CLH Digital - Issue #336

THE LEADING PUBLICATION FOR THE HOSPITALITY SECTOR & LICENSED TRADE Issue 336

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Government Pledges £210m to Revive High Streets

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The Government has announced a £210 million package aimed at bringing derelict and vacant buildings back into use across England’s high streets, including funding to help communities rescue pubs, clubs and other local businesses at risk of closure. The package, announced on 25 September, will see £125 million allocated through a new Derelict Buildings Fund, supporting local authorities to transform

vacant and deteriorating buildings into facilities including community hubs, shared workspaces, cafés, health centres and civic spaces. A further £65 million will be made available to help communities rescue and revamp buildings and businesses at risk of closure, specifically including pubs and sports clubs.

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Issue 336

Editor's Viewpoint

Welcome to the latest issue of CLH News £210M FOR OUR HIGH STREETS IS WELCOME – BUT GRANTS ALONE WON’T TURN THE LIGHTS BACK ON

age group now, and towns inevitably change. But the evidence is there for everyone to see.

As I have said many times in these pages, we take our good news where we find it.

In the past few months, within roughly 500 yards of our offices, I have seen a pizza chain, two seafood restaurants, a coffee shop, a casual dining chain, a national pub operator and a popular ethnic restaurant all close their doors. And only yesterday, walking into town, I saw another leading pub operator had closed.

And the announcement of £210 million for high street regeneration is, of course, welcome.

A pub closing means fewer people coming into the town. A restaurant closing means fewer reasons to stay. Empty shops make the area less attractive, which can have a knock-on effect on every other business around them.

In the current economic climate, £210 million is not to be sniffed at. The Government is right to recognise that our high streets are important – not simply as places to shop, but as the beating heart of communities, where hospitality, retail, leisure and local businesses come together.

So yes, £210 million is welcome. But I also understand the frustration expressed by Alex Reilley, chairman of Loungers, who described the funding as unlikely to make a significant impact against the scale of the problem.

EDITOR

Peter Adams

Prime Minister Andy Burnham made the point rather well when he said that people do not measure growth by looking at a spreadsheet – they measure it by looking at their local high street. I couldn't agree more. Walk down many British high streets today and you don't need an economic forecast to tell you that something is wrong. The boarded-up shops, empty premises and increasingly dark windows tell their own story. And nowhere, perhaps, has that been more evident to me than here in Bournemouth. I had a bar-restaurant in the town back in the late 1980s and 1990s. It certainly wasn't always easy, but there was a real buzz about the town. Lunchtimes could be busy, with many local businesses having accounts with us. Midweek could be challenging, but come Friday and Saturday the town came alive. It feels very different today. I appreciate I am of a different

That is the uncomfortable reality. Grants cannot solve a taxation problem, the bigger question is what happens after the regeneration money has been spent.

genuine difference. But grants are not a substitute for creating an economic environment in which businesses can actually survive and prosper without needing intervention. If we continually take money out of a sector through taxation and then put some of it back through grants, we have to ask whether we are treating the problem or simply managing the symptoms. For hospitality, I would argue the priority has to be reducing the cost of doing business, and at the top of that list must be VAT. The hospitality sector has been making the case for a reduction in VAT for years. The argument is not complicated: lower VAT would leave businesses with more money to invest, employ, maintain premises, absorb rising costs and, importantly, remain viable.

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It would also provide breathing space to businesses that are currently operating on wafer-thin margins.

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We can refurbish premises. We can repurpose empty buildings. We can improve public spaces. We can make our high streets look better.

We need to stop thinking of hospitality taxation simply as a source of revenue and start looking at the wider economic contribution the sector makes.

CLHNews

But if the businesses occupying those premises continue to face an extraordinary burden of taxation, business rates, employment costs, energy bills and other levies, we risk simply making the shop window look better while the businesses behind it remain under enormous financial pressure.

Every successful pub, restaurant, café, hotel or bar supports jobs. It supports suppliers. It fills commercial premises. It attracts visitors. It contributes to the character of a town.

EDITOR

When those businesses disappear, the economic and social cost is considerably greater than the empty unit suggests.

SALES EXECUTIVES

As Steve Alton, CEO of the British Institute of Innkeeping, has highlighted, a substantial proportion of the money spent in pubs ultimately finds its way back to the Treasury through taxation. That should surely make us stop and think. Hospitality is a labour-intensive, energy-intensive and heavily taxed industry. It employs millions of people, provides places for communities to meet and plays a huge role in the UK's visitor economy. There is a danger that governments of all colours look at struggling sectors and reach for the grant cheque. Sometimes grants are absolutely necessary and can make a

If the Government really wants to put the lights back on across Britain's high streets, I would urge it to go further. Give businesses the confidence to invest. Give hospitality the breathing space to survive. Tackle the taxation burden. And put VAT reduction firmly back on the agenda. I would recommend readers sign up to our regular newsletter, which will deliver all the latest news directly to your inbox. You can sign up at www.catererlicensee.com/sign-up/ I can always be contacted at edit@catererlicensee.com

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

CLHNews Peter Adams David Bartlett Guy Stephenson

PRODUCTION & DESIGN Matthew Noades

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Government Pledges £210m to Revive High Streets The announcement comes as the British Institute of Innkeeping (BII) steps up its campaign for further tax support for pubs ahead of the Autumn Budget.

(CONTINUED FROM FRONT COVER) The remaining £20 million will be divided equally between High Street Rental Auctions, which can be used to bring properties that have been vacant for 12 months or more back into occupation, and a new Cooperative Development Programme designed to increase community ownership of high street businesses and assets.

The BII has written to the Prime Minister and Chancellor calling for a 10% VAT rate on all pub sales, arguing that a lower rate would enable operators to invest, employ more staff and spend more with local suppliers.

The Government said the programme is intended to address the decline of town centres where empty premises and boarded-up buildings have contributed to reduced footfall and economic activity.

Its latest member survey found that 75% of publicans said they would invest in their pubs if taxes were reduced, while 62% said they would increase staff hours and half said they would increase spending with local suppliers.

“RESTORE PRIDE” Prime Minister Andy Burnham said: “People don’t measure growth by looking at a spreadsheet. They measure it by looking at their local high street. Are shops opening or are the shutters down? Does the place feel like it’s moving forward or being left behind?

However, the survey also highlighted the financial pressures facing operators. Only one in four respondents reported making a profit between January and August, according to the BII, while one in five expected to close if the current cumulative tax burden remained unchanged.

“The truth is that too many high streets have been left to hollow out, leaving town centres a shell of what they once were. That must change, and today’s funding will help put power back into the hands of locals who know their area best. “That’s how we restore pride and bring hope back. Not by telling people things are getting better, but by giving them the power to see and feel the difference where they live.”

PUBS “THRIVING ONCE MORE” Secretary of State for Housing, Communities and Local Government Angela Rayner, said: Nobody knows a high street better than the community that it belongs to. That’s why this money puts power directly into their hands.

That figure rose to two in five if taxes increased further.

“FAIR DEAL” by the Ministry of Housing, Communities and Local Government for high street support and regeneration.

GREATER INVESTMENT While the announcement has been welcomed as recognition of the importance of vibrant town centres, the scale of the investment has prompted questions within the hospitality industry.

“We’ll see boarded-up buildings that have been left to rack and ruin turned into places people are proud to visit again, the pubs and clubs that mean so much to them thriving once more, and local businesses growing and creating jobs that put money back into their own community.

Alex Reilley, chairman of café-bar operator Loungers, criticised the size of the package in a post on X.

“That’s what this government is about. Backing the people who know their communities best, and giving them the tools to shape their own future and breathe new life into their high streets.”

His comments reflect a wider debate within hospitality about whether public investment in high street regeneration can succeed unless the financial pressures facing existing operators are addressed at the same time.

The £10 million regional Co-operative Development Programme will support mayors and strategic authorities in establishing co-operative businesses owned and run by employees, customers and local communities.

"It’s depressing to say but £210m won’t even touch the side," he said, arguing that government should work more closely with the private sector to leverage significantly greater investment.

The Government said a wider high streets strategy is due to be published later this year.

The Government has already announced measures affecting pubs and other hospitality businesses. From April next year, pubs, social clubs and live music venues in England are due to receive a 20% reduction in their business rates bills, with the Government estimating an average saving of around £1,100 for a typical pub in 2027/28.

The £210 million announced is drawn from funding already earmarked

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Steve Alton, CEO of the BII, said: “Our members are ready to invest. They want to develop their pubs, grow their teams and spend more with the local businesses that supply them. Give them a fair tax deal and that investment will reach communities across the UK. “But even after a strong summer for trade, too many publicans have little profit to show for the long hours they put in. Staff costs, energy bills and unfair cumulative taxation are undermining businesses that communities depend on. Around 40p in every £1 spent in a pub now goes to the Treasury. That is holding back the very investment, employment and growth that the Government wants to see. “The warning in our survey is stark. If taxes rise again, two in five of our members expect to close. These are people running good, longstanding pubs. Losing them would mean lost vital local jobs, support for local suppliers and places that bring people together in their communities. Prime Minister, Chancellor: use this Budget to give pubs a fair deal, with 10% VAT on all pub sales at its heart. Back our publicans and they will deliver in every postcode. Tax them harder and thousands of communities could lose their pub.” The Government is expected to publish its wider High Streets Strategy later this year, while the hospitality sector will be watching the Autumn Budget closely for further measures affecting VAT, business rates, employment costs and the viability of businesses at the heart of Britain's town centres.

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The Overnight Visitor Levy: What Hospitality Needs to Understand By tax expert and Co-founder and Co-CEO of Taxd (www.taxd.co.uk), Arjun Kumar Regional mayors are set to gain the power to add a percentage charge, expected to reach up to 5%, on overnight stays in hotels, B&Bs, and short-term lets. The charge applies to the full cost of the stay rather than a flat nightly fee, and covers British visitors alongside international ones. For a sector already managing several years of rising costs, the levy raises questions that go well beyond the headline rate.

1. IT BEHAVES UNLIKE ANY TAX THE SECTOR CURRENTLY MANAGES "An uncapped levy is different to VAT or business rates, since neither of those changes without notice," says Arjun, "This levy moves at a mayor's discretion, so two identical hotels in different cities could end up on different rates, with no warning of the next rise. That unpredictability is harder to plan around than the size of the bill itself."

2. LOCAL DISCRETION IS PRODUCING A GENUINELY UNEVEN NATIONAL PICTURE Some regions have already signalled they will cap the levy at low single figures, while others have said they will not apply it at all. That leaves near identical businesses a short distance apart facing very different cost bases, depending on which mayor covers their postcode. For operators

near a regional boundary, this could shape where guests choose to book, not just how much they pay.

6. WHERE THE MONEY GOES WILL DECIDE HOW THE SECTOR RESPONDS

3. COST OF LIVING PRESSURE LANDS ON DOMESTIC TRAVELLERS TOO

Leaders have said revenue raised could be ring-fenced for tourismrelated spending. If the funds are visibly reinvested into the infrastructure that supports visitor numbers, such as attractions, transport, or event funding, the sector is more likely to accept the charge as a fair exchange. If the money is absorbed into general local budgets with no visible return, resistance from operators is likely to grow.

Because the levy is calculated on total spend and applies to British visitors as well as international ones, its effect reaches beyond inbound tourism revenue. A family booking a weekend break within the UK faces the same charge as a visitor from overseas, at a time when many households are already weighing up whether a domestic trip is affordable.

PARTING THOUGHTS: 4. IT ADDS A NEW VARIABLE TO AN ALREADY "Local authorities have a genuine funding need," says Kumar. "But a tax STRETCHED SECTOR with no cap and no fixed formula adds pressure to a sector that has Hospitality has absorbed a run of cost increases this year. Employer National Insurance contributions rose as part of the wider 26 billion pound tax increase on employers, the minimum wage went up again, and business rates relief was cut. UK Hospitality has said 100,000 jobs have been lost from the industry since these changes began. A tax with no ceiling and no fixed formula adds a cost that cannot be forecast on top of costs the sector has already had to absorb.

5. THE CASE FOR AND AGAINST A NATIONAL CAP A national cap would give operators a fixed figure to build into pricing, and would stop identical businesses in different regions competing on uneven terms. Against that, some mayors argue that local tourism infrastructure needs vary too widely for one number to fit every city, and that a cap would limit the funding available to areas with the greatest strain on services. Both positions have merit, and the outcome will likely depend on how much consistency the government is willing to trade for local control.

very little room left to carry it, and it is entry level jobs that are most exposed if that pressure keeps building." “Hospitality businesses need to be able to plan their costs, pricing and investment ahead of time. An uncapped local levy adds another variable that operators may have to factor into those decisions from one year to the next.“That comes on top of significant cost pressures already facing hotels, pubs and restaurants. For businesses operating on tight margins, the question isn't simply what the levy costs today, but what it could mean for pricing, investment and hiring in the future. “Hospitality has traditionally been an important first step into work for young people. When an operator is deciding whether to take on another employee, invest in the business or hold money back, uncertainty around future costs inevitably feeds into that calculation. “Local authorities need sustainable funding, but if the Government wants hospitality businesses to invest and grow, operators also need enough certainty to plan ahead.”

New Cornwall Hospitality Workforce Skills Hub Launches at Expowest Cornwall The Expowest Cornwall trade show, 2-3 March 2027, has launched the Cornwall Hospitality Workforce Skills Hub, a new feature designed to connect hospitality businesses with organisations supporting skills, training, apprenticeships, recruitment and workforce development. Delivered in partnership with FSB Cornwall, who also lead on the LSIP (Local Skills Improvement Plan) for Cornwall and Isles of Scilly, the Cornwall Hospitality Workforce Skills Hub brings together organisations working across skills, careers, training and workforce development to provide practical support and guidance for hospitality businesses. Located in a dedicated feature area at the Expowest Cornwall trade show, the Hub creates a focal point where trade visitors can meet organisations helping businesses attract, develop and retain talented people. The launch reflects the growing importance of workforce development within Cornwall's hospitality, food and drink sectors, while adding a new and valuable feature to the show. Mike Anderson, Managing Director of Hale Events, said: "Expowest Cornwall has always been about helping hospitality businesses discover new products, suppliers and opportunities. The Cornwall Hospitality Workforce Skills Hub adds another important dimension by focusing

on one of the industry's biggest challenges: people.

providers and workforce organisations."

By bringing together organisations involved in training, apprenticeships, careers and workforce support, we're creating a practical feature that offers genuine value for visitors and exhibitors alike."

The Cornwall Hospitality Skills Hub includes organisations involved in: • Hospitality skills and training • Apprenticeships • Careers and education • Workforce development • Recruitment support • Employer engagement A number of key partner organisations are currently being invited to participate in the Hub.

Ann VanderMeulen, Development Manager at FSB Cornwall, said: "People and skills remain high on the agenda and in huge demand for hospitality businesses across Cornwall. Our research for the Local Skills Improvement Plan (LSIP) confirmed that businesses see finding the right staff as fundamental to success as having great suppliers of the best goods and services. This is why we have partnered with the show to highlight careers, pathways and opportunities, particularly in the food supply, catering and hospitality sector.

Trade visitors will be able to explore training opportunities, meet workforce support organisations, discover apprenticeship programmes and learn more about the resources available to support hospitality businesses across Cornwall.

The Cornwall Hospitality Workforce Skills Hub provides an excellent opportunity for businesses to discover the support available to them while encouraging collaboration between employers, education

For more information and to register to attend, or speak to us about getting involved, visit www.expowestcornwall.co.uk or call Hale Events on 01934 733433.

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

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Sector Leaders Urge Scottish Government To Back 10% Hospitality Vat More than 100 leading chefs and hospitality businesses across Scotland have written to the First Minister, asking him to back the #VATsTheProblem campaign.

house nature of Scottish hospitality, nightlife, leisure and tourism.

In an open letter to the First Minister, the group urged John Swinney to put his support behind the campaign and join calls for the UK Government to reduce hospitality VAT to 10%, in line with the European average.

“But the sector is under enormous pressure. Its tax burden is among the highest in the economy. This financial strain is causing business closures, lost jobs and harm to our communities, which are losing their muchloved local venues.

Leading names from across Scottish hospitality have backed the campaign, including Michelin-starred chef Tom Kitchin, Great British Menu winner Lorna McNee and the iconic Balmoral Hotel in Edinburgh.

“The #VATsTheProblem campaign has generated significant support, with more than 380,000 signatures from members of the public supporting our calls.

The businesses at the heart of Scotland’s reputation as a world-class visitor destination are well represented among the signatories, including Cameron House Resort on Loch Lomond, Macdonald Hotels, Andy Murrayowned Cromlix Hotel in Dunblane, The Torridon in the Highlands, Auchrannie Resort in Arran and Kingsmills Hotel in Inverness.

“We wholeheartedly believe that reducing the rate of VAT for hospitality, bringing it in line with the rest of Europe, is an important step in enabling hospitality businesses to grow the economy, create jobs and support our communities across Scotland. 10% VAT is fair for hospitality.

Pub and restaurant groups operating across Scotland have also backed the campaign, including The DRG, Glendola Leisure, Greene King, Mitchells and Butlers, Punch Pubs & Co and Signature Pubs. The letter said: “As leading businesses, chefs and operators across Scotland, we see first-hand the power-

“Ahead of the UK Budget, we ask that the Scottish Government formally supports our calls for 10% hospitality VAT and writes to the Chancellor of the Exchequer and the Treasury urging them to act. “The Scottish Government has, in the past, been a supporter of hospitality’s call for a reduced rate of VAT and we hope you can lend your government’s support again.”

Star Invests in Biggest Managed Operator Pub Revamp of 2026 Star Pubs is opening The Engine House at Exeter this week following a £542,000 refurbishment that has converted it into a Just Add Talent pub after a two-year closure. The company has undertaken 26 major JAT revamps so far this year of which The Engine House is the biggest.

Says Rob Clark, head of property for Star Pubs: “We’re delighted with the performance of our wet-led JAT conversions this year. Newly refurbished pubs are in high demand from would-be operators. The JAT model is a great way for first-time operators to get experience of running a pub. We’re keen on promoting people from within and have developed an Academy for those wishing to progress. It’s brilliant to see team members like Greg using our training to advance their careers and achieve their ambitions.

The spend has created a top-class contemporary pub. In line with 50% of Star’s new JAT sites in 2026, The Engine House is wet-only. Previously a leased and tenanted pub called The Angel, it has been renamed The Engine House to reflect its new direction and location close to Exeter Central Station. The makeover has completely redecorated the outside of the well-known pub – which dates back to the 1870s – and transformed the interior with a stylish colourful décor that complements the period building. Having started out as a member of bar staff at a JAT pub in London three years ago, 28-year-old Greg Gearing is taking the role of operator for the first time, running The Engine House on behalf of Star Pubs.

Photo Credit: Paul Slater Images Ltd

“Our JAT refurbishment programme has benefitted all kinds of pubs this year – from twentieth-century estate locals to centuries old listed inns. Whilst we replicate proven design concepts to ensure the success of each business, every refurbishment is also tailored to the individual building. The Engine House is no exception – we’ve taken care to develop a modern pub that appeals to the younger late-night market but is sympathetic to the historic building and brings out its significant features.”

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Legionnaires’ Disease: The 1976 Outbreak 50 Years On By Andy Clews, Senior Consultant, Water Hygiene Centre (www.waterhygienecentre.com) In July 1976, around 2,000 American Legion members gathered at Philadelphia’s Bellevue-Stratford Hotel for a state convention marking the United States bicentennial. Shortly afterwards, numerous attendees and members of the public fell ill, and 34 people died. As the outbreak primarily affected veterans, the media dubbed the illness “Legionnaires’ disease”.

WHAT IS LEGIONNAIRES’ DISEASE? Legionnaires’ disease is a severe type of pneumonia contracted by inhaling mist or water droplets containing Legionella bacteria. Symptoms usually appear 2 to 14 days after exposure and they include: • High fever and chills • Coughing • Shortness of breath and chest pain • Muscle aches and headaches.

WHERE CAN LEGIONELLA BE FOUND? Legionella bacteria occur naturally in water sources such as rivers and ponds, but people rarely contract the disease from these environments. Outbreaks are more often linked to purpose-built water systems that provide conditions in which the bacteria can multiply e.g. cooling towers, evaporative coolers, hot and cold-water systems and spa pools.

WHY IS LEGIONELLA RISK MANAGEMENT STILL IMPORTANT? Legionella risk management remains crucial to ensure people do not suffer harm from legionellosis (illnesses caused by legionella bacteria). Legionella bacteria can be hazardous to health and therefore is subject to the Control of Substances Hazardous to Health Regulations which further enhances the Health and Safety at Work etc Act 1974 (HSWA) for duty holders, employers and those in control of premises to operate

and maintain their water systems safely and compliantly.

tial tasks such as cleaning and flushing.

HOW CAN YOU REDUCE THE RISK OF LEGIONNAIRES’ DISEASE?

WHAT IS A WATER SAFETY AUDIT?

Awareness can easily be overlooked, but basic Legionella training helps teams recognise and report emerging or previously missed issues. A clear reporting route allows facilities and estates teams to act before the next scheduled maintenance visit.

A water safety audit is an independent, systematic check of how an organisation manages, controls, and maintains its building water systems to ensure safety and legal compliance. It should include:

Thermostatic mixing valves (TMVs) illustrate this approach. A scalding risk assessment may show that a hand-wash basin does not require a TMV; omitting an unnecessary valve removes an additional Legionella hazard.

• Management Structure: Reviews key appointments like the Duty Holder and Responsible Persons to ensure roles are clear and documented. • Policies and Records: Inspects water safety plans, training records, logbooks, and maintenance schedules. • Site and System Checks: Examines physical assets like storage tanks, pipework, and temperature-monitoring controls to prevent bacteria like Legionella. • Action Plans: Provides prioritised recommendations to fix any gaps in safety, training, or daily operations.

Overall, the main physical control measures that reduce the risk of Legionnaires’ disease are:

WHAT IS AN AUTHORISING ENGINEER (WATER)?

• Temperature control - Prevent water temperatures between 20-45oC • Prevent stagnation – remove dead-legs and if infrequently used outlets can be removed, do so, if not they should be regularly flushed. • Cleaning and maintenance – many water system components require planned preventative maintenance (PPM) such as the descaling of outlets, clean and disinfection of shower heads and hoses, TMV servicing, cold water tank inspections. HSG 274 Part 2 gives guidance.

An Authorising Engineer (Water) is an independent specialist adviser who provides expert oversight, technical guidance, and governance for engineered water systems to ensure safety and regulatory compliance. Their knowledge is not confined to legionella but can help with Water Regulations compliance and potentially bring reduction in Cap Ex and Op Ex. Core responsibilities include:

Risk management should eliminate hazards rather than relying on controls. While removing water supplies is rarely practical in occupied buildings, specifications and project designs based on actual system needs can minimise risk.

THE IMPORTANCE OF LEGIONELLA RISK ASSESSMENTS A Legionella risk assessment should reflect the water system’s specific design and operating conditions at the time of review. The assessor should then provide an action plan identifying issues and recommending appropriate controls. Technical guidance explains how to operate and manage different water systems, but it cannot address the site-specific conditions identified through a detailed risk assessment.

WHY WATER SAFETY TRAINING MATTERS Water safety training helps teams operate and maintain water systems safely, reducing the risk of harm from Legionella. Training should match each person’s responsibilities and extend beyond routine operation and maintenance. Tailored options range from governance courses for those with oversight duties to toolbox talks for site teams carrying out essen-

• Independent auditing • Competence assessment • Water safety support to Water Safety Groups and wider client teams. • Project Design reviews. The role originated primarily within UK healthcare but is increasingly being utilised across large commercial property portfolios, educational facilities, local authorities and industrial sites.

50 YEARS ON: WHAT HAVE WE LEARNED ABOUT LEGIONNAIRES’ DISEASE? Fifty years after the 1976 Philadelphia outbreak, we know that rigorous water management can control the risk from Legionella more effectively than reactive measures. Legionnaires’ disease occurs when the bacteria multiply in complex plumbing and warm-water systems, then spread through mist which is inhaled. Although the HSWA 1974 exists, organisations must now also comply with more specific regulations and approved codes of practice to protect people from waterborne pathogens.

The Top 10 Is Here - But Who Will Be Crowned Kitchen Porter Of The Year 2026? Winterhalter UK has revealed the Top 10 contenders in this year's Kitchen Porter of the Year competition, bringing the 2026 search for hospitality's standout unsung hero a step closer to its conclusion. Judging took place at the Tasting Room in Fortnum & Mason, London. The shortlist showcases the exceptional standard now being seen across the sector, as well as the wide variety of businesses putting forward their kitchen porters for recognition. This year's finalists come from a broad cross-section of hospitality, underlining both the reach of the competition and the increasingly high regard in which the role is held. “We are very proud to be the founders of the Kitchen Porter of the Year competition,” says Stephen Kinkead, managing director of Winterhalter UK. “Each year the competition becomes tougher to judge as the calibre continues to grow. After much deliberation, we have an incredibly strong shortlist." The Top 10, listed in alphabetical order, is: Aaron Plummer of BaxterStorey, S&W - nominated by Jo Flood and Kriti Kakkar Attila Droszler of Cantley House Hotel - nominated by Thomas Cruise Buba Bozhidara of Aberdeen Football Club - nominated by Jo Flood Fred Jeffrey of Exeter College Hospitality Department - nominated by Paul Carne Geoff Goater of Rick Stein, Winchester - nominated by Chris Baker James "Jimmy" Higgins of The Vincent Hotel - nominated by Wendy Lucas Jamaine Ewers of The Raffles Hotel London - nominated by Nathan Craigie

Jim McQuail of Edinburgh International Conference Centre - nominated by Caroline Bacigalupo Laraine Jolly of Lowry - nominated by Alex North Rachid Nemar of The Landmark Hotel - nominated by Ignatius Izah Lisa Jenkins, chief executive of the Royal Academy of Culinary Arts, was a returning judge for this year’s competition. “We’ve had a real breadth across the industry, lots of different sectors, lots of females, lots of experienced KPs and newer ones too,” says Lisa. “There were some really well-written entries, and it was clear that nominators had put a lot of time and thought into them." Mark Morris, co-founder of The Staff Canteen, said: "What struck me was the spread of businesses represented and the number of people wanting to put their kitchen porter forward. That says a great deal about how important the role has become and why it matters that Winterhalter continues to champion these often unsung members of the brigade." Last year’s winner was Ram Meadows of Liverpool FC. In recognition of this, his nominators, Tim Adams and Christine Fawcett, senior manager and executive development head chef and operations manager of Liverpool FC respectively, were invited to join this year’s judging panel. “KP of the Year means a lot to us as Ram Meadows is the heartbeat of our kitchen brigade,” says Christine. “It’s been so interesting watching and being part of the judging process.”

One overall winner and three highly commended kitchen porters will be announced in the coming weeks. The winner will receive a trophy, £1,500 in vouchers and a celebratory meal for family and friends at a casual dining restaurant of their choice. Their employer will also receive a Winterhalter dishwasher worth up to £10,000. Founded and run by Winterhalter UK, Kitchen Porter of the Year’s purpose is to recognise the dedication, resilience and pride shown by kitchen porters across hospitality. As this year's judging again demonstrated, the competition is not only growing in scale, but also in significance for a sector increasingly keen to celebrate those who help keep professional kitchens moving. “This competition’s in my blood,” says Stephen Kinkead. “As long as I stand upright and long after I’m gone, Kitchen Porter of the Year is here to stay.” Winterhalter provides a total solution for dishwashing and glasswashing, from pre-sales advice to after-sales service, training and maintenance, with sustainability fitted as standard. Alongside its market-leading dish washers and glass washers, the company’s range includes utensil washers, advanced water treatment machines, and cleaning detergents and rinse aids. For further details, call Winterhalter on 01908 359000, visit www.winterhalter.com/uk-en/ or email info@winterhalter.co.uk.

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-

Halesowen Community Pub Officially Reopens Following Transformational Makeover The Round of Beef, located on Highfield Cresent in Halesowen, officially reopened on Friday 11th September following a transformational investment of more than £364,600. The opening night featured live music act AJ – Solo UB40 Tribute and saw both new and familiar faces enjoying the newly refurbished pub.

thank the whole community for their generous support with this new venture. We really want the pub to support the community – we’re looking for a local pool and darts team, and we’ll be continuing our weekly live music and karaoke for people to enjoy.”

The pub is part of Proper Pubs, the community wet-led operator division of Admiral Taverns, which operates more than 200 pubs across England, Scotland and Wales.

Brogan is also hoping to support all aspects of community life by collecting food to donate to the local foodbank as well as raising money to have a lifesaving defibrillator installed.

Behind the bar is community hero, Brogan Graham, who has strong experience running her own pubs and lives locally in Oldbury. Her expertise, combined with her energy, enthusiasm, and passion for the local area will enable her to create a lively social hub for local residents to enjoy, further cementing the pub at the heart of the local community.

Nicky Bellingham, Business Development Manager for Proper Pubs, said: “It’s been a real pleasure to officially welcome Brogan to the Round of Beef, and the finished refurbishment looks fantastic. It has been wonderful to see the doors reopen and the local community returning to enjoy this great pub once again.

Brogan Graham, Operator of The Round of Beef, said: “It has been fantastic welcoming customers into The Round of Beef over the past week. It’s a real community pub where everyone knows everyone and

“On behalf of myself and the whole Proper Pubs team, we would like to congratulate Brogan on her start at the Round of Beef, and wish her the very best of luck for the future.”

the response from locals has been incredibly positive. I would like to

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Automation Isn’t the Real AI Opportunity In Hospitality - It's Decision Making By Christian Mouysset, co-founder of Tenzo (www.gotenzo.com) In hospitality, the biggest challenge isn’t a lack of data — it’s the growing gap between insight and action. Operators are already surrounded by dashboards, reports and metrics, yet still struggle to prioritise what will actually move performance on any given day. Additionally, much of the industry conversation around AI today centres around uncertainty on how or where to employ it, or how it has been deployed for automation or analysis. AI holds real potential for the sector, but this lies in something much more fundamental than simply automation: helping teams make faster, clearer decisions in context. As Christian Mouysset, Co-Founder, Tenzo, explains, when data from across sales, labour and operations, as well as reviews and reservations, is connected, contextualised and translated into simple, actionable direction, AI shifts from being another layer of information to becoming a practical decision-making tool that enables revenue boosting change every day.

INTRODUCTION AI is becoming a key tool for every business. For a hospitality industry wrestling with escalating costs and uncertain customer behaviour, AI can become a lifeline. From automated reporting for head office to delivering real-time mobile data into the hands of GMs, hospitality businesses have the chance to make the immediate decisions required to maximise profitability every single day. However, leveraging the power of AI is more complex than adopting Claude or ChatGPT. Yes, it is possible to discover great insight from individual systems, such as point of sale (POS), inventory or HR, but the true value comes from the ability to combine the diverse data sources that exist across the entire tech stack.

Just consider the ability to ask: ‘On my worst-reviewed days, what did labour, covers, and average spend per head look like versus my bestreviewed days?’ or ‘Which location has the best revenue performance but the worst review scores — and what's the likely cause?’. The use of an LLM to unravel this level of complexity is enormously compelling – but it also requires a far more sophisticated approach to AI adoption.

DATA CONTEXT AND TRUST Critically, it requires a way to effectively and accurately aggregate data across a complex tech stack that encompasses POS, rota tools, payroll, inventory, CRM, reservations and reviews. And while the availability of Model Context Protocols (MCPs) – which connect AI applications to other systems - is beginning to ease the aggregation burden, this is very much a work in progress. Not all applications offer MCPs. And a simple query such as ‘What has been my most profitable hour of the day across the last three months?' requires sales, labour and inventory data joined together at the hourly level, across multiple sites. Attempting this with AI will not only risk being timed out but also risks hallucinations, as data has not been normalised to reconcile different data definitions. The creation of a single, consolidated data warehouse with clean, normalised data not only accelerates the use of AI but also supports key requirements such as permission frameworks to ensure GMs only see their own data, for example. It provides a way to send information to GMs’ mobiles – a key consideration for individuals who are rarely at a desk. And it provides a store for the business’ operational data, including logs, forecasts and targets. It also provides the foundation for contextualising data to ensure the AI comprehends both the hospitality industry model in general, including definitions such as SPLH (spend per labour hour), and the specific operational requirements of each hospitality company. Coffee shops, pubs and restaurants have different demands; businesses in urban areas operate different opening times to rural premises and will have different staffing demands and costs. Like-for-like comparison without considering these differences will lead to confusion at best, distrust of the AI at worst. Given AI’s preference for providing its ‘best guess’ response if the information is not conclusive, the lack of context will inevitably lead to hallucinations that undermine the power and value of the insight that can be delivered.

BUSINESS TRANSFORMATION

Clearly, the more context provided to an AI, the better. Dedicated hospitality-specific AI combines market and business-specific knowledge with daily updates from each GM to provide any relevant local context. With this foundation of trusted, aggregated data across multiple sources and business-relevant context, the hospitality business can unlock an array of new opportunities, both immediate and longer term, to drive significant additional revenue and profit. There are many areas in which a dedicated hospitality AI can be deployed to drive value – from head office analysis to real-time prompts to GMs to improve day-to-day activity. At head office, AI provides an unprecedented deep dive into sales and revenue. Prompts such as ‘Show me the revenue impact of my bottom three locations matched to the upselling rate of my top performer’ or ‘What were my top ten best-selling dishes last month? Which ones have the highest margin?’ enable rapid change to prioritise profitable activity. The same approaches can be used to improve labour models, track reviews, assess supplier performance and inventory costs and reduce wastage. For GMs, aligning AI-suggested actions with KPIs on their phone, plus a logbook to capture what’s happening on site every day, is empowering. From upselling to wastage reduction, head office can work closely with each GM to address specific performance issues – using prompts such as ‘Summarise the logs my GMs submitted yesterday and suggest three actions based on them’ to provide support and guidance. The logs can also help to better understand site-specific performance challenges, such as the reasons for the gap between actual and forecasted labour costs, with AI then used to suggest options for improvement.

CONCLUSION The opportunities are compelling for an industry wrestling with both tough market conditions and the frustration of knowing the data exists across the tech stack, but cannot be leveraged quickly enough to make a difference using standard tools. With so many questions to ask about business direction in both the short and long term, AI is fast becoming a vital tool. But AI alone is not the solution. AI is just a tool. To deliver tangible value, AI requires a trusted underpinning infrastructure that aggregates, normalises and adds context to the data. With that foundation, the hospitality sector can rapidly unlock value and take the immediate decisions that drive up performance every day of the week.

Longueville Manor Celebrates Double Awards Success with Michelin Key and AA Five Red Stars Longueville Manor has celebrated a double awards success, retaining its Michelin Key for the third consecutive year alongside its prestigious AA Five Red Star status and three AA Rosettes.

AA rating system and recognise properties that demonstrate outstanding levels of hospitality, service and quality. Longueville Manor’s three AA Rosettes also recognise the consistently high standard of its food and dining experience.

The independently owned hotel remains the only hotel in Jersey to hold a Michelin Key, and one of just two across the Channel Islands.

Malcolm Lewis, owner of Longueville Manor, comments: “AA Five Red Stars is the highest possible accolade awarded to hotels representing the absolute pinnacle of luxury, service, and hospitality. This honour is a reflection of the dedicated team that delivers amazing hospitality, food and service every day.”

The news follows the annual AA Hospitality Awards at Grosvenor House in London on Monday, where owners Malcolm Lewis and Patricia Lewis saw Longueville Manor officially retain its Five Red Star status and three AA Rosettes.

The Michelin Key was introduced in 2024 as Michelin’s distinction for outstanding hotels, with properties assessed on criteria including architecture and interior design, personality and character, quality and consistency of service, value for money and their contribution to the local experience.

Longueville Manor is now one of only 69 AA Five Red Star hotels across the British Isles, including London. AA Red Stars are awarded to the very best hotels within the

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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Greene King And Macmillan Recognised As One Of The UK’s Most Admired Non-Profit Partnerships Greene King and Macmillan Cancer Support have been recognised as one of the UK’s most admired non-profit partnerships in the C&E Advisory’s Corporate-Non-Profit Partnerships Barometer 2026.

our approach has evolved over the past 14 years from a traditional corporate charity partnership focused predominantly on fundraising, into a strategic collaboration that is now embedded in how we deliver positive impact across our business for our teams, our customers and the communities we serve.

The result was decided by a poll of 117 corporate and non-profit partnership professionals from many of the world’s leading businesses and charities, and highlighted the partnership’s longevity, shared purpose, strategic alignment, and measurable impact.

“While fundraising remains incredibly important, we’re equally focused on using our scale and reach to provide a trusted community space where important conversations can be had, where we can help raise awareness of health issues and connect people with the help and support they may need. We’re proud of what we’ve achieved with Macmillan so far and are excited to continue evolving the partnership in ways that create lasting value for both our organisations and the communities we support.”

Since the start of the partnership in 2012, Greene King and Macmillan have built their relationship around a shared commitment to the communities they serve. While fundraising remains at the heart of the partnership, its scope has expanded in recent years, combining Greene King’s reach through its pubs across the country with Macmillan’s expertise in supporting people affected by cancer. Today, the organisations are working together to find new ways to raise awareness, encourage conversations about health and wellbeing, and signpost people to where they can find Macmillan’s services and support. One example of this activity is the Early Bell campaign, launched earlier this year by Greene King and Macmillan to raise awareness of prostate cancer symptoms. Pubs across the UK rang their last orders bell at 6pm to signify that one in six men in the UK will be diagnosed with the condition in their lifetime*. The campaign encouraged customers to talk about prostate cancer and to understand the symptoms, directing them towards trusted information and support from Macmillan. Andrew Bush, Chief Strategy & Experience Officer at Greene King, said: “We’re honoured to see our partnership with Macmillan Cancer Support recognised in this year’s C&E Barometer. This recognition reflects how

Gemma Peters, Chief Executive at Macmillan Cancer Support, said: “Our brilliant partnership with Greene King has been recognised as one of the UK’s most admired collaborations, and moments like this show what’s possible when charities and businesses build a true partnership around a shared purpose. “For nearly 15 years, Greene King team members, customers and communities have gone above and beyond to help make sure nobody faces cancer alone. What began as a fundraising partnership in 2012 has grown into something much bigger. “This award is a testament to the commitment of Greene King colleagues and customers who have helped us do whatever it takes for people living with cancer. We’re incredibly proud of everything we’ve achieved together so far, and I’m excited for what we achieve next for people living with cancer.”

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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AI and Employee Disputes in the Hospitality Sector: Preparing for the Employment Rights Act Reforms By Wallace Briggs, Associate in the Employment & Immigration team at Walker Morris (www.walkermorris.co.uk) Hospitality employers face new and increasing challenges when managing workplace disputes. Alongside high employee turnover, managing large workforces and ongoing recruitment pressures, many employers are now encountering a new issue: AI-generated grievances and Employment Tribunal claim submissions. Historically, concerns raised by employees were often relatively straightforward and centred on the events giving rise to the complaint. Increasingly, however, employers are receiving documents generated with the assistance of AI platforms, which can be considerably longer and framed in language that resembles legal pleadings rather than typical workplace grievances. For hospitality and catering businesses, which often manage large workforces across multiple sites, this can create considerable challenges. HR teams and operational managers are finding that they have to spend significant time reviewing extensive documentation that provides limited factual detail about the underlying complaint, making the issues more difficult and time consuming to resolve internally and increasing the risk of disputes escalating into formal legal claims.

INCREASED USE OF AI IN WORKPLACE DISPUTES Hospitality employers are increasingly encountering grievances relating to shift allocation, holiday entitlement, tips, discrimination allegations, disciplinary action and management practices that are expressed in legal terminology but lack sufficient information about the facts of the complaint. AI also presents accuracy risks. AI tools can "hallucinate" and generate incorrect information, including references to legislation or case law that do not exist. Investigating and responding to such submissions can increase both management time and legal costs. The speed at which AI enables employees to generate correspondence is also creating practical challenges. We have seen employers receive lengthy responses to disciplinary invitations, investigation findings or grievance outcomes within hours of invitations being sent to relevant employees. This places additional strain on HR resources and makes it harder to achieve an early, pragmatic resolution. Another practical challenge is that employees may place significant reliance on AI-generated assessments of their claims. This can lead to an inflated perception of the merits or potential value of a claim, which may not reflect the true position, whether legally or practically. As a result, employees may be less willing to engage with commercially sensible settlement proposals, increasing the likelihood of disputes progressing to litigation and giving rise to additional costs. Hospitality employers should also be aware of confidentiality risks. Employees may upload disciplinary docu-

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

WHAT IMPACT WILL THE EMPLOYMENT RIGHTS ACT 2025 (ERA) HAVE? The effects of increased use of AI are likely to be compounded by changes to be introduced by the ERA, which are expected to encourage employees to pursue claims and may result in a greater number of workplace disputes progressing to the Employment Tribunal. Significant upcoming changes include: • the extension of the time limit for bringing Tribunal claims from three months to six months, due to take effect from 1 October 2026; and • changes to unfair dismissal law from 1 January 2027, including reducing the required period of service from two years to six months and removing the current statutory cap on compensatory awards. The changes in relation to the required period of service to bring unfair dismissal claims may have a particularly significant impact on the hospitality sector. Historically, the hospitality industry has had relatively high employee turnover, meaning many employees left employment before acquiring the current two years' qualifying service required to bring a claim. The reduction of the qualifying period to six months will bring a substantially greater proportion of the hospitality workforce within the scope of unfair dismissal protection, potentially increasing the volume and frequency of claims across the sector. This is particularly an issue in relation to seasonal staff, which some employers currently consider to present lower risk of litigation.

PRACTICAL STEPS FOR HOSPITALITY EMPLOYERS As AI becomes more prevalent in workplace disputes and significant employment law reforms approach, hospitality employers should review whether they are suitably equipped to deal with these emerging challenges. 1. Updating policies: Employers should make clear in their policies that if an employee wishes to raise a grievance this should be succinct and focused on the relevant facts of the matter. Employers may consider setting word-limits for grievance submissions to avoid receiving overly complicated submissions. Company policies should also place restrictions on employees inputting confidential company data into AI platforms. 2. Managing AI-generated submissions: Employers should train HR teams and managers to identify and manage AI-assisted submissions by focusing on the underlying facts rather than any legal terminology. Where concerns are unclear or overly complex, employees can be asked to explain the issues in their own words or provide a simplified summary, enabling managers to identify the key issues and conduct a proportionate investigation. 3. Preparation for increased risk of litigation: Employers should prepare for increasing litigation risk by maintaining robust investigation processes, ensuring decisions are properly documented and considering opportunities for early resolution where appropriate. 4. Reviewing workforce structures: the changes in the ERA will change the risk profile of current workforce structures including seasonal workers, bringing more employees within the scope of employment legislation and therefore potentially risking more litigation. 5. Management of costs: Budgets for settlement may need to be increased to counter employees' unrealistic expectations of the values of claims. Alternatively, if settlement is no longer realistic, the costs of longer litigation leading to a final trial will need to be considered.

Wrexham AFC Group Exchanges On The Purchase Of The Turf Pub The ownership group of Wrexham AFC has today exchanged on the purchase of The Turf from Admiral Taverns.

2024, the town, the community and the Football Club have become a second home. And no place more so than The Turf with Wayne Jones behind the bar and filled with the locals and international fans that visit regularly – they have all become our friends and have welcomed us into the Wrexham family. By bringing The Turf into the group, we are securing the long-term future of the pub and with it preserving its history and that of the Club.”

The acquisition allows for the preservation of the history and traditions of the historic public house that is inexorably linked to the Racecourse Ground and Wrexham AFC Football Club since its foundation in 1864. The acquisition of The Turf will help protect the historic pub by incorporating the Club, the Racecourse Ground and The Turf under a single ownership, whilst allowing for further investment into the fan experience in and around matchdays. This will include opportunities to enhance the current fan zone and other fan-related activities in the area next to The Turf on the Mold Road.

Image credit: Rob Stead/Wrexham AFC

Non-matchday patrons can also rest assured that their experience will remain unchanged, with current landlord Wayne Jones continuing to operate The Turf day-to-day.

to the life of the Club. These have included purchasing land for the construction of the new Kop, the purchase of the Rock as a home ground for women’s first team and a significant investment into a new training pavilion for the men’s first team at Colliers Park.

The acquisition of The Turf is a continuation of the strategy to protect the future of the Club and its interests by ring fencing key areas related

Eric Allyn, on behalf of minority investors the Allyn family, said: “Ever since we invested in Wrexham AFC through Red Dragon Ventures in

Wayne Jones, The Turf landlord, said: “As landlord of The Turf for the past 20 years and a die-hard Wrexham fan, securing the pub’s future under Wrexham Holdings is great news for all Wrexham fans. The Turf Tavern, as it was then, predates the Club and records suggest that the Club itself was founded in the pub. It has played a key part of the Club’s history ever since, with the players changing in the pub before running out onto the Racecourse Ground as recently as the 1940s, and it continues to be a focal point for fans on matchdays and non-matchdays. “I look forward to continue running The Turf and bringing its unique mix of history, atmosphere and sometimes Hollywood stardust to the next generation of Wrexham fans and locals alike.”

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). The Dutch brewer already has a significant presence in the UK on-trade. Its Star Pubs & Bars business runs around 2,350 pubs, and its UK portfolio includes Birra Moretti, Amstel and Cruzcampo. 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. Trading has since improved. Stonegate said in June that it had delivered the strongest half-year performance

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. 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. “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.” 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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Core Lager Still Holds Strong Role in UK Pubs Despite Premiumisation, Report Finds Core lager continues to play a significant role in Britain’s pubs, bars and clubs despite the growth of premium and craft beer, with value, familiarity and the drinking occasion emerging as key factors influencing consumer choice. That is one of the central findings of The Pour Report, a new study published by Molson Coors examining the role of core, or standard-tier, lager in the UK on-trade. According to the report, core lager accounts for 35% of total beer volume sales in the on-trade. Its research found that 41% of lager drinkers always or often choose standard-tier lager over premium or craft alternatives, while 24% said they would rarely choose it. The report suggests that, rather than simply competing with premiumisation, core lager can provide a familiar starting point for consumers while allowing operators to offer a broader range of beers. Among those who choose core lager, 66% said they considered it to offer the best value for money compared with other types of beer, while 5% disagreed. Familiarity was also found to be important. More than half of lager drinkers – 52% – said they were more likely to visit a venue if it stocked a lager brand they recognised. When their usual drink was unavailable, standard-tier lager was also identified as the most popular fallback option, with respondents being 56% more likely to choose it than spirits and mixers.

VALUE REMAINS CENTRAL The findings come against a backdrop of continuing pressure on household finances and changing attitudes towards drinking out. Among consumers who said they had changed how often they chose core lager, cost of living and financial hardship were the most commonly cited reasons. Price and taste were the two leading factors in choosing core lager, cited by 42% and 40% respectively. Familiarity was identified by 27%, brand reputation by 23% and promotions by 20%. The report also challenges the assumption that younger consumers are necessarily the most price-conscious. More than half – 53% – of core-lager drinkers aged over 55 said price was a key factor in their drinks choice, compared with 29% of Gen Z respondents. At the other end of the age spectrum, visibility appears to have greater

Available in Big Value 1Kilo Bag

significance. Some 18% of Gen Z core-lager drinkers and 24% of millennials said visibility at the bar or on the shelf affected their choice, compared with 11% of Gen X respondents and 10% of those aged over 55.

FAMILIAR BRANDS CAN ENCOURAGE EXPERIMENTATION One of the more interesting findings is that familiar brands may not necessarily work against premiumisation. Almost half – 48% – of lager drinkers said they were more likely to try something different if a familiar core lager was also available. The report argues that a recognisable brand can therefore act as a “safety net”, giving consumers confidence to experiment with other products while ensuring that a familiar option remains available. Group occasions also appear to be an important opportunity for operators. Almost half of lager drinkers – 47% – said they were more likely to consider a venue for a group event if it offered a good selection of recognisable standard-tier lagers.

SPORT CONTINUES TO DRIVE BEER SALES Major sporting events remain particularly important occasions for lager. The research found that Christmas socialising was the occasion most strongly associated with core lager, cited by 40% of respondents, followed by summer drinks at 35%, nights out at 34%, barbecues at 32%, major sporting events at 27% and bank holidays at 22%. Summer was the period when 41% of lager drinkers said they were most likely to purchase lager, although 31% said they consumed it equally throughout the seasons. Operators interviewed for the report highlighted the importance of sporting occasions, with England football matches, rugby internationals and major tournaments identified as particularly strong trading opportunities. Terry Wheatley of Heavitree Brewery, which operates 40 pubs in the South West, said sporting events continued to be an important driver of core-lager sales, while stressing the importance of preparation, beer quality and consistency. The report also highlights the potential of promotions linked to major sporting events, with operators reporting success from instant-reward initiatives.

THE EXPERIENCE STILL MATTERS While price remains important, the research suggests consumers are

not simply looking for the cheapest pint. Asked what would improve their pub lager experience, 26% cited music and atmosphere, 24% promotions and 21% faster service. Better seating was identified by 19%, while 17% said better glassware would improve their experience. There was a notable generational difference. Only 12% of 18–24-year-olds said there was nothing that would improve their pub lager experience, compared with 38% of those aged over 55. The findings point towards the wider importance of the overall hospitality experience, rather than simply the product being served. The report’s operator panel also emphasised the importance of basic service standards, including clean beer lines, appropriate glassware, trained staff and consistent pouring.

THE HUMAN ELEMENT Despite the increasing use of technology across hospitality, the research also identifies the role played by bar staff in influencing purchasing decisions. Operators interviewed for the report said many customers still approach the bar simply asking for “a pint of lager” rather than specifying a particular brand. That leaves staff with an opportunity to influence the final choice and potentially introduce customers to other products. The report suggests that recognised core brands can provide an easy starting point for that conversation, while also potentially providing an opportunity to trade customers up when appropriate.

A CHANGING MARKET The findings underline the increasingly complex job facing operators when deciding what to put on the bar. Consumers now have a wider choice of premium, craft, flavoured and alcohol-free products, while health, moderation and value are all playing a greater role in purchasing decisions. At the same time, the research indicates that established lager brands retain a substantial customer base and remain particularly relevant for community pubs, sports-led venues and social occasions. Molson Coors’ research concludes that core lager should therefore be viewed as part of a broader beer strategy rather than simply as an alternative to premium products.

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7 Signs Your Menu is Stuck in The Past (According to 123 UK Chefs) New research from Hot Pickle Innovation Lab and The Staff Canteen surveyed 123 UK chefs and restaurant operators on what's changing in British kitchens. The verdict: diners have moved on, but have your menus?

5. Seafood comes last. Fish and seafood is now the single fastest-growing protein category (48%), ahead of beef, chicken and plant proteins. And it's not just fillets – whole-fish and whole-product use is the new signal of credibility.

1. You haven't touched your bestsellers in five years. Nearly a third (30%) of operators admit their top dishes are unchanged since 2021 despite 85% admitting dining expectations are changing faster than ever. From pickles to smoke and umami… according to the research, chefs know the trends, but many stick to the originals to keep the lights on. There’s a world waiting to be shaken up out there, it’s time to seize it.

chefs (27%) have deliberately cut portions or courses to manage costs or match changing appetites. Tough decisions must be made in tough times, but tweak portions mindfully.

2. You think "healthy" means meat-free. Ah, times have changed I’m afraid! 70% of chefs say diners now define healthy as simply all that’s "natural and minimally processed" – and not plant-based for the sake of it. As Ollie Lloyd of Hot Pickle Innovation Lab puts it: "The era of virtue-signalling via plant-based swaps is giving way to a genuine demand for clean, honest cooking."

the Government isn't doing enough. Of course, the industry can't fix that alone. But it can start rewarding the operators pushing forward anyway, which is exactly why Hot Pickle Innovation Lab is launching its Restaurant Award at Future of Food. The boldest kitchens can apply now.

3. You forgot the ferment! According to the research, 53% of chefs are using more ferments and pickles, and 40% have miso or koji in active rotation. If your umami flavours still come from a hearty stock alone, you're behind.

“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.”

4. "Local" is a catchy phrase on the menu, not a true part of the story. Over two thirds (65%) of diners' number one provenance ask is for local sourcing and 71% of operators say customers will pay more for it. That is a no brainer, sir.

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! https://www.futureoffood.org.uk/enter

6. Your portions haven't changed, but your costs have. A quarter of

7. You're quietly going unrecognised. Almost unanimously, 94% of chefs say

Only A Pavement Away Hosts 6th Annual Cook & Dine Event, Raising Over £76,000 Only A Pavement Away, the national charity supporting people looking to rebuild their lives through employment, recently 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. 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 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 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 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. 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

Issue 336

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 Hotel & Hospitality Services has revealed the winners of its 2026 awards, honouring the exceptional accomplishments of British hospitality professionals.

AA Restaurant of the Year 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. 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. 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.” 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.

The Celtic Collection, Newport, South Wales

AA Hotel of the Year England – Calcot & Spa, Tetbury, Gloucestershire Scotland – Crossbasket Castle, High Blantyre, South Lanarkshire Wales – Porth Tocyn Hotel, Abersoch, Gwynedd “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.”

Northern Ireland – Culloden Estate & Spa, Holywood, County Down

AA Small Hotel Group of the Year Firmdale Hotels, London

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.

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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Issue 336

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.

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Issue 336

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

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Issue 336

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

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Issue 336

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

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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.

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CLH DIGITAL

Issue 336

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 first-rate 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.

care with every wash. Delivery is free, and there are no hidden charges; contracts even include repairs. Each item of clothing can be branded and tailored to the wearer with logos and embroidery. Their managed service prevents issues compiling when supplying your team with work clothes; a convenient locker valet service helps distribute and store uniforms, and they tackle minor repairs early to extend the service life of a uniform. Ultimately, this avoids costly replacements wherever possible as it reduces uniform losses, and uniforms only need replacing when a repair is not safe or cost-effective.

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

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 Focus On Blue Seals New Induction Technology By David Chesshire, National Accounts Manager, Blue Seal (www.blue-seal.co.uk) Blue Seal Ltd are very mindful of the future equipment requirements for efficiency, carbon footprint and sustainability, with this ever-changing food industry and the cost of gas and electric usage. We currently produce a new range of free-standing & bench models of heavy-duty induction hobs with two or four zones. Each hob has the versatility of 3.5KW or 5Kw round zone generators for focussed power or 5kw power full area zones to accept multiple pans across the cooking area. The induction technology is incredibly responsive, with hardened 6mm thick glass cooking surfaces. Blue Seal R&D are conscious of the ever-increasing demand for induction product, and we have now launched our new induction- convection ranges, and wok induction hobs. Many commercial chefs are trained at college with gas appliances and do love the instant heat & control of gas. However, they are slowly breaking this habitual comfort and being convinced to make the change, once they experience using Induction, the fantastic responsiveness, instant heat direct to the pan & superb controllability, speaks for itself. The induction technology lends itself to a myriad of concepts, especially QSR restaurants where they need quick heat up on demand, which is also remarkably simple for the operator to use and maintain. The feature benefits of induction far outweigh the initial out lay, which is currently still relatively high for

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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 big energy savings and high efficiency far outweighs the cost of changing the cookware and initial higher cost outlay for the product. This cost will no doubt reduce and become more competitive as the trend & demand for induction manufacture inevitably increases. Induction equipment also avoids the additional very costly legislation requirement involved with gas canopy extraction/make up air and interlock systems. When you compare the efficiency of using induction over gas, the induction is at approx. 90% efficient compared 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 into the pan. Where gas disperses the heat, licking around the sides of the cookware more so, losing energy into the ambient air around the pan. 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 of the glass cooking area at the end of a shift, which is very appealing to an operator. The appliances are much safer to use, reducing injury potential as well as being very simple to service & maintain.

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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Issue 336

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

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

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

SANIGREASE S SERIES

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

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

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

Williams Launches New Coldroom Embodied Carbon Calculator

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

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

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

refrigeration.

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

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

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

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

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

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

Kitchen Equipment and Fit Out

Issue 336

CLH DIGITAL

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

increasingly popular across the hospitality industry.

can polish a glass in as little as five seconds.

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

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

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

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

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

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

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

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

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

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

The question is simple.

It's about consistency.

Caterquip - Specialists in Ventilation Systems

Fridge Seals Direct

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

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

Projects undertaken have included Olympic Villages, Basildon Hospital, The Mitre Hotel at Hampton Court, The Truck Stop at Anglesey, The Lodge at Old Hunstanton, Colleges, Schools, Hotels, Restaurants and Public Houses. They ensure their systems are compliant with the current guidelines whilst maintaining an efficient and dynamic facility. With extensive knowledge of manufacturing and installing ventilation systems, they can help you design the best kitchen within the space available. Call: 01926 887167, visit: www.caterquipventilation.co.uk, email: info@caterquipventilation.co.uk

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

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

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

WhatsApp, phone, and email support

07936807320 sales@fridgesealsdirect.co.uk

fridgesealsdirect.co.uk

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

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

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

Designed with both installers and end users in mind, the Artemis delivers a practical, high-quality showering solution for projects where space is at a premium, without compromising on comfort, functionality or contemporary design. For further information please visit https://kinedo.co.uk

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

Inside, the positioning of tables, chairs, the bar, service areas and circulation routes can have a significant impact on the atmosphere. A beautifully designed room can quickly become uncomfortable if tables are overcrowded or customers and staff are continually crossing each other's paths.

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

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

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

The answer should influence every subsequent design decision.

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.

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

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.

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

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.

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.

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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CLH DIGITAL

Issue 336

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 336

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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CLH DIGITAL

Issue 336

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 decision-makers

Gap

Social media

34%

72%

+38pp

Web form

38%

70%

+32pp

Messaging apps 52%

81%

+29pp

AI receptionist 25%

45%

+20pp

Chatbots

27%

46%

+19pp

Email

66%

85%

+19pp

Phone

70%

87%

+17pp

Live chat

56%

68%

+12pp

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

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

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

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

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

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

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

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

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

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

ments.

which a problem can be identified.

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

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

WHY HOSPITALITY BUSINESSES ARE PARTICULARLY EXPOSED

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

Hospitality businesses rarely operate with perfectly consistent working patterns. Demand changes with the weather, sporting events, school holidays, conferences and local events. During a busy period, operators may:

A sponsor licence can be suspended or revoked for several reasons, including:

• 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.

• 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.

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.

The recruitment options available to hospitality businesses have narrowed substantially.

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.”

ENFORCEMENT IS NO LONGER LIMITED TO A SITE VISIT Sponsor compliance was once commonly associated with a Home Office officer arriving at the premises and asking to inspect personnel files. Site visits remain possible, but they are no longer the only way in

WHY EXISTING SPONSORED WORKERS ARE BECOMING HARDER TO REPLACE

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

Issue 336

CLH DIGITAL

39

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 Review each sponsored worker’s gross basic pay, contracted hours, actual hours and pay frequency.

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.

For monthly paid workers, examine every rolling three-month period rather than relying only on the annual total. Check that the worker meets both the applicable annual salary requirement and the required going rate for the hours worked.

4. Check right to work records and agency arrangements

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

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

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

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

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

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

5. Investigate gaps before the Home Office does

3. Review changes to hours, duties and locations

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

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

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

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

What the New NPPF Means for Pubs Across the UK

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

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

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

THE WEST COUNTRY SPECIALISTS

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

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