION Whitbread says the decision is not an abandonment of food and drink, but represents a fundamental change in how it provides hospitality to its hotel customers.

The company intends to replace the separate restaurant brands with integrated food and beverage operations within or alongside Premier Inn hotels.

According to Whitbread, the new approach will provide a more consistent proposition for hotel guests while also creating opportunities to increase the number of Premier Inn bedrooms across its estate.

Whitbread chief executive Dominic Paul said at the time: “We plan to convert all our remaining branded restaurants to an integrated food and beverage offer that is preferred by our hotel guests and will unlock the addition of more highly profitable extension rooms.”

“Our continued efforts to drive our commercial plan and efficiencies will extend our market-leading position and allow us to take share from our competitors, many of which are struggling to grow.”

“As a business which recruits around 15,000 people every year, we expect to be able to retain a significant proportion of those affected and will be looking to redeploy as many of our impacted colleagues as possible.”

The company estimates that the transition could facilitate approximately 600 additional hotel rooms.

Whitbread’s strategy also includes selling some former restaurant properties as going concerns, meaning that not every former Beefeater or Brewers Fayre site will necessarily disappear as a hospitality venue.

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

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Issue 333

Demand for ‘Mocktails’ Soars as Pub Customers Continue to Moderate their Drinking Alcohol-free cocktails are fuelling growth in low and no sales according to research by pub company and brewer Greene King.

Danny Ayton, Greene King’s trading director, drinks, said: “We are listening to our customers and recognise that when they go out, they don’t want any less of a social experience just because there’s no alcohol in their drink. Moderation is now a part of everyday life and the days of being limited to ordering water or soft drinks when people are looking for a non-alcoholic drink are thankfully over. We continue to evolve our low and no menus and app offers to suit all tastes and occasions so our customers can moderate their drinking, without compromise, as and when they want, whether they are out for lunch, watching live sport or meeting up with friends or family, day or night, weekday or weekend.”

The findings show that customers choosing low and no options have increased across all drinks categories compared to research in 2024. While no and low alcohol beer accounts for almost half of sales, the biggest jump in demand has come from cocktails which have increased by 19% compared to 2024, making it the second largest category, overtaking low and no cider and wine.

Greene King sells over 300 non-alcoholic drinks across its 1,600 managed pubs, and surveyed 1,200 consumers to learn more about their attitudes and behaviours towards moderation and no and low alcohol. Almost half (44%) of those asked said they are moderating their alcohol intake over the year and not just in Dry January. One of the biggest occasions for choosing more low and no was during sporting moments, an increase of 11% compared to 2024, followed by date nights.

Researchers found that most customers today expect to see a designated low and no section on drinks menus while packaged low and no products continue to have a higher awareness than draught. Visibility of products, range and price are viewed as the biggest drivers in the fastgrowing category.

Fuller’s Acquires 10 ‘Outstanding’ Pubs From Stonegate Fuller, Smith & Turner PLC has announced the acquisition of ten outstanding pubs from Stonegate for a total purchase price of £35.25 million.

Executive chairman Simon Emeny said: “I am delighted to be announcing this transaction today. We have always maintained a disciplined policy of only acquiring the right assets at the right price – and they must always be estate enhancing. This transaction certainly meets these criteria, and I’m delighted to welcome well known gems like The Shipwrights Arms in London Bridge, The Duchess next to Selfridges, and The Blue Anchor in Hammersmith to the Fuller’s Family.

The acquisition represents an 8.4 multiple of site earnings before interest, taxes, depreciation and amortisation. The acquisition will be funded through Fuller’s existing debt facilities, with the purchase of the four freehold pubs due to complete this month.

Fuller’s said all of the sites are “iconic” pub operations, with nine of the sites in prime London postcodes and one in the centre of Bath.

“This collection of 10 outstanding pubs, located in geographies where we already have a strong presence and knowledge of the customer, are a perfect complement to our existing estate. They will provide additional momentum to the strong earnings growth being delivered by our core business. We will update the market further at our interim results presentation later in the year.”

Completion of the purchase of the four freehold pubs is expected in September, and the six leasehold purchases will complete on an asset-by-asset basis as they are subject to landlords’ consent, Fuller’s said.

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.

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.

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.

Sani Professional® Protect 360° sanitising wipes bring this established infection-prevention principle to hospitality. Plastic-free, dermatologically tested and food-safe, 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.

Healthcare environments have long recognised these limitations. Ready-touse, 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 wipe changed the dining experience once. Now it is ready to reinvent table sanitising.

The same principle makes sense in hospitality, where tables are sanitised frequently, quickly and by different

Request your FREE Protect 360° samples by emailing samples@sanipro-intl.com.

Pub Heritage Campaigners Seeking New Owners For Listed ‘Gem’ CAMRA’s Pub Heritage Group are appealing to experienced pub owners and operators from across the UK to consider taking on the Star Inn, Netherton before the present marketing period comes to an end.

ted, leading to this historic gem being potentially lost forever.

Paul Ainsworth, Chair of CAMRA’s Pub Heritage Group, said: “Entering Netherton’s only pub is like stepping back in time, with parts of the current building dating back to the 19th century. Losing such a treasure would not only strike yet another blow against our ever-depleting national pub heritage, but deprive the Netherton community, present and future, of a social hub that has served them for generations.

Currently advertised on Rightmove, the Star Inn is the sole pub in a rural village and boasts features of truly outstanding heritage importance but it sadly closed in 2023 due to the illhealth of the landlady. It is described by Historic England as a ‘rare example of a modest and largely unaltered Edwardian public house of great character’ and is especially notable for its simplicity of layout and fittings.

The Star Inn has spacious upstairs accommodation and outbuildings, plus extensive gardens and grounds, and the Group is concerned that greedy developers might only have eyes for its potential for conversion, noting that Rightmove is not a specialised platform to market pubs. There are fears that if the premises has not found a buyer during the marketing period, then a planning application for redevelopment could be submit-

“The Star Inn is listed, but the clock is ticking. If there is no buyer, the planners might well approve a change of use, even though this is a time when the constant haemorrhaging of our nation’s pubs is causing huge public concern.

Image credit: CAMRA

“Netherton lies at the heart of rural Northumberland, with the National Trust’s renowned visitor magnet of Cragside only 14 miles away, and a new operator would be well-placed to take advantage of the region’s booming tourism scene. A thriving pub that is also a heritage attraction in itself could drive more footfall and invigorate the whole area even more.”

22

CLH DIGITAL

Issue 333

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

26

CLH DIGITAL

Issue 333

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.

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Write the Check theproduct. time.

Write the Apply thedate. label.

Check the time.

Repeat.

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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.

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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.

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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.

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LABEL IT.are WASH IT. LET DISSOLVE. LABEL IT. WASH IT. LET IT DISSOLVE.

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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.

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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.

28

CLH DIGITAL

Issue 333

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.

BETTER VISIBILITY | BETTER CONTROL | BETTER BEER | BETTER BUSINESS Improve beer quality | Reduce beer waste | Increase keg yield Protect your brand | Improve your customer's experience www.flowbridgetech.co.uk Draught Technology. Connected. Measurable. Managed.

Powered by Brew Overwatch™

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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 333

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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

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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 333

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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

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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 333

CLH DIGITAL

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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 New Artemis Shower Cubicle from Kinedo for Compact Spaces Kinedo has expanded its shower cubicle range with the introduction of Artemis, a practical and stylish solution designed specifically for compact living spaces including mobile homes, caravans, holiday lodges, park homes and modular buildings.

Available in a choice of sizes from 800mm x 800mm to 1200mm x 800mm and heights from 1980 to 2070mm Artemis suits a variety of spaces and can be highly personalised using Kinedo's extensive range of Kinewall decorative wall panels.

Developed to offer a complete showering solution that is quick to install and easy to maintain, Artemis is sleek and contemporary in appearance, offering the same high-quality solution as the whole Kinedo range. The integrated cubicle package includes a choice of black or white profile, durable 70mm white shower tray, mechanical shower valve, pivot door, a 90mm vertical outlet waste with polished stainless-steel cover. Internal white Kinewall panels are supplied as standard, and these are pre-drilled for rapid installation, helping to reduce installation time on site.

Designed with both installers and end users in mind, the Artemis delivers a practical, high-quality showering solution for projects where space is at a premium, without compromising on comfort, functionality or contemporary design.

For further information please visit https://kinedo.co.uk

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.

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.

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?

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%.

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.

The answer should influence every subsequent design decision.

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

MAKING EACH SQUARE METRE WORK HARDER

Furniture, flooring, upholstery, wall finishes and fittings need to withstand frequent use, cleaning and the inevitable accidents associated with busy food and drink operations.

CREATING AN IDENTITY

Refurbishment also presents an opportunity to examine whether the existing layout is delivering the best possible commercial return.

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

Choosing materials purely because they look attractive can therefore prove costly if they deteriorate rapidly.

Hospitality operators pay for every square metre of their premises, so inefficiently used space can represent a significant missed opportunity.

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.

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.

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 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.

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.

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

REFURBISHMENT IS AN INVESTMENT, NOT SIMPLY AN EXPENSE The financial implications of a refurbishment naturally require careful consideration, particularly when operators are already dealing with significant pressures on costs.

DURABILITY MATTERS Hospitality environments are subjected to considerably more wear and tear than most domestic interiors.

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

SUSTAINABILITY AND REFURBISHMENT Environmental considerations are increasingly relevant to refurbishment decisions too.

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

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

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

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.

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

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.

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.

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.

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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 333

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

37

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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

Email

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...)

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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.

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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.

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Why Use a Specialist Hospitality Consultant?

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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

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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.

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