THE LEADING PUBLICATION FOR THE HOSPITALITY SECTOR & LICENSED TRADE Issue 335
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Cautious Optimism For Late-Night Economy After Closures Slow… But Pressures Remain
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The latest Night Time Economy Market Monitor, produced by the Night Time Industries Association (NTIA) and NIQ, powered by CGA intelligence, reveals that the number of late night venues increased by 0.4% between March and June 2026,
One in nine bars in Britain has opened in the last 12 months – an encouraging sign of confidence among entrepreneurs and investors.
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a small but significant reversal after years in which businesses have been battered by the pandemic, inflation and escalating operating costs.
• MICROWAVES • EXTRACTION CANOPIES •
Britain’s night time economy has finally shown the first flicker of recovery after six punishing years, but industry leaders are warning the new Prime Minister that the October Budget could determine whether that recovery gathers pace or disappears altogether.
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The report also shows particular resilience in bar numbers, which have risen by 1.3% year-on-year.
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Issue 335
Editor's Viewpoint
Welcome to the latest issue of CLH News GROWTH IS GROWTH – BUT DON’T KILL THE GREEN SHOOTS Once again, we take our good news where we find it. And, thankfully, our lead story this issue does provide us with some cause for cautious optimism.
EDITOR
Peter Adams
After what has been an extraordinarily difficult six years for Britain’s hospitality and licensed on-trade, the latest figures from the Night Time Industries Association and NIQ offer something we have been desperately short of for some time – a little bit of good news.
The number of late-night venues increased by 0.4% between March and June 2026. It may sound modest, and in the grand scheme of things it is, but after years of decline, growth is growth. The sector has endured a torrid time. Covid was an absolute disaster for hospitality, and what followed has been a seemingly relentless succession of challenges – inflation, soaring energy costs, higher employment costs, taxation, business rates, weaker consumer spending and, increasingly, concerns around transport and safety.
fallen out of love with going out. What has changed is how, when and where people want to go out. The traditional late-night economy is being reshaped. Consumers are increasingly socialising earlier, with the 5pm to 7pm period now accounting for 25.1% of on-premise sales, compared with 24.4% between 7pm and 10pm. Travel difficulties and safety concerns are also influencing when people choose to go home. So there are green shoots, but let's not get carried away. Behind that encouraging 0.4% figure lies a much darker picture. Britain has lost 28.7% of its late-night venues since March 2020 – an average of 12 net closures every month. Nightclubs have been hit particularly hard, with numbers down 36.1% compared with pre-Covid levels. So while we can welcome the first flicker of recovery, nobody should mistake it for a recovery completed. Far from it, profitability of hospitality remains fragile at best, and that is why the October Budget is so important. My great concern is that, just as the sector is beginning to show some signs of life, government could look at that growth and conclude that hospitality is now in a position to absorb yet more taxation. It isn't. The danger is that these green shoots are interpreted as a green light for further taxes and charges, and that would be a serious mistake.
the draught discount for pubs to be increased to 30% and for beer duty to be frozen. Its analysis suggests those measures could support an additional 7,100 jobs across pubs and breweries, including 3,400 jobs for people under 25. Those figures are the BBPA's analysis, rather than a guarantee of jobs that would materialise, but the wider point is difficult to ignore. The Government is rightly talking about getting young people into work.
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Well, here is an industry that has historically provided a first foothold in the jobs market for thousands upon thousands of young people.
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And I should know – I was one of them.
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My own introduction to the world of work included agency shifts, banquet work, washing dishes, working behind a bar and eventually moving into hotel and pub management.
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Hospitality gave me an opportunity.
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It taught me about customer service, teamwork, responsibility, dealing with pressure, turning up on time and, perhaps most importantly, dealing with people.
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So when we talk about supporting hospitality, we are not simply talking about protecting businesses or making it cheaper to enjoy a pint.
Businesses cannot simultaneously be expected to absorb higher labour, energy, taxation and operating costs, invest in their premises, employ more people, keep prices affordable and regenerate our town and city centres – and then be asked to shoulder yet another financial burden.
We are talking about jobs, training, skills, town centres, tourism, investment and opportunity.
At some point, the numbers simply don't add up.
That is why the BBPA's call deserves serious consideration alongside the NTIA's warning.
Yet, despite all of this, entrepreneurs are still investing. The latest figures show that one in nine of Britain's bars opened within the last 12 months. Bars overall are 3.1% above their March 2020 level, while cocktail, craft and themed venues have all experienced significant growth.
There is, however, another side to this argument which I think deserves far greater attention.
I would recommend readers sign up to our regular newsletter, which will deliver all the latest news directly to your inbox.
Hospitality is an employment engine.
You can sign up at www.catererlicensee.com/sign-up/
That tells us something important. Britain has certainly not
The British Beer and Pub Association has today called for
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.
EDITOR Peter Adams
SALES EXECUTIVES David Bartlett Guy Stephenson
PRODUCTION & DESIGN Matthew Noades
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Cautious Optimism For Late-Night Economy After Closures Slow (CONTINUED FROM FRONT COVER) SHARP GROWTH Rapid churn in the bar sector has brought sharp growth in the number of competitive socialising, themed and speciality bars. Many of these venues have opened at the expense of nightclubs and late-night bars, whose numbers have tumbled by 36.1% and 23.9% respectively since March 2020. The Night Time Economy Market shows how the after-dark economy is being redrawn by consumers’ growing preferences for going out earlier. Trading data from NIQ indicates that the share of sales generated after 7pm has dropped by 1.4 percentage points year-on-year as consumers return home earlier. On average, venues now generate more money between 5pm and 7pm than they do between 7pm and 10pm. The research from NIQ and NTIA also reveals variations in resilience around Britain. In the North East of England, the number of venues operating in the night time economy has dropped by 10.5% since March 2020 – a notably lower figure than the average of 14.3% across Britain. Lancashire, Scotland and Yorkshire have also outperformed the country as a whole, but outlets in Greater London have dropped by 15.5% in six years, while the East of England and Wales are down by 14.4% and 17.9%.
DARKER PICTURE However, late night venues remain almost 29% below pre-Covid levels as rising operating costs, taxation and failing late night infrastructure could extinguish the first signs of recovery the NTIA has warned, and that behind the headline is a much darker picture says NTIA. Britain has lost 28.7% of its late night venues since March 2020, equivalent to an average of 12 net closures every month. The contraction is twice the 14.4% decline recorded across hospitality as a whole, while the number of late-night venues is still down 3.1% in the last year alone. For nightclubs, the situation is even more dramatic. Britain now has 36.1% fewer clubs than before the pandemic, equivalent to six net closures every month. Nightclubs have suffered the worst decline of any segment tracked by the Market Monitor. Bars have proved considerably more resilient, with their numbers now 3.1% above March 2020 levels, exposing a fundamental reshaping of British nightlife rather than a simple disappearance of consumer demand. The transformation is happening at extraordinary speed. Fewer than half, 48%, of the late night venues operating before Covid remain unchanged today. More than a third, 38%, have exited the market, while 14% have entered it. Cocktail bars have increased by 39.9% since March 2020, craft bars by 22%, and themed bars by a staggering 290.8%.
Operators continue to face pressure from labour, energy, taxation, food and drink costs, weak consumer spending and inadequate late night infrastructure, all of which are squeezing already fragile profitability. Yet entrepreneurs are still prepared to invest. Of Britain’s 4,695 bars at the end of June, 515, around one in nine, had opened during the previous 12 months. That entrepreneurial appetite represents an enormous opportunity for the new government. But NTIA warns that businesses cannot be expected to invest indefinitely while the cost base beneath them continues to rise.
TRAVEL & SAFETY FACTORS NIQ’s sales data shows that Britain is increasingly becoming an “early night economy”. In just 12 months, the share of sales generated after 7pm has fallen by 1.4 percentage points. The period from 5pm to 7pm now accounts for 25.1% of On Premise sales, while 12pm to 3pm generates 24.5%. Both have overtaken 7pm to 10pm, which now represents 24.4% of sales. After 10pm, just 6.7% of sales remain. This is not simply a lifestyle change. Thirty per cent of consumers who are going out earlier cite travel issues and 27% cite safety factors. Investment in transport, security and late night infrastructure therefore has the potential not only to support businesses, but to unlock consumer demand currently being pushed into earlier hours.
GEOGRAPHICAL DIVIDE The report also exposes a striking geographical divide. The North East’s night time economy is 10.5% smaller than in March 2020, compared with a 14% contraction nationally. Lancashire, Scotland and Yorkshire have also outperformed the national benchmark, while Greater London has lost 15.5% of its night time economy venues and Wales 17.9%. Liverpool and Newcastle, meanwhile, are just 5.5% below their pre Covid venue numbers. The report points to sustained public investment in the night time life of some northern cities and argues that similar approaches could deliver economic, cultural and social returns elsewhere. The timing could hardly be more important. The October Budget lands immediately ahead of hospitality’s crucial Golden Quarter, when operators should be investing in staff, programming and venues and rebuilding the cash reserves needed to carry businesses into 2027. Instead, many are entering that period still carrying the burden of elevated labour, energy, taxation and operating costs.
EXTRAORDINARY OPPORTUNITY
The message for the new government is clear. Britons have not fallen out of love with going out, but the economics of going out, and of running the businesses they visit, have fundamentally changed.
Michael Kill, CEO of the Night Time Industries Association, said: “Britain’s nightlife has spent six years taking hit after hit, and these figures show just how much we have lost. Almost three in ten late night venues have disappeared since Covid and more than a third of our nightclubs have gone. That cannot become the new normal.
FRAGILE PROFITABILITY
“For the first time in a long time, however, we can see the beginnings of
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something different. Venue numbers have edged upwards, entrepreneurs are investing and consumers are still demanding new experiences. There is a recovery waiting to happen, but the government now has to decide whether it wants to accelerate it or tax and cost it out of existence. “The new Prime Minister has an extraordinary opportunity in the October Budget. Businesses need meaningful action on taxation and the cost of operating, alongside serious investment in transport, safety and late night infrastructure. These are not handouts. They are the foundations required to unlock investment, jobs, tourism and growth in towns and cities across the country. “The Golden Quarter should be the moment businesses rebuild. But you cannot ask operators to keep absorbing rising costs while simultaneously expecting them to invest, employ more people and regenerate high streets. “October is therefore much more than another Budget. It is a test of whether the government recognises the economic and cultural value of the night time economy. Get the conditions right and this fragile 0.4% growth could mark the beginning of sustained recovery into 2027. Get them wrong and the first green shoots we have seen in years could disappear before Christmas.”
CAUTIOUS OPTIMISM Karl Chessell, Director, Hospitality Operators and Food, EMEA at NIQ, said: “Britain’s late-night economy was hit hard by COVID restrictions and high inflation, but these latest figures bring very cautious optimism that it could turn a corner. Trading conditions remain very difficult, and slow consumer spending, high costs and weak night time infrastructure are all sapping sales and margins. However, with second-quarter outlet growth and the arrival of a new Prime Minister and Cabinet, better times might be ahead. If the government can tackle the major problems facing hospitality and consumers – especially through October’s Budget – the late-night economy could be at the heart of a much-needed economic revival in Britain.”
SURVIVORS The Market Monitor concludes that stability must not be mistaken for recovery. It argues that the signals the government sends ahead of the Budget, and the decisions ultimately taken on taxation, the cost of doing business, transport, safety and late night infrastructure, will directly influence investment, employment and business confidence over the months ahead. Britain’s night time economy has already demonstrated its ability to reinvent itself. Consumer demand is diversifying, new operators continue to enter the market and parts of the country are proving that decline is not inevitable. The opportunity facing the new Prime Minister is therefore bigger than simply preventing another round of closures. It is an opportunity to turn Britain’s pubs, bars, clubs, music venues and night time businesses from survivors of the last six years into engines of the country’s next period of economic growth.
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Issue 335
Taking On A Lease In The Hospitality Sector: The Key Risks And Opportunities By Rhodri Preece, Legal Director in the commercial real estate team at Birketts LLP (www.birketts.co.uk) be legally enforced.
a lease can be crucial.
TRADING HOURS, MENUS AND USE RESTRICTIONS
There will be conditions that a landlord will expect to be met before it gives its consent to underlettings or an assignment of a lease and a well drafted alienation clause can allow tenants to explore options to assign its lease to a different operator.
Hospitality businesses evolve constantly in response to changing consumer trends. Tenants may need flexibility to change what is being sold from their premises, the times at which they’re offered, or the manner in which they’re provided. Leases will often contain tightly drafted user clauses which could make it difficult for a tenant to vary its business, without obtaining landlord’s consent. The wider and more flexible the permitted use clause, the more adaptable and valuable the lease is likely to be over time however this also has benefits to a landlord, as a wider user clause can often achieve higher rental amounts at review. For many operators, taking a lease of hospitality premises is the most effective way to secure a prime trading location without the capital expenditure associated with acquiring a freehold. A lease can also provide flexibility (via break clauses) and support business growth (via or turnover rents). However, hospitality leases differ significantly from standard office or retail leases, and a poorly negotiated lease can create substantial financial and operational challenges long after completion – both for landlords and tenants. Here, we take a closer look at some key considerations relating to hospitality sector leases:
KEEP-OPEN OBLIGATIONS It may be beneficial for landlords of leisure schemes, shopping centres and mixed-use developments to include a "keep-open" obligation in their lease, which requires tenants to trade continuously during certain periods. While such provisions are intended to maintain footfall and vibrancy within a development, which can ultimately make the tenants premises more successful, they can often place an unreasonable burden on tenants to operate when they otherwise would prefer not to or may not practically be able to. There is also a risk from a landlord’s perspective that the clause could be unenforceable if it is too wide and/or unreasonable on the tenant. For this reason, tenants should seek appropriate carve-outs for certain scenarios and where their premises cannot open, and landlords should also take legal advice on whether what they are looking to impose, can
RENT REVIEWS AND SERVICE CHARGES Rent review provisions require careful scrutiny, from both landlords and tenants. Tenants should seek the protection of caps on rent review (whether the rent is being reviewed in accordance with the open market value or linked to CPI. Turnover rents are also often proposed by start-ups in the hospitality industry. The landlord will then be more interested in the success of a tenant’s business if it means that higher rents can be achieved. It can also mean that footfall to the landlord’s building can be increased, however this comes with risks to landlords, who may prefer the certainty that a fixed rental income provides. Equally important are service charge provisions – especially in mixed use schemes. Hospitality operators often contribute towards the maintenance, management and operation of wider estates or schemes. Costs can include security, cleaning, marketing, landscaping and estate management expenses. Tenants of mixed-use schemes should ensure that they are only contributing to services that their premises get the benefit of so e.g. a ground floor restaurant should try and exclude maintenance costs towards a lift used by the upper floors. Additionally, service charge caps can provide valuable protection against unexpected increases in occupational costs.
ASSIGNMENT RESTRICTIONS AND GUARANTEE EXPOSURE In the current challenging trading conditions, business requirements are subject to change at short notice and therefore the ability to dispose of
INFRASTRUCTURE AND ALTERATIONS Hospitality operations are uniquely dependent on building infrastructure. Adequate extraction, drainage, electricity capacity, gas supplies, air conditioning and telecommunications are often fundamental to the business model. Many operators discover only after signing that substantial expenditure is required to make premises operational, or that there may be restrictions on whether the relevant works are possible at all. For example, landlords are usually reluctant to grant consent to alterations that cut into the main structure of their building. Therefore, before committing to a lease, tenants should consider appointing a building surveyor, and investigate: • whether the existing infrastructure can support the proposed use • whether rights exist to install extraction ductwork and plant • the extent of alteration rights • the level of landlord control over future works. Restrictive alteration provisions can substantially increase fit-out costs and delay opening programmes.
OUTSIDE SEATING AND PAVEMENT RIGHTS External seating can significantly enhance customer experience and revenue. However, operators should never assume that existing terrace or pavement areas form part of the demise as they often will not and can often not even form part of the landlord’s interest. The right to use outdoor seating areas may depend on: • a separate licence from the landlord • local authority pavement licences • planning permissions • revocable consents. If outdoor trading forms a material part of the business plan, operators should ensure the necessary rights are secured and capable of enduring throughout the lease term.
CONCLUSION A successful hospitality lease is one that brings various disciplines together, to consider in advance how each stage of the business needs to work together to deliver a successful operation.
South West Ale Trail Spanning 150 Pubs Launches During Cask Ale Week Beer lovers are being invited to explore some of the South West’s most-loved pubs as a new ale trail launches across more than 150 venues to mark the start of Cask Ale Week 2026.
• Reach 100 different pubs and receive a further £50 voucher • Complete the entire trail by visiting all participating pubs and win a one-night stay at a St Austell Brewery managed house worth £200 It’s the first ale trail to span St Austell Brewery’s pub estate in more than a decade, encouraging people to explore the region, support local pubs and celebrate its thriving cask ale culture.
The Tribute Ale Trail, launched by St Austell Brewery to celebrate the 25th anniversary of its flagship pale ale, rewards participants for exploring pubs across Cornwall, Devon, Somerset and Dorset, with prizes ranging from free pints to a complimentary overnight stay.
The trail launches during a landmark year for both Tribute, which turns 25, and St Austell Brewery, which is celebrating its 175th anniversary. To mark the occasion, a special commemorative Tribute glass has also been created, showcasing the beer’s heritage, quality ingredients and the people behind its success.
From cosy village locals and coastal inns to countryside favourites, pub-goers can enjoy one of the region’s best-loved cask ales while collecting rewards and visiting new destinations along the way. Trail maps are available from any participating pub. Purchase a pint of Tribute to receive that venue’s exclusive location sticker, with only one sticker available per pub. To progress through the trail, participants must visit different venues across the region. The more pubs visited, the bigger the rewards: • Collect stickers from 10 different participating pubs and receive a free pint of Tribute • Visit 50 different pubs and earn a £50 St Austell Brewery voucher
Georgina Young, Brewing Director at St Austell Brewery, said: “The South West is home to some of Britain’s best pubs, so we wanted to create something that gives people a reason to get out and experience more of them. “The Tribute Trail is part pub adventure, part celebration of cask ale and a chance to support the brilliant pubs and communities that make this region so special. Whether you’re aiming for 10 pubs or all 150-plus, it’s a great excuse to explore somewhere new, find a new favourite pub and enjoy a pint along the way.”
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Hospitality Insolvencies Decline, but Caution Needed to Avoid Derailing Recovery The latest company insolvency statistics show accommodation and food services insolvencies dropped 24% from 306 in July 2026 to 233 in August 2026 and were down 12% year-on-year from 266 in August 2025. Saxon Moseley, partner and head of leisure and hospitality at leading audit, tax and consulting firm RSM UK, said: “The summer heatwave and World Cup lifted consumers’ moods and boosted the hospitality industry, leading to a decline in insolvencies. While there are positive signs of growth in the sector, recovery remains fragile, so caution is needed to avoid derailing the progress made over the summer. “The combination of ongoing geopolitical uncertainty, the increasing risk of
interest rate rises, shifting government policy and upcoming legislative changes could jeopardise the recovery of the industry. Operators will be hoping next month’s budget provides clarify and support, and doesn’t knock consumer confidence in the run up to Christmas.” Gordon Thomson, restructuring partner at RSM UK, added: “Things appear to be looking up for the hospitality industry with the summer trading boost helping to keep many businesses afloat. However, there may be tricker times ahead for operators. Historical debt may undermine an otherwise viable position, so restructuring assistance should be sought to help avoid the risk of future collapse if autumn trading disappoints.”
Marston’s Excel Prison Leavers Programme Marks 100th Hire Marston’s has reached a landmark moment for its Excel prison leavers programme, with 100 people leaving custody now employed across its pub estate.
“At Marston’s, we believe in second chances, and reaching 100 people in work through Excel is proof of what that belief can achieve. It says a lot about the candidates who have worked hard to rebuild their lives, and about colleagues across our pubs who were willing to look past someone’s history and back their potential instead.
The milestone falls during National Inclusion Week, when businesses across the UK are shining a light on building workplaces where everyone belongs – and few programmes embody that more directly than Excel.
“We know that finding stable employment upon release from prison can cut the likelihood of reoffending by as much as 87%, which is exactly why programmes like Excel matter so much, both to the people who join them, and to the communities our pubs serve.”
Since launching in 2022, Marston’s Excel programme has grown from offering employment on release to suitable candidates nationwide, to launching three purpose-built hospitality academies: the Lock Inn at HMP Liverpool, the Crown & Key at HMP Stoke Heath, and the Hope & Anchor at HMP Styal – the UK’s first commercially led hospitality academy inside a women’s prison. Each academy gives trainees hands-on culinary and front-of-house experience in a fully fitted working kitchen and restaurant, as they work towards recognised qualifications and a direct route into Line Chef roles at Marston’s pubs on release. The Crown & Key trains up to 40 men a year, while the Hope & Anchor trains up to 32 women a year, with both academies built on the model first proven at the Lock Inn.
The academies work alongside referrals from other prisons across England and Wales, helping Marston’s reach more people leaving custody and connect them with jobs. The company then supports each recruit to develop their skills, confidence and experience as they progress in the hospitality industry. Todd Lockley, Senior EDI & Communities Manager at Marston’s said:
Warinder Juss MP, Member of Parliament for Wolverhampton West, said: “Everyone deserves the opportunity to rebuild their life, and having a job is a crucial part of that journey. Marston’s Excel programme shows what can be achieved when employers are prepared to look beyond someone’s past and recognise their potential. “Giving people leaving prison a genuine route into stable employment is not only the right thing to do to assist with rehabilitation. It also helps reduce reoffending, preventing others from becoming victims of crime and builds stronger communities. Reaching 100 hires is a fantastic milestone, and I hope the programme continues to go from strength to strength.”
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Filling The Space, Protecting The Margin Percipient’s Sam Allen explains why venue finance must keep pace or risk profits being left behind The traditional venue business model is being turned on its head. Spaces that were once defined by a fixed purpose, customer base and calendar are increasingly being treated as flexible commercial assets. In a sector where rising costs continue to erode margins, venue operators are being forced to look at new ways to make their space work harder.
Traditional finance systems were often designed around predictable operating models and reporting cycles. That worked when decisions could comfortably wait for the month-end numbers, but is inherently ineffective when a venue is continually changing its proposition.
A conference suite can become a co-working environment during the week and a private dining space at the weekend. A stadium can move from matchday to concert, exhibition or corporate event. Hotels are extending beyond accommodation, introducing wellness experiences, pop-up restaurants and events designed to attract customers who may never stay overnight. But while the operational model is becoming more dynamic, the financial infrastructure underpinning it has not always kept pace.
Cloud-based financial management can help provide a more immediate view of revenue, costs and profitability across departments, locations and activities, which, as innovation becomes an increasingly important part of the venue proposition, is paramount. Operators are experimenting with new formats and experiences because standing still risks leaving valuable space, and potential revenue, on the table.
THE NEW ECONOMICS OF VENUE
If a new event format is launched, for example, operators need to understand its financial performance while there is still time to adjust pricing, marketing, staffing or capacity. Discovering weeks later that an initiative has failed to generate the expected return limits the opportunity to respond.
A new concept might increase footfall but generate limited margin. A premium experience might command higher prices but require significantly more staffing. An apparently successful event might perform well on revenue while underperforming once all associated costs are considered. The right platform, rather than simply recording the outcome, can help establish what success looks like, identify the break-even point and assess performance quickly.
MANAGEMENT
FAST-MOVER ADVANTAGE
Maximising utilisation is no longer simply about filling the calendar. Operators need to understand which activities are generating profitable revenue, which are consuming disproportionate resources and where there is genuine potential for growth. That becomes harder when businesses are experimenting with subscription models, premium experiences, seasonal activations, hybrid events and new customer propositions.
The multi-use venue is ultimately a response to changing customer expectations and intense competition for discretionary spending. Operators need to make every asset work harder.
Every additional revenue stream introduces complexity. Different pricing structures, cost bases, suppliers, locations and legal entities can make it difficult to establish a clear picture of performance. For finance leaders, the challenge is shifting from reporting what happened to understanding what is happening, and what should happen next.
SEEING AROUND CORNERS
But operational flexibility alone is not enough. The financial infrastructure needs to be flexible and agile too. As venues diversify their propositions, the ability to see performance across activities, locations and entities, and act on that information quickly, will become increasingly important. The future of venue management may be about creating more experiences in more spaces. But the organisations best placed to make those opportunities commercially sustainable will be those that can connect operational ambition with financial reality. Because when every space has the potential to become a revenue opportunity, finance needs to be able to see the opportunity too.
VisitEngland Launches National Campaign to Boost Coastal Breaks and Drive Visitor Spending VisitEngland is launching a major national campaign to inspire more people to book a coastal getaway, boosting visits and visitor spending in England’s coastal destinations through the autumn and into 2027.
Government has been giving it strong backing through the Great British Summer Savings scheme, which has been promoting great days out across the country.
From outdoor adventures and wildlife encounters to heritage, food and traditional seaside escapes, VisitEngland’s ‘All on England’s Coast’ campaign showcases the experiences that make England’s coastline one of the nation’s greatest tourism assets.
“For me, there is something truly special about a trip to the seaside. I have so many fantastic memories of holidays around the UK growing up, and it is a real pleasure to continue discovering new places along our coastline. In the past month alone I have visited Blackpool’s iconic seaside resort, Dorset’s famous Jurassic Coast and enjoyed a traditional cream tea in Devon.”
Through five themed coastal ‘clusters’, Creative, Nature, Outdoor, Historic and Classic, the campaign highlights the diverse experiences on offer across England’s shores, inspiring more domestic breaks and supporting coastal destinations and businesses.
VisitEngland Director Andrew Stokes said: “England’s coastal destinations are among our greatest tourism assets, offering world-class experiences, stunning landscapes and vibrant communities. Our ‘All on England’s Coast’ campaign shines a spotlight on the people, places and businesses that make our coastline so special, inspiring more people to book a break and support local economies.
The launch comes as VisitEngland research shows domestic coastal Image credit: Visit East of England breaks are down 18% year-on-year, with travellers also taking shorter trips, booking later and spending less. The opportunity is significant. If just 10% of spending on overseas travel was redirected to domestic holidays, it could generate an additional £8 “Every part of England’s coastline has its own story to tell, from spectacular walking trails and wildlife-rich billion for the economy. landscapes to culture, heritage, food and adventure. Whether visitors are looking for a short escape or a longer holiday, there’s something to suit every taste and budget. This phase of VisitEngland’s £1.2 million advertising campaign gets underway from 28 September until 1 November before returning from February to March 2027, working with a match-funded commercial part“As we head into autumn, there has never been a better time to discover somewhere new, support local ner to convert inspiration into bookings. tourism businesses and enjoy everything England’s coast has to offer.” Tourism Minister Stephanie Peacock said: “Tourism sits at the heart of our coastal communities, with millions of people choosing to visit the British seaside every year for their holidays. “The sector not only provides fantastic days out but is also a key part of the economy. That is why the
This first phase of the ‘All on England’s Coast’ advertising campaign will run across radio, podcasts, social media and digital channels, reaching audiences across England with inspiring content to drive bookings and visits this autumn and into winter.
Eat My Logo
branding images, printed directly into fondant icing. Customers can buy the finished product or just the fondant toppers to add to their own decorations.
Based in Chorley, Lancashire the team at Eat My Logo Limited strive to make brands tasty. Every week they send tens of thousands of branded food items to business around the UK to help them promote their brand in a fun and tasty way.
A growing confectionary range offers a choice of traditional sweets, packed in small eco friendly bags that are branded with your own brand or logo. You can also choose from tubs, jars and tubes.
With a wide range of products that include cakes and biscuits, confectionary and chocolate, there is plenty to choose from to meet the needs of your business. Eat My Logo bake their own cake and biscuit ranges, many of which are decorated with high quality edible
Their chocolatiers create delicious, branded chocolate bars and chocolate boxes using high quality couverture chocolate. These unique chocolate products are ideal hotel room favours, whether branded with an edible logo or a small pack of truffles.
With low minimum order quantities and competitive prices, they can offer a great range of products to add that extra special touch to your hospitality offering. For 25% OFF YOUR FIRST ORDER, please register your details via the QR code. www.eatmylogo.co.uk emlsales@eatmylogo.co.uk 01772 472 580 See the advert on page 2 for details.
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Cut Beer Duty to Keep Pints Affordable, Government Urged Increasing the draught discount for pubs by 30% and freezing beer duty could lead to more affordable pints and over 7,000 more jobs in the sector according to the British Beer and Pub Association.
ing it really tough to find work, supporting the beer and pub sector would mean Government are helping us create much-needed jobs. “Increasing the draught discount and freezing beer duty at its current rate would be an undisputed win-win, meaning more affordable pints, greater investment and more jobs.
Ahead of the Budget, the trade body is calling on the Government to support jobs, the price of a pint, and the industry through meaningful action. According to the BBPA, beer duty accounts for up to 40% of the wholesale price of beer, with British brewers paying some of the highest rates in Europe – twelve times that of Germany and Spain.
“Our brewers are forced to pay some of the highest rates of beer duty in Europe, twelve times more than Germany and Spain. Freezing the tax at its current rate, rather than the current planned increase, will start to bring our brewers closer in line with our European counterparts.
Beer duty and other cost pressures, including staffing costs and business rates, means that British pubs make just 12p per pint and brewers making 3p on a 500ml bottle of beer, giving businesses no other choice than to pass costs on to consumers.
“Ahead of the Budget, the Government has a real opportunity here to back Britain’s brewers, pubs and jobs by building on their support for the sector with a freeze on beer duty and a 30% draught discount.”
The trade body says that, with inflation still on the up, increasing the draught discount and freezing duty would give both pubs and brewers the space to invest, protect consumers from increased prices and hire more – especially young people.
In February, the Government increased beer duty by 3.6%. Whilst the treasury described this as being in line with inflation, the BBPA calculated a £129 million additional bill for Britain’s brewers every year.
Analysis from the BBPA finds that increasing the draught discount to 30% and freezing beer duty would allow pubs and brewers to employ 7,100 more workers, 3,400 of which would be for under 25s.
The trade body also revealed that every 1% increase to duty removes £35 million of potential investment from brewers.
According to the BBPA, of the 7,100 jobs, the regions that would benefit the most from these measures are the South East (1,066 jobs), South West (900 jobs), North West (789 jobs), London (760 jobs),and the East of England (675 jobs).
Ahead of the Budget, the British Beer and Pub Association is calling on the Government to support the industry through a freeze in the current beer duty rate, an increase in the draught discount to 30%, a review of employment costs for young people, permanent business rates reform and a fairer VAT regime for pubs and hospitality.
Emma McClarkin, CEO of the British Beer and Pub Association, said: “At a time when young people are find-
Peyton Sisters Expand Norfolk Pub Collection With Third Opening Hospitality entrepreneurs Siobhan and Caitriona Peyton have opened their third North Norfolk pub, The Three Horseshoes in Warham, following a major refurbishment.
Co-owner Siobhan Peyton said: “The Three Horseshoes is an important step in the development of our Norfolk collection. Each of our pubs has its own history, character and relationship with its local community, but they are connected by the same approach: excellent food, warm hospitality and memorable places to stay.
The development represents the latest stage in the Peytons’ strategy to restore distinctive pubs in sought-after Norfolk locations, preserving each pub’s individual identity while bringing them together through a shared focus on food, hospitality and destination stays.
“We believe there is a real opportunity to give distinctive Norfolk pubs a sustainable future by investing in the buildings, developing the food and accommodation offer and creating businesses that appeal equally to their local communities and to visitors to the region. Our focus now is on establishing The Three Horseshoes and continuing to build the collection thoughtfully.”
The historic inn, which dates back to 1725, has reopened with a new food offering, 10 bedrooms and extensively redesigned gardens. It joins the Peytons’ existing North Norfolk venues, Sculthorpe Mill and The Ship at Brancaster. Dating back to 1725, The Three Horseshoes is situated in the village of Warham, one mile from the North Norfolk coast and close to Wellsnext-the-Sea. The historic inn has reopened following a major refurbishment, with a new menu, 10 individually designed bedrooms and extensively landscaped gardens.
Executive Chef Elliot Ketley, who helped Sculthorpe Mill earn and retain its Michelin Bib Gourmand, oversees the food across the collection.
The Three Horseshoes joins Sculthorpe Mill, a restored 18th-century watermill near Fakenham, and The Ship at Brancaster, a coastal dining pub with nine bedrooms. Both have been recognised by the Michelin Guide and named by The Times and Sunday Times among the best places to stay in the East of England.
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Tourist Tax: What Could It Mean For Hospitality Businesses? By Andy Turner, partner at accountants and business advisers Mercer & Hole (www.mercerhole.co.uk) WHO ULTIMATELY BEARS THE COST? A levy charged as a percentage of accommodation costs could put further pressure on already tight margins if businesses are unable to pass the full cost on to customers. Equally, passing the cost on through higher prices could affect demand, particularly among more budget-conscious families, domestic tourists. Given the government has said it will give discretion to local mayors or strategic authorities where there are no mayors, to decide whether to implement the levy or not, some locations may find they are subject to a higher cost than their near neighbours in a neighbouring region. Visitors may decide to carry on visiting key cities and locations, but chose to stay outside of the city where the levy may not apply. There are also some important practical and financial considerations:
The Government’s recent announcement (September 2026) that English mayors will be given powers to introduce a levy on overnight stays as a percentage of the accommodation bill per night, marks another challenge for the hospitality and tourism sector. For accommodation providers, the key issue is not simply the introduction of a levy, but how it is designed and administered. While the policy is being positioned by the government as a way to generate additional investment in local economies, the implications for businesses that provide accommodation need careful consideration.
• Pricing and margins: Businesses will need to assess whether the levy can be passed on without adversely affecting occupancy or profitability. • VAT: The interaction between the levy, accommodation charges and VAT will need to be clearly understood once the detailed legislation is available. • Administration: Operators may face additional reporting, collection and compliance responsibilities. • Consistency and competitiveness: Hotels will need to consider how their destination compares with neighbouring areas and other UK and European destinations. A consistent approach across the UK, alongside a clear cap, could help provide greater certainty for businesses operating across different locations.
• Investment: There needs to be transparency around how the revenue generated from the levy is reinvested and whether such investment genuinely benefits the local visitor economy. • Employment: There is also a wider question around the potential impact on jobs. Hospitality plays an important role in providing entry-level opportunities for young people and school leavers, with many starting their careers in hotels and other hospitality businesses. At a time when employers are already facing higher employment costs, including increases in the National Living Wage and employer National Insurance contributions, hotels will be considering carefully how any additional costs affect their ability to recruit and retain staff. If the levy becomes an additional cost that cannot be fully passed on to customers, it could place further pressure on already tight margins and, in some cases, affect a hotel’s ability to create an additional junior or entry-level role. There is a legitimate argument to be made that visitors should contribute towards the infrastructure and services they use. However, the success of any levy will ultimately depend on how it is structured and whether the economic benefits outweigh the additional cost. The government will be keen to support small businesses in the sector and promote growth. As further details emerge, we will all be looking closely at what the proposed levy could mean for accommodation providers, tourism businesses and what businesses can do to prepare.
Global Chefs Event Hosted by Wales Declared an Overwhelming Success Wales enjoyed four days in the global spotlight in May when nearly 1,000 delegates from 70 countries attended the 41st Worldchefs Congress & Expo 2026 – the largest global event for chefs.
a President’s Medal. Speaking at the congress, Andy Cuthbert, Worldchefs president, said: “The last four days here in Wales have been extraordinary – it’s a time I will cherish as president.”
Held at the International Convention Centre Wales (ICC Wales), Newport, it was the international event’s first visit to the UK in its 98-year history.
“We have had an unbelievable experience here in Wales, topped off by a beautiful song from Katherine Jenkins. The organisation, comradery and support we have received have been just flawless.
The four-day congress and expo certainly put Wales on the world map, as it delivered more than 11.5 million social media impressions, attracted 263,537 website visitors throughout the campaign and generated 162 media mentions.
“The location and proximity to other hotels was perfect and ICC Wales as a venue is absolutely spot-on. Overall, it has been a wonderful event and, as president, I could not be happier with the end result.”
The post-event report by World Association of Chefs’ Societies (Worldchefs) revealed “overwhelmingly positive feedback” from delegates and stakeholders, recognising the quality of the congress programme, event operations, Global Chefs Challenge competitions and digital engagement tools.
Delighted by the post-event report, Mr Watkins is keen that hosting the congress leaves a positive legacy for Wales and the CAW.
The biennial congress was organised by the Worldchefs, largest international membership organisation in the food and beverage industry and hosted by the Culinary Association of Wales (CAW) with the support of chefs from the Home Nations. Themed ‘Pasture, Passion, Plate’, the congress brought together chefs, educators and hospitality professionals to celebrate the journey of food from its origins to the final dish and how it connects people, from farm to fork, across borders and cultures. To bring the curtain down on the congress, CAW ambassador Katherine Jenkins, OBE, Welsh superstar classical singer and co-founder of Cygnet Gin, received a standing ovation after singing ‘When you return to Wales’, a song especially written for the occasion. The Global Chefs Challenge finals were contested by 72 chefs, including Calum Smith head chef for Independents by Sodexo at Shrewsbury School, who was third when representing Wales in the Global Young Chefs Challenge Final. In recognition of their contribution to the hospitality industry and the organisation of the congress, Arwyn Watkins, OBE, CAW president, became the first Welsh chef to receive the Worldchefs Honorary Life Member distinction and Peter Fuchs, culinary director of The Celtic Collection and ICC Wales, was awarded
“We started the arduous journey to bring the Worldchefs Congress & Expo to Wales 12 years ago and the positive feedback from delegates underlines what an amazing event it was and how it put our small country on the world stage. “A big thank you goes to our partners, sponsors, suppliers, delegates and competitors for contributing to the success of this once-in-a-lifetime event. Now, we must all build on this legacy here in Wales to ensure that our country continues to punch well above its weight on the world stage.” The post-event report revealed that 52% of delegates were from Europe and 43% were attending congress for the first time. Nearly 72% of delegates surveyed said they had made new and valuable professional connections at the congress. Looking ahead to the next congress in Paris in 2028, 72% of delegates identified networking as the most important element and 73% said they would definitely attend the event. Other positives note were 65% said they would participate in future sustainability initiatives and 58% were interested in supporting young chefs initiatives through mentorship. Asked to name the most valuable part of the congress experience, one delegate said: “Welsh hospitality and exposure to Welsh food and drinks” while another commented: “It was the most wonderful experience of my lifetime, especially the different cuisine, lunch and dinner served were fantastic. I loved it.”
Logicall Wireless Solutions - Temperature Monitoring Manual temperature checks are costly, time-consuming, and prone to error. Staff need to take readings regularly, log them accurately, and spot potential issues before they escalate. But what happens if a fridge or freezer breaks down overnight? You won’t know until the next day—and by then, you’ve already lost stock and a day’s trade. That’s thousands in potential losses, all because manual checks can’t catch problems in real time. Automated temperature monitoring is the obvious solution. Smart sensors continuously track your fridges and freezers, alerting you instantly if temperatures rise or equipment fails. You stay audit-ready, paperless, and confident that your stock—and your customers—are safe. The cost? From just £40 per month, a small investment that can save thousands. One
breakdown avoided can more than pay for a year of monitoring by preventing wasted stock and lost sales. Make the switch to digital monitoring today—and unlock the full benefits of Logicall’s ecosystem. Beyond temperature, our solution includes energy monitoring, leak detection, digital HACCP checks, and much more. Protect your business, save time, cut costs, and simplify compliance—all with a single, smart system. 01672 569374 info@logicall.co www.logicallmonitoring.co.uk
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Foodservice Price Inflation Persists As Sector Costs Increase Food and drink prices in hospitality rose by 0.2% month-on-month in July, the latest Foodservice Price Index from NIQ and Prestige Purchasing reveals.
dropped in the Vegetables category thanks to favourable domestic supply conditions, although prolonged dry weather in the UK and Europe threatens future yields for several field-grown crops. Fruit inflation eased, driven by strong seasonal availability of UK-grown soft fruits, stone fruits and early apples. Despite this relief, overall inflation is a sign that climate variability and global supply constraints continue to exert persistent upward pressure on foodservice costs.
Upward movement in prices indicates that inflationary pressures remain firmly embedded across the hospitality supply chain, driven by a strengthening of underlying global commodity markets and ongoing weather-related concerns. High-inflation areas of the Index in August included the Sugar, Jam, Syrups and Chocolate category. Global sugar market prices moved sharply upwards as adverse weather conditions in Europe and Asia, combined with lower production in Brazil, significantly tightened supply expectations. These factors overshadowed a slight monthly decline in domestic pricing, highlighting the vulnerability of the category to international market shocks. The Meat and Poultry category also returned to inflation, reflecting renewed pressure across global protein markets. Strong demand and constrained supplies, particularly for pork and lamb, pushed international prices higher, further exacerbated by elevated feed and operational costs. Elsewhere in the Foodservice Price Index, the Milk, Cheese and Eggs category recorded its highest monthon-month increase in several months, after a tightening of raw milk availability in Europe due to hot and dry weather drove cheese and milk powder prices up. There was upward momentum in the Oils and Fats category as global vegetable oil markets hit their highest level since 2022, following high demand for palm and soybean oils and concerns over the potential impact of El Niño. These increases were partly balanced by deflationary movements in some areas of fresh produce. Prices
Shaun Allen, CEO of Prestige Purchasing, said: “While a 0.4% month-on-month increase shows that inflation remains in the market, it is a relatively minor fluctuation that suggests a level of temporary calm across the broader supply chain. We are seeing strong domestic supply in fresh produce actively balancing out the more volatile global commodity markets like sugar and dairy. However, operators should enjoy this relative stability while remaining highly vigilant. The overarching trend still points to persistent, underlying pressures driven by climate variability and geopolitics. The calm we are experiencing now requires proactive, strategic planning to ensure businesses are resilient when the next wave of global volatility hits.” Reuben Pullan, senior insight consultant in the hospitality operators and food team at NIQ, said: “The monthly uptick in foodservice price inflation is an unwelcome development as hospitality moves towards the crucial quarter of the year. It adds yet further to the huge burden of costs on operators, who will be anxious for targeted support in the government’s October Budget. An easing of some fresh produce prices is welcome, but an exceptionally hot and dry summer means respite may be limited. Sustained relief on inflation is likely to be some way off for businesses and consumers alike.”
Mitchells & Butlers Reports 2.1% Like-For-Like Sales Growth Mitchells & Butlers (M&B) has reported like-for-like sales growth of 2.1% for the 51 weeks to 19 September 2026, helped by a strong August Bank Holiday and a recovery in trading over the final quarter.
Looking to the 2027 financial year, M&B expects cost pressures to ease. It said its efficiency measures and continued capital investment should support further growth in operating profit, though it did not put a figure on that expectation in its update.
The company, whose portfolio includes All Bar One and Nicholson’s, said the August Bank Holiday weekend was a standout period, with like-for-like sales up 5.3%.
Phil Urban, Chief Executive, commented: “We are pleased to see like-for-like sales return to growth in the fourth quarter, with trading performance ahead of the market , demonstrating the strength and resilience of our diverse portfolio of brands and the appeal of our offering to guests. Looking ahead, we enter the new financial year with confidence. Normalised cost headwinds, combined with our ongoing efficiency initiatives and a proven capital investment programme, provide a strong platform for further growth in earnings and long-term shareholder value.
Across the fourth quarter as a whole, like-for-like sales rose 1.4%. M&B said the period was supported by the bank holiday and by strong sales of drinks. M&B kept up its investment in the estate over the financial year, completing 222 conversions and remodels across its restaurants, pubs and bars. The group also added 11 new sites and bought the freehold of four further properties. The company said the spending is part of its ongoing capital expenditure programme.
Image credit: Mitchells & Butlers
Mitchells & Butlers has a portfolio of managed restaurants and pubs, including Harvester, Toby Carvery, Miller & Carter, O’Neill’s and Browns.
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How Hospitality Operators Can Get AI Speaking Their Language By Patrick Clover, Founder and CEO of Stampede (https://stampede.ai)
As a people-first industry, some within the hospitality sector have feared that technology will replace the human element of the experience. Others fear the potential disruption to service during new technology implementation, which is something operators simply cannot afford these days. However, with margins shrinking and costs continuing to rise, operators are progressively becoming more aware of the fact that digital transformation is a critical step needed to protect revenue and improve operational efficiency, among others. As a result, AI is increasingly being adopted, yet implementation is uneven. Research from NIQ, powered by CGA and Sona, highlights that while almost half of the operators interviewed reported using AI for copy creation, emails and reporting, the percentages are much lower for marketing strategies (27%), stock optimisation (12%) and shift scheduling (27%). This disparity, perhaps, points to an uncertainty about how, and where, AI can provide the most measurable value. Arguably, it may also point to disjointed and rash implementation by some. Patrick Clover, Founder and CEO of Stampede, argues that while operators must move quickly, a disjointed, fragmented approach to AI will not work in the hospitality sector. Instead, true return on investment will only be achievable if operators balance speed with a clear, long-term strategy. To achieve this, operators must establish an understanding of what their digital landscape - or ‘world’ - looks like. This provides insight into the foundations that need to be developed or improved. With that in mind, here’s how operators can take a fast, but considered, approach to AI adoption.
ESTABLISHING THE RIGHT FOUNDATIONS FOR AI Many operators are feeling the pressure to move quickly in the face of
disruption and spiralling costs. However, “moving fast” and “moving well” with AI and digitisation do not simultaneously go hand in hand. Operators must start with a considered evaluation of the business’s entire digital system. What data exists, and where? What does that data tell the operator about their customers, suppliers, and their relationships? And, how does that all map into a system that defines what they do and how they do it?
touchpoint informs the others, allowing teams to make better decisions around demand, guest preferences and revenue opportunities, whilst also reducing missed bookings and improving engagement before the visit.
This is where a business process and technology audit can help operators to gain an understanding of their systems. This includes the data they have, what is usable and digital and what is currently missing or offline. Operators can then establish a foundation for where data is consistent, connected and defined in a way that reflects how the business truly operates. This vital phase provides operators with the insight to develop an appropriate strategy to move forward.
STREAMLINING INVENTORY MANAGEMENT AND SERVICE
The temptation to adopt technology without this critical step is where many can fall short. By adopting AI in individual, separate areas, the output is limited. For example, if it's only connected to the booking system, the AI will simply be a reservationist. It won’t be able to communicate with staffing and scheduling platforms to truly impact shift performance. Moving quickly in a disjointed fashion will only result in operators owning several different AI-enhanced tools which don’t speak the same language. The tools only become slightly more efficient in their own silo, and operators miss out on the significant benefits that properly mapped AI technology can provide - a stack that seamlessly shares data and learnings effectively.
AI can be used across back-office functions to address this. Predictive demand tools can analyse historical data alongside seasonal and marketing trends to forecast demand more accurately. This can identify top-performing items, refine menus and plan promotions with greater confidence, reducing waste while protecting revenue.
HOW AI IS HOLDING OPEN THE FRONT DOOR Once foundations are established and data communicates seamlessly, AI can then be adopted quickly across the business. Guest engagement is a great place to start. AI can be adopted across digital communications, booking systems, guest communications and reviews. With AI helping to manage guest enquiries and bookings, teams on the ground can focus on delivering a great service that is supported with information shared by these systems. For instance, AI can organise reservations, pulling data from across the business (including multi-site brands) to optimise table allocations based on guest data, seating patterns and preferences, leading to improvements in efficiency and capacity. By having AI analyse guest communications and reviews, the technology can identify upselling opportunities to increase spend per head, flag the guests most likely to cancel and send automated reminders to reduce no-shows. AI tools can detect feedback sentiment and context, then suggest responses to reviews, helping teams prioritise feedback and respond consistently. In silos, the tools improve performance in singular areas. However, when AI can be joined up and communicate across all of these guest engagement areas, the value of all the tools compounds significantly. Each
The technology doesn’t have to be limited to front-of-house customerfacing touchpoints, however. Greater benefits can be unlocked if the data links and ‘speaks’ across both front-of-house and back-office traditional functions, with AI employed across the entire business.
Operators often struggle with forecasting and resource planning. After all, tracking stock levels accurately is a fine balance. Buy too little, and you risk running out and losing out on potential revenue. If you buy too much, you create waste, which also impacts a business's bottom line.
AI tools can also provide support with staffing and rotas. By having AI deployed across the entire business, data can be connected from reservations, expected demand and stock levels, allowing operators to plan rotas more effectively, ensuring teams are neither under- nor overresourced throughout each shift in the day. Clearly, this considered approach with fast adoption across back-office systems - such as inventory management, staffing and ordering data - and front-of-house and guest engagement systems is where further advantages are found.
CONCLUSION As AI adoption continues to grow, many operators will begin to see the benefits within individual parts of the business. However, if AI only sits within one platform, it will only ever function within that limited view. The moment it’s asked about other parts of the business without the right data, it will likely make assumptions and get things wrong. Only by connecting systems properly can context be achieved. When connected, AI moves from optimising a single function to interpreting patterns across the wider operation, helping guide more effective service and business planning and execution. The impact of this is not about replacing the human side of hospitality, but strengthening it, allowing teams to be present on the ground, equipped with the insight they need to perform at their best. Operators wishing to obtain this level of return must move quickly though. First, establishing a connected, wider view of the business. Then, once all systems are aligned, AI can quickly move beyond delivering small improvements, towards helping to create a more efficient, informed and responsive hospitality business that delivers consistently better guest experiences over time.
Heineken in Talks to Buy 300 Stonegate Pubs in a Deal Worth £300m
Heineken is reportedly close to agreeing a deal to buy around 300 pubs from Stonegate Group, in a transaction said to be worth about £300 million.
According to the Sunday Times, Stonegate, the UK’s largest pub operator, plans to sell up to 1,000 of its strongest-performing sites as part of efforts to reduce borrowings of around £3 billion (roughly €3.5 billion).
mance in its history, covering the 28 weeks to 12 April 2026. Adjusted EBITDA rose by £17 million to £201 million, while the adjusted EBITDA margin improved by 3.7 percentage points to 24.8%.
The company also reported record bookings during the FIFA World Cup, with 12.5 million drinks sold across the tournament.
The Dutch brewer already has a significant presence in the UK ontrade. Its Star Pubs & Bars business runs around 2,350 pubs, and its UK portfolio includes Birra Moretti, Amstel and Cruzcampo.
A Stonegate spokesman said: “As we have previously said, we continue to look at options for the Platinum portfolio, which could include a refinancing, partial sale or full sale of the Platinum sites.
Stonegate operates about 4,500 pubs nationwide. Much of its debt dates from its acquisition of Ei Group, formerly Enterprise Inns, in a deal worth about £3 billion. That deal was agreed in 2019 and left the group heavily leveraged shortly before Covid-19 restrictions forced pubs to close for extended periods.
“No decisions have been made. We are continuing to make good progress on our transformation strategy, with profits up 9% to a record £201million in the first half of the year.”
Trading has since improved. Stonegate said in June that it had delivered the strongest half-year perfor-
Investor appetite for pub assets has been supported by this trading momentum and by a more supportive policy backdrop. The government has announced a 20% reduction in business rates for pubs, clubs and music venues.
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PM Backs End To Football’s In-Stand Drinking Ban, But Police Urge Caution Prime Minister Andy Burnham has said the law preventing football supporters from drinking alcohol in view of the pitch should be reconsidered. He called it a discriminatory restriction rooted in a different era for the sport.
over the last 40 years, and it is right that we ask whether regulation has kept pace with the modern game. This is not about unrestricted drinking. It is about responsible, evidence-led reform, underpinned by the sophisticated safety, licensing, stewarding, policing and technology that exists in stadiums today.
Speaking to journalists during a visit to New York for the United Nations, the Everton fan said it was unfair that football supporters faced restrictions not applied to followers of other sports. He suggested a trial period could be one way of easing the rules, and said this was a long-held personal view he had no intention of abandoning. The Sporting Events (Control of Alcohol etc.) Act 1985 bars spectators in England and Wales from drinking alcohol within sight of the playing area at matches in the top five tiers of the men’s game, from the Premier League to the National League. Fans can buy drinks inside grounds but must consume them away from the stands. The law was brought in during a period of widespread concern over hooliganism.
WELCOME INTERVENTION The Football Supporters’ Association (FSA) welcomed the Prime Minister’s comments. Chairman Tom Greatrex said it was unfair to treat supporters as criminals for enjoying a pint at a match, pointing out that the same person can drink from their seat at a concert or a rugby league fixture. He said clubs were also increasingly supportive. The FSA says trials in the women’s game, involving Women’s Super League and WSL2 clubs, have gone well, with drinking in the stands now permitted at many grounds. Greatrex added that the English Football League has long backed a pilot in the men’s game. The FSA said it looked forward to contributing to any consultation. The Night Time Industries Association (NTIA) also backed calls for a fresh look at the 40-year-old restrictions preventing football supporters from consuming alcohol in sight of the pitch. The NTIA believes the debate should focus not on unrestricted drinking, but on whether modern technology, stadium management, licensing, stewarding and policing now provide an opportunity for a more proportionate, evidence-led approach. Michael Kill, CEO of the Night Time Industries Association, said: “Football has changed beyond recognition
Available in Big Value 1Kilo Bag
The current rules can have unintended consequences, concentrating thousands of supporters onto concourses at half-time with a very short window to purchase and consume a drink. We should consider whether allowing controlled consumption over a longer period could encourage more responsible drinking and ease pressure on concourses. We have also seen encouraging outcomes from trials in women’s football, demonstrating that alternative approaches can be tested within robust safety frameworks. For lower-league clubs, this could also provide a significant new source of matchday revenue at a time when many desperately need greater financial sustainability. Forty years on, this is an opportunity for a new era of regulation. A carefully controlled pilot in the men’s game, developed alongside clubs, police, licensing and safety authorities, would allow the evidence to determine what comes next.”
POLICE OPPOSE CHANGE WITHOUT EVIDENCE The UK Football Policing Unit responded with a warning. A spokesman said any fundamental change made without a thorough review of the evidence and proper consultation with police would be “incredibly rash”. The unit said it would welcome a meeting with the Prime Minister to set out how the proposals could affect policing and the safety of fans and staff. Its spokesman argued that, although only a minority are involved, football sees more violence and criminal behaviour among supporters than other sports, with alcohol frequently a factor. Allowing more drinking during matches, he said, would be irresponsible. He also noted that the current framework followed a series of football-related tragedies and the resulting Taylor Report, and that the country is now in its longest period without a major disaster at a football ground.
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Seafood, Smoke and Searing Heat: Inside The Kitchens Rewriting British Dining New research from Hot Pickle Innovation Lab and The Staff Canteen – surveying 123 of the UK's top chefs and operators – found that 85% of chefs believe dining expectations are shifting faster than they ever have. The uncomfortable follow-up stat: nearly a third are still selling the same dishes they were five years ago. Here lies the innovation gap. It's the reason Hot Pickle is launching a Restaurant Award at Future of Food, not to congratulate the industry on how far it's come, but to find and spotlight the kitchens doing a lot more than small menu tweaks. The disruptors, the innovators, the changemakers… all who are contributing to a new generation of food. “Restaurants are the test beds of future supermarket products and home cooked recipes,” says Rupert Pick, Co-Founder of Hot Pickle. “Chefs challenge the boundaries of gastronomy and set the trends of tomorrow.” So, what’s on the menu?
FERMENT OR GO HOME Over half of the chefs surveyed say they now use ferments and pickles (53%) in their cooking, with miso and koji (40%) and seaweed (37%) close behind. It's important to remember that this is not a garnish trend, it's structural. "Ferments are playing a big role in how chefs approach flavour," says Stuart Ralston, chef-owner of the Aizle Restaurant Group. "Ingredients like miso or koji bring a depth and savoury quality that's hard to achieve otherwise." At his restaurant LYLA, that influence runs deeper still – chawanmushi and light ferments doing quiet, precise work rather than shouting for attention.
‘LOCAL’ ISN'T JUST A NICE TO HAVE. IT'S THE EXPECTATION Provenance used to be the thing you charged a premium for. Now 65% of operators say "local" is the single claim diners care about most, and 71% would pay or charge more for it, verified. "Local sourcing is important to us here at the hotel – we're right on the border of Scotland and England," says Dan Ashmore of SCHLOSS
Roxburghe. "I think provenance is thrust into the forefront by the huge social media following of chefs and restaurants – it's a great market to be in." Down in Devon, Rockfish and The Seahorse founder Mitch Tonks sees the same pattern with British seafood specifically: "People increasingly trust in the provenance. There's a real wave of creativity and innovation around seafood at the moment."
FISH IS THE NEW PROTEIN FLEX Fish and seafood is now the fastest-growing protein category, featuring on 48% of menus. But it's not just about what's on the plate, it's what's not wasted. "There's a big shift toward using the whole product," says Theo Creton, Head Chef at MARA. "Guests love the story behind it – knowing the boat it came from, that nothing is wasted. In many cases the by-products are actually the most interesting part." At Barry Fish in Edinburgh, chef patron Barry Bryson agrees the driver is education, not novelty: "People know a lot more – not just the health benefits of eating fish, but also what fish and when to eat it."
"HEALTHY" HAS QUIETLY BEEN REDEFINED Forget the plant-based swap era. When asked what "healthy" means to today's diner, 70% of chefs said natural, minimally processed ingredients – not calorie counts or meat-free menus. "The era of virtue-signalling via plant-based swaps is giving way to a genuine demand for clean, honest cooking," says Ollie Lloyd, Head of Innovation at Hot Pickle Innovation Lab.
THE INDUSTRY IS BRUISED AND ASKING FOR BACKUP None of this innovation is happening in easy conditions. The hospitality sector saw 382 net closures in the final quarter of 2025 alone – four a day. Ninety-four per cent of chefs and operators say the Government isn't doing enough, and 69% want a VAT cut above anything else. This is the backdrop the Hot Pickle Restaurant Award at the Future of Food competition was built for – not a popularity contest, but recognition for the operators proving that ambition and survival aren't mutually exclusive. As Rupert Pick, Co-Founder of Hot Pickle, puts it: "Restaurants are the test beds of future supermarket products and home-cooked recipes. Chefs challenge the boundaries of gastronomy and set the trends of tomorrow. We want to recognise Britain’s boldest kitchens today." Think your menu cuts the mustard? Entries for the Hot Pickle Restaurant Award will close on 25 September, get yours in before it’s too late!
Only A Pavement Away Hosts 6th Annual Cook & Dine Event, Raising Over £76,000 Last week, Only A Pavement Away, the national charity supporting people looking to rebuild their lives through employment, held their 6th annual Cook & Dine event, raising an incredible £76,548. Only A Pavement Away is the national charity that supports people facing homelessness, prison leavers and veterans, to rebuild their lives by providing employment opportunities, financial support and tailored learning & development. The charity acts as a vital bridge between forward thinking employers in the hospitality industry and referral partners.
Server”. This year was one of the most memorable yet, with the Top Server accolade being awarded to Ben McCarthy, son of Ashley & Kelly McCarthy who are proud ambassadors of the charity and highly admired figures across the hospitality sector. This marks the second time Ben has been awarded as the “Top Server” title. Greg Mangham, Founder & Voluntary CEO of Only A Pavement Away, said “Gill & I continue to be amazed at the support the industry gives to both Cook & Dine and Only A Pavement Away overall. The funds raised this year are staggering, especially when the industry is facing such a tough time. Cook & Dine has such a brilliant atmosphere & continues to grow each year. Big shout out to all our volunteers, guests and the incredible Waldorf Hilton.”
The annual Cook & Dine event is well established as a firm favourite in the hospitality industry event calendar. The event brings together leading figures from the sector – from CEOs to HR directors to business founders, and everything in between – to join forces as volunteers across the kitchen and serving staff to host an impressive lunch event for up to 360 guests, working under the leadership of Tom Aikens, Michelin-starred chef and proud patron of the charity, making it a truly unique and memorable event for everyone involved.
The event also saw the unveiling of a brand-new charity song, written by Tim Andrews of Talking Hospitality and performed by Cameo Williams, The Voice UK 2020 finalist, with the project made possible through the support of Dawn Lawrence, CEO/Founder of HJUK and Grace Hayhurst, Director of Sensible Music. The song will be available to purchase later this year.
The event also encourages competitive spirit amongst the volunteers, with the team of waiters and waitresses going head-to-head to generate the most donations for their service and be awarded as “Top
This event is an important reminder of how unique, inclusive and inspiring the hospitality sector is, and a shining example of the important work that Only A Pavement Away do to rebuild lives.
Kinedo Set To Make A Statement At HIX
After its inaugural year exhibiting at the HIX show in 2025, bathroom brand, Kinedo, has committed to taking a space again in 2026 at the exhibition’s new home at Excel in London.
With a range of products that are highly suited to the hotel sector, the company will be displaying a selection of walk-in showers, contemporary, cuttable shower trays and Kinewall statement wall panels, including the new Signature range. For brave designers and hoteliers that are looking for bathroom with a difference, the new Kinedo Signature collection is a set of bold patterns that truly create a stand-out space. Imagine a Highland Cow in a Highland Hotel, a Peacock in a Manor House Hotel or a Lion in, well, any room that merits a bit of fun and adventure. These animal-inspired panels join the funky giraffe
that debuted at HIX last year and extend a range of other show-stopping designs.
Kinedo’s parent company is SFA Saniflo and the stand team will also be able to discuss how Saniflo’s world-renowned pumps and macerators can work in conjunction with Kinedo products for installations in awkward spaces. Designed to facilitate the discharge of water waste from bathrooms where there is no existing pipe infrastructure or no gravity drainage, such as lofts and basements, Saniflo products are able to convert redundant space into revenue generating rooms. The team is looking forward to welcoming customers old and new onto stand J65. For further information please visit www.kinedo.co.uk
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North Wales Council Pauses Tourist Tax Plans After Consultation Exposes Deep Opposition Cyngor Gwynedd has put the brakes on its proposed visitor levy, citing the scale and intensity of feedback gathered during a public consultation that ran through the summer. An update report presented to the council confirmed that the scheme, which would have seen overnight visitors to the county charged a nightly fee from October 2027, will not proceed to a decision this September as originally scheduled. Officers said there had not been sufficient time to properly work through the volume and complexity of responses received. The report described the public mood at consultation events as “heated, challenging and opposing,” with strong and often conflicting views expressed by those who attended.
CONSULTATION DREW RECORD RESPONSE The council’s consultation period, which ran from May to July, was extended by 11 days at the request of the Gwynedd and Eryri 2035 Partnership. It went on to attract 6,856 responses in total — a figure officers said comfortably surpassed turnout for previous council consultations and dwarfed the response rates seen when neighbouring authorities canvassed opinion on similar schemes, with roughly 2,000 replies logged in Anglesey and 1,300 in Conwy. Early analysis of the Gwynedd figures points to a county divided. Among residents, 48.7% backed the levy against 43.5% opposed. The picture was starkly different within the business community, where only 14.7% supported the proposal and 79.5% were against it. Visitors themselves were similarly unconvinced, with just 10.7% in favour and 79.9% opposed. Taken together across all three groups — residents, businesses and visitors — 22.7% of respondents supported the levy, while 68.5% opposed it. Council cites time pressure and weight of feedback Explaining the delay, the council said it was “not currently in a position to make a decision on the
Gwynedd visitor levy proposal,” pointing to the extended consultation window, the unexpectedly high response volume, and the breadth of concerns raised by participants. The authority had been working toward submitting its proposal to the Welsh Revenue Authority this month, with a view to beginning collection of the charge from 1 October 2027.
WHAT THE LEVY WOULD HAVE CHARGED Under the shelved plans, visitors staying in hostels, shared accommodation or on campsites would have paid 75p plus VAT per person, per night. A higher rate of £1.30 plus VAT per person, per night was proposed for most other forms of accommodation. Certain groups would have been exempt, including under-18s, guests booked in for stays exceeding 31 consecutive nights, and people placed in emergency or temporary accommodation by a local authority.
PART OF A WIDER SHIFT ACROSS BRITAIN Gwynedd’s proposal follows legislation passed by the Senedd in July 2025 that gave Welsh councils the power to introduce an overnight visitor charge. The move to delay comes shortly after separate plans were confirmed by Prime Minister Andy Burnham to hand mayors across England equivalent powers to introduce their own overnight visitor levies — a development that has intensified debate across the UK hospitality sector about the cumulative cost of such charges to operators and travellers alike.
LittlePod Gets Behind the Exeter Chiefs Women for the 2026/27 Season LittlePod, the Devon-based premium real vanilla brand, is delighted to announce it has become a new kit sponsor of Exeter Chiefs Women for the 2026/27 season. The partnership was officially unveiled at a media event at Sandy Park on Thursday 17th September, bringing together representatives from both LittlePod and the club to mark the new season ahead. As part of the deal, the LittlePod logo will feature across the back of the team's shorts, giving the brand pride of place alongside Exeter Chiefs Women throughout the coming season. Janet Sawyer MBE BEM, Managing Director at LittlePod said: “We're thrilled to be joining Exeter Chiefs Women as a kit sponsor this season. As a fellow “glocal” Devon business we are a player on both global and local pitches with our own vanilla products – so supporting a team that represents our region, broadcasting right across the world is a
natural fit for us. We can't wait to see the shorts in action. This year we are very much behind the Exeter Chiefs Women’s Rugby team!" LittlePod joins the club's roster of partners for 2026/27 as Exeter Chiefs Women build on their recent form and continue to grow the profile of women's rugby, both in the South- West and nationally.
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Industry Stars Celebrated at AA Hospitality Awards 2026 AA Restaurant of the Year
AA Hotel & Hospitality Services has revealed the winners of its 2026 awards, honouring the exceptional accomplishments of British hospitality professionals.
England – The Star Inn, Harome, North Yorkshire Wales – The Walnut Tree Inn, Abergavenny, Monmouthshire
Celebrating 70 years of the AA Rosette award, close to 1,000 guests gathered at JW Marriott Grosvenor House, London for one of the most prestigious evenings in the hospitality calendar.
Scotland – Swadish by Ajay Kumar, Glasgow, Glasgow City
AA Group of the Year
The awards recognise the hospitality industry’s incredible people, hotels, restaurants, spas, inns and B&Bs, as well as the teams behind the scenes, who are setting the standard for hospitality excellence across the sector.
The Celtic Collection, Newport, South Wales
AA Hotel of the Year England – Calcot & Spa, Tetbury, Gloucestershire
Leading chef, Adam Byatt of Trinity Restaurant was voted by his fellow AA Rosette-holding chefs as the AA Chefs’ Chef of the Year 2026 (sponsored by Woods Foodservice). Through his creativity and innovation, Adam has become known for his classically rooted seasonal cooking, with a focus on bold, honest flavours. At Trinity, this translates into an imaginative, distinctive culinary style that reflects the very best of who Adam is.
“That commitment to excellence is what sets British hospitality apart and underpins its world-renowned reputation. Congratulations to all the winners, nominees and new Rosette holders. It is a privilege to celebrate their achievements.”
Adam Byatt said of his win: “Winning this award is a huge honour. I’m incredibly proud and grateful to have been chosen as this year’s AA Chef’s Chef of the Year out of such an esteemed group.”
AA HOSPITALITY AWARDS – 2026 WINNERS AA Chefs’ Chef of the Year
AA Rising Star of the Year
Adam Byatt of Trinity Restaurant, London
AA Inn of the Year
AA Lifetime Achievement Award
The Penny Bun, Otley, West Yorkshire
David Morgan-Hewitt of The Goring, London
AA Sustainable Award
AA Outstanding Contribution Award
Malmaison & Hotel du Vin, Nationwide
Adam Terpening, Charity Director for Room to Reward
The full list of this year’s AA Hospitality Awards winners can be found on the AA’s Rated Trips website here.
Simon Numphud, Managing Director of AA Hotel & Hospitality Services said: “The AA Hospitality Awards exist to recognise the passion, dedication and high standards that go into delivering exceptional hospitality, and this year’s winners are a wonderful example of that. These awards recognise incredible people in our industry who care deeply about what they do to give their guests the very best experience.
Scotland – Crossbasket Castle, High Blantyre, South Lanarkshire Wales – Porth Tocyn Hotel, Abersoch, Gwynedd Northern Ireland – Culloden Estate & Spa, Holywood, County Down
AA Small Hotel Group of the Year Firmdale Hotels, London IIona Harris, Cromlix, Kinbuck, Stirling
Bidfood Celebrates Three Years Championing Food and Drink SMEs Through its Open Doors Programme Bidfood has marked the third anniversary of its Open Doors Programme, celebrating 33 innovative food and drink suppliers it has introduced into the wholesale market. With SMEs accounting for 98.8% of businesses in food and drink manufacturing[1], Open Doors has played a pivotal role in raising brand awareness, growing from a meaningful platform into a thriving community of entrepreneurial food and drink businesses. Created to support emerging food and drink suppliers as they navigate the challenges of scaling through foodservice, the Open Doors Programme provides SMEs with expert mentoring and industry insight, using a three-step development journey to ‘Nurture’, ‘Champion’ and ‘Accelerate’. From this, the brands have secured national distribution through Bidfood, providing customers with innovative products with sustainable credentials, as well as strong social value and authentic stories. Among the latest group of suppliers to join Open Doors is Half the Story, a social enterprise supporting people who have experienced homelessness or faced significant barriers to employment. Through its bakery, Half the Story creates delicious, purpose-led biscuits, while providing meaningful jobs, skills and opportunities. Also joining the latest group is KWERKY, a powdered plant-based milk that serves as an alternative to traditional liquid plant-based milk. KWERKY helps chefs and caterers reduce waste, save storage space and simplify catering for a wide range of dietary requirements. The business is also set to be featured within an
upcoming Channel 4 series later this year. Andrew Allen, Entrepreneur in Residence at Bidfood, said: “When we launched Open Doors three years ago, our ambition was simple: to remove the barriers that often prevent brilliant entrepreneurs from succeeding in foodservice. “What started as a question to Bidfood’s CEO, Andrew Selley, has progressed into 33 suppliers so far, each bringing something fresh and innovative to the table. These brands demonstrate why supporting SMEs is crucial for the future of our industry, and I’m excited to see where Open Doors will go.” Matt Parfitt, CEO of Half the Story, added: “This partnership has literally opened doors for Half the Story, giving us a platform and access to thousands of new customers. More delicious handmade biscuits sold means more new jobs created, and even more lives changed. So Bidfood is also opening doors into employment for people facing barriers to work.” Nikki Garg, Founder of KWERKY, also added: "Joining the Open Doors Programme has been transformative for KWERKY. It's allowed us to connect with chefs, customers and Bidfood teams across the country. “It’s helped turn KWERKY from an emerging challenger brand into a product being explored across sectors including healthcare, education and public sector catering. For me, it’s proof why programmes like this matter. Small brands don't necessarily need the door held open forever. Sometimes we just need someone to open it once and allow us to show what we can do." [1] Gov.uk – July 2026
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.
Available now, the new oat drink can be purchased directly through Brakes and via wholesalers nationwide.
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.
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.
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.
“Sustainable, premium and convenient, we’re confident that it will soon be a staple part of the guest experience.”
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.
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.
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. The premium glass bottles, capped with an aluminium lid, are fully recyclable, supporting outlets in implementing responsible waste management practices.
For sales enquiries or more information please contact dan@delameredairy.co.uk
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CAMRA Adds Over 800 Pubs to its Good Beer Guide 2027 CAMRA has published the 2027 Good Beer Guide, adding over 800 new entries as brewery closures continue to outpace openings. The Guide which uses an independent, volunteer-led selection process and features 4,500 pubs, 1,700 brewers and 5,000 beers, also renewed calls for a competition investigation into the UK beer market, continuing their quest to get independently brewed beers on as many bars as possible. The foreword for the 2027 edition is written by Sir Ian Rankin. He, and his fictional detective Rebus, both frequent the Oxford Bar, in Edinburgh, which features on the cover of this year’s Guide. This year, data from the Guide shows: • 137 breweries have closed, and only 57 new breweries have opened. • There are 812 new entries in the 2027 Guide. In a year where independent brewery closures have slowed, but not returned to growth, the Guide remains the go-to source for finding choice and quality in pubs.
Ash Corbett-Collins, CAMRA Chairman, said: “The Good Beer Guide is fiercely independent, just like the brewers making the best beer. It is the result of the time and effort of our volunteers across the UK to find the pubs serving the best kept cask beer. “This year, we released our flagship report, ‘Beer in the UK’, alongside our campaign to expose how ‘Big Beer’ is dominating the UK beer market, and how ordinary drinkers and independent brewers lose out as a result. Because of that, we need the Competition and Markets Authority to start a formal investigation of the UK on-trade beer market. If you agree with us, please join CAMRA, buy the Guide, and find amazing independently brewed beers for yourself.” Sir Ian Rankin, writing in the foreword of the Guide, said: “What makes the perfect pub? Ask fifty people and you might get fifty different answers… "My preferences might not be yours, but there are a few things we can probably agree on. We want the beer to be good and the welcome to be friendly. "We want to see signs that the bar represents the best of its community or neighbourhood. We want to feel like we fit in.”
Urban Pubs & Bars Raises Over £32k for Great Ormond Street Hospital Charity with First-Ever Marathon Across 67 London Venues Urban Pubs & Bars has raised more than £32,000 for Great Ormond Street Hospital charity taking on a unique pub marathon.
The new Children’s Cancer Centre will be more than just a hospital; it will be a place of healing, play, and learning. Designed with space for families to stay together, accessible private bathrooms, and cutting-edge digital connectivity, its specially designed rooms will support children emotionally and physically as they recover. For many young patients, the space will be their world for weeks, months, or even years and it needs to be a world where children can still be children.
80 Urban employees and suppliers set off on an ambitious challenge to visit all 67 Urban Pubs & Bars pubs across London in a single day, raising vital funds towards the group’s £250,000 pledge to GOSH Charity. Participants joined the challenge at different points throughout the day, with many choosing to take on one or more of the six regional legs, while a determined group attempted the entire route.
Chris Hill, Managing Director of Urban Pubs & Bars, said:
The funds will support GOSH Charity’s biggest-ever fundraising appeal, Build it. Beat it, which is helping to build a world-leading new Children’s Cancer Centre at Great Ormond Street Hospital (GOSH).
“The first ever Urban Pubs and Bars Marathon was a very special, if gruelling day. Safe to say we underestimated just how hard it would be to travel so far across London to visit all of our wonderful London pubs. The team of colleagues and suppliers remained so positive all day, and it was amazing to receive such warm welcomes at each pub. I am delighted we have raised over £30k for GOSH, doubling our initial target, meaning that we have now raised over £200k of our £250k pledge to support the building a new private bedroom at the hospital. I want to thank all partners on the day, especially Lucky Saint and Franklin’s who supported with sponsorship and provisions along the way.”
Urban Pubs & Bars’ £250,000 commitment will help fund a new private bedroom within the state-of-the-art centre, designed to feel like home for children and their families facing some of the toughest times of their lives.
With more than £200,000 now raised, Urban Pubs & Bars is closing in on its £250,000 target and will continue fundraising across its venues, teams and communities to help create a new private bedroom for children receiving cancer treatment at GOSH.
Just four participants completed the full challenge, setting off from the George and Dragon in Wanstead at 6.30am and finally crossing the finish line at The Whippet in Kensal Rise at 11.30pm. The mammoth journey on September 15 covered 110km across London over 16 hours, including more than 51km on foot alongside journeys by Tube, train and bus, with teams receiving a warm welcome from colleagues and customers at Urban venues along the way. Through individual fundraising and generous supplier sponsorship, including support from Lucky Saint, Franklin’s and others, the challenge raised more than £32,000 for GOSH Charity, more than doubling its initial fundraising target. Combined with Urban Pubs & Bars’ wider fundraising efforts, including its September ‘pound on the bill’ initiative for Children’s Cancer
Month, the group has now raised more than £200,000, putting it within touching distance of its £250,000 pledge.
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
Sopwell House Achieves AA Five Star Status Award-winning country house hotel and spa, Sopwell House in Hertfordshire, has been awarded AA Five Star status, recognising its exceptional standards in hospitality, service and facilities. The prestigious rating, announced at the annual AA Hospitality Awards held at JW Marriott Grosvenor House, London on 21st September, reflects Sopwell House’s dedication to world-class luxury and guest experiences. Set within 12 acres, the Georgian country house hotel continues to set the benchmark for luxury hospitality. The rating was awarded after a series of anonymous overnight inspections by AA assessors, who evaluated the hotel’s service, facilities, Cottonmill Spa, food, and overall guest experience against rigorous criteria. The milestone achievement is a testament to the hard work and passion of the entire team, who continually elevate the guest journey through ongoing investments while main-
taining the property's independent, family-owned charm. Rafi Bejerano, Hotel Director at Sopwell House, comments: "Achieving AA Five Star status is an incredible milestone for all of us at Sopwell House, especially as we are in our 40th anniversary year. This accolade reflects our team’s commitment to exceptional service and memorable experiences. We are immensely proud as we look to an exciting chapter ahead." Simon Numphud, Managing Director of AA Hotel & Hospitality Services adds: "Our schemes exist to celebrate the businesses and people that set the standard for the industry across the UK, and the incredible team at Sopwell House is a brilliant example of a hotel that delivers true hospitality for their guests. Congratulations to Rafi and the whole team – this achievement is a true reflection of their continued investment in elevating the guest experience as well as all their hard work, commitment and love for what they do."
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Industry Urged to Make British First Supplier of Choice Love British Food is calling on the food supply chain to back the 25th anniversary of British Food Fortnight, running from 26 September to 11 October 2026.
Geoffrey Campion, public affairs director at Compass Group, says: “British Food Fortnight is always a fantastic opportunity to celebrate the quality and diversity of British food, and to engage customers through seasonal menus and local sourcing stories. It's a wonderful opportunity to recognise the people and businesses who help feed the nation every day."
What makes the national food celebration unique is the combination of grassroots activity in communities with promotions across retail, hospitality and the public sector.
The Champion of Change community competition has also returned for 2026, giving businesses and organisations an opportunity to recognise those individuals, groups or organisations strengthening connections with British produce through growing, sourcing, cooking, serving, education or widening access to fresh and seasonal food.
During the opening weekend, Love British Food and Compass Group will host a Celebrating British Food reception at Labour Party Conference in Liverpool, recognising the contribution British food makes to communities, jobs and economic growth across the UK. Morrisons is partnering with Love British Food on the 2026 Champion of Change community competition, while Brakes and Fresh Direct are supporting promotions and supplier storytelling throughout the fortnight.
Nominations close at midnight on Sunday 11 October 2026.
The anniversary comes as farmers and food businesses continue to navigate cost pressures and a challenging trading environment, making strong and dependable domestic supply chains increasingly important.
ing, positive change.”
Love British Food founder Alexia Robinson says: “British Food Fortnight has always been about turning support for British food into action.
Alongside national partner activity, thousands of schools are taking part, with hospitals, universities, care homes, hospitality operators, retailers and foodservice businesses also preparing celebrations.
“For 25 years, we have worked with organisations across the food industry to make British food more visible in the places where people shop and eat. Every sourcing decision, menu change and promotion creates an opportunity to build demand for British produce and demonstrate the value of strong relationships with British farmers, growers and suppliers.
Examples already under way include children seeing school-grown produce transformed by a MasterChef Professional finalist and hospitals creating nostalgic British menu favourites for staff and patients. School activity also spans cookery sessions, harvest celebrations, farm visits, recipe competitions and seasonal menu themes.
“This anniversary year we are continuing to gather momentum, giving the whole industry a reason to get involved. Working together we can create more events, more exposure and more engagement to drive last-
Elsewhere, plans range from tastings and cookery demonstrations to producer showcases, food festivals, community meals, competitions and promotions, giving organisations scope to take part in ways that suit their business and audience.
Paul McLaughlin, chief executive of Red Tractor, says: “One key purpose of Red Tractor assurance is to build consumer confidence in British food and drink. Partnering with British Food Fortnight gives us an important opportunity to bring that assurance to life by shining a light on the farmers and food businesses working every day to produce British food people can trust and feel confident choosing.” Alexia Robinson adds: “British Food Fortnight gives the industry a focal point, but the ambition goes beyond two weeks. In our 25th anniversary year, we are calling on all our neighbours in the supply chain to engage with the campaign, champion British produce, and help make choosing British the natural choice.” British Food Fortnight 2026 runs from 26 September to 11 October. For campaign resources and information on how to take part, visit: www.lovebritishfood.co.uk For more information on the Champion of Change community competition and to submit a nomination, visit: www.lovebritishfood.co.uk/community-competition
Burgh Island Hotel Appoints David Waters As New Head Chef Burgh Island Hotel, , has appointed David Waters as its new Head Chef, who brings experience from some of the South West’s most lauded kitchens to one of the region’s most distinctive culinary destinations. David joins Burgh Island following his time as Sous Chef at twoMichelin-starred Restaurant Nathan Outlaw in Port Isaac, which was named the UK’s best restaurant by the Good Food Guide in both 2018 and 2019. Previously, he worked at the Victoria Inn at Perranuthnoe, with the kitchen achieving two AA Rosettes and being named among England’s top gastropubs. A proud Cornishman, David’s style is produce-led, simple, using traditional ingredients, and focused on flavour, shaped by bold South East Asian influences. His partner is from Thailand and South East Asian food is a regular feature at home, bringing an appreciation for distinctive flavours and Asian ingredients alongside his strong Cornish and West Country roots. At Burgh Island, David will oversee the hotel’s kitchens and develop a culinary offering inspired by Devon’s exceptional larder, the island’s unique setting and its rich Art Deco heritage, with seasonality and local sourcing at its heart. “I’m incredibly excited to be joining Burgh Island,” says David Waters. “It’s such a unique place, and there is a real opportunity to create food that feels connected to the island and the landscape around it. For me, great cooking starts with fantastic ingredients and letting them speak for themselves.
“Devon has an incredible larder on its doorstep, and I’m looking forward to building relationships with local producers and making the most of what is available throughout the seasons. I also want to have some fun with the history of Burgh Island and create dishes and experiences that feel completely at home here.” For Giles Fuchs, Owner and Co-Managing Director of Burgh Island Hotel, the appointment represents an exciting new chapter in bringing the hotel’s history and landscape to life through food. “Burgh Island has an incredible story to tell, and food is one of the best ways to bring that story to life. I want guests to leave not only having enjoyed a great meal, but leave feeling that they have experienced something that could only have happened here. “We’re delighted to welcome David to Burgh Island. The kitchen is such an important part of the guest experience and we wanted someone who understood that food here needs to be about more than simply what is on the plate. It needs to reflect the island, our history, our incredible local producers and the very particular sense of place that makes Burgh Island so unique.” It is an approach with which David strongly agrees: “Burgh Island has such a strong sense of identity, and I want the food to reflect that. There’s incredible produce here, a fascinating history and a setting that you simply can’t recreate anywhere else. My ambition is for the food to become another part of the experience of being on the island.”
We Invented the Wipe in Every KFC Meal. Now We’re Reinventing Table Sanitising PDI has transformed everyday hygiene for generations. We invented the original “hint of lemon” hand wipe, fondly remembered as part of the KFC dining experience. Today, that same spirit of innovation is being applied to one of hospitality’s most familiar routines: sanitising tables. Despite advances in cleaning technology, many businesses still rely on a spray bottle and reusable cloth. This method depends on staff applying enough product, covering the full surface and allowing the correct contact time. During a busy service, inconsistency can easily creep in. Reused cloths may also transfer bacteria, viruses and allergens between surfaces if not replaced or disinfected correctly. Healthcare environments have long recognised these limitations. Ready-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 same principle makes sense in hospitality, where tables are sanitised frequently, quickly and by different
team members. Wipes can simplify training, standardise practice across shifts and locations, and make effective sanitising easier. This approach is supported by Food Standards Agency guidance, which recommends using disposable cloths, including wipes, wherever possible and discarding them after each task. It warns that dirty cloths can spread bacteria and allergens very easily. Sani Professional® Protect 360° sanitising wipes bring this established 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. The wipe changed the dining experience once. Now it is ready to reinvent table sanitising. Request your FREE Protect 360° samples by emailing samples@sanipro-intl.com.
20
CLH DIGITAL
Issue 335
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.
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.
“Guests can use our contactless check-in and check-out options and order room service digitally, with Anna Bot then completing the delivery.
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.” The ButlerBot W3 independently navigates the hotel, communicates
“It gives people more choice over how they experience the hotel, and that's really important to us. with the lifts to travel between floors and links with the hotel’s bedroom telephone system.
“For us, the best use of technology isn't about removing hospitality – it's about giving our team more time to deliver it.”
When it reaches a guest’s room, a very familiar voice calls them to let them know their order has arrived.
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.
“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 the
“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
22
CLH DIGITAL
Issue 335
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 335
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
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potential for human error can quickly add up. PREPsafe believes there is a smarter way. Food labelling may seem like a small task. But when it is repeated hundreds or thousands of times, the time, inconsistency and potential for human error can quickly add up. PREPsafe believes there is a smarter way. Write the product. Write the date. Write the Check theproduct. time. Write the Apply thedate. label. Check the time. Repeat. Apply the label. When this happens thousands of times a Repeat. month, how much time is your kitchen When this happenson thousands ofand times a actually spending labelling — how much room is time thereisfor human error? month, how much your kitchen actually spending on labelling — and how much room is there for human error?
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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 335
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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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
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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. 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!”
Virtually maintenance free, with no breakable parts, OiLChef is a must have for your deep-frying operation. With a money back guarantee and 3-year warranty, contact OiLChef today and try for yourself and take advantage of free telephone support, and a variety of payment options to suit all budgets. Visit www.oilchef.com or see the advert on the front page for details.
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.
Deter Dine and Dash During the Festive Season To prevent customers from making off without paying this festive season, hold their bank cards securely while they run a tab with CardsSafe. The UK hospitality industry faces many challenges, even during the lucrative festive season. Hospitality business managers shouldn't worry about dine-and-dash, either. Too many dine-and-dash cases are reported, but a simple, affordable solution exists. CardsSafe is a deterrent for walkouts because cards are securely stored in lockable units behind the bar. CardsSafe is a proven and genuine deterrent for walkouts and chargebacks. It helps staff upsell and increases trust between the venue and customers. This is why big brands and independent venues utilise the system, including Young's Pubs, Hilton Hotels, London Golf Club, Lord's Cricket Ground, and many independent restaurants and bars.
Trond Rornes, Director of CardsSafe Ltd., told us. "We've experienced a significant increase in enquiries relating to dine-and-dash. Most recently, a chain restaurant business with 50 venues took on our CardsSafe system because of far too many cases of customers making off without payment. We offer a solution to a national problem." The wireless CardsSafe units can sit discreetly behind the bar and work alongside existing POS. In addition, the system does not capture data, so it never breaches GDPR. The tab-keeping system is straightforward to use, so it requires minimal training and helps venues and customers keep tabs securely. For more information, visit www.cardssafe.com or call 0845 500 1040.
Kitchen Equipment and Fit Out
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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
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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 335
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
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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
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
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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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