Hotel Scotland November 2017

HOTELSCOTLAND 06 – NOVEMBER 2017 ISSN 2515-8287

INTERVIEW: MALCOLM SIMPSON SIMPSINNS SCOTLAND’S TOP GM’S

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CONTENTS

T

WELCOME

17

• BISTRO DELUXE

HIS is our final magazine of the year and I don’t about you but it feels like 2017 has flown in.

This month I caught up with Malcolm Simpson of SimpsInns – one of Ayrshire’s leading lights. I’ve known him for a number of years, which have also flown in! Find out what he has to say on pages 20.

We also focus on a few of the newly opened and refreshed Spa’s at the rear of the magazine – and hopefully I will get to try them out soon!

One of the most crucial aspects of hospitality is of course the ongoing issue of staff retention – see our feature on pages 9 and 10.

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4

NEWS

9

RECRUITMENT – RETAIN – THE NEW MANTRA

12

SCOTLAND’S TOP GM’S PART TWO

17

BISTRO DELUXE BY PAUL TAMBURRINI

19

SPECIALITY FOOD SHOW

20

INTERVIEW: MALCOLM SIMPSON

26

DESIGN FOCUS: SCOTLAND’S NEWLOOK SPA’S

32

WHAT’S NEW

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HIT SCOTLAND EVENTS

• SCOTLANDS TOP GM’S

There’s also plenty of news to share.

Our next issue is out at the end of January. So from all of us here I hope you have a busy festive period.

Susan Young Editor

26 • AURA

susan@mediaworldltd.com @hotel_scotland hotelmagazinescotland.co.uk

HOTELSCOTLAND Published by Media World limited t: 0141 221 6965 e: news@mediaworldltd.com w: hotelmagazinescotland.co.uk

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• TRIGONY HOUSE HOTEL

Editor: Susan Young Editorial: Penny Devlin Advertising: Sylvia Forsyth, Helen Aitken, Production: Dougie Wagstaff Admin: Cheryl Cook

Upper floor Finnieston House 1 Stables Yard 1103 Argyle Street Glasgow G3 8ND

Subscriptions: HOTEL SCOTLAND is available by subscription at the rate of £52 per annum. The publishers, authors and printers cannot accept liability for errors or omissions. All rights reserved. No part of this publication may be reproduced in any form without the written permission of the copyright holder and publisher, application for which should be made to the publisher. Articles published in this magazine do not necessarily reflect the opinions of the publishers. © Media World Limited 2017. Printed by Stephens & George Print Group.

NOVEMBER 2017 • HOTELSCOTLAND • 3

The owner of The Dryfesdale Country House Hotel in Lockerbie, Glen Wright, has now taken over the nearby Queens Hotel. Wright has plans to transform the 21 bedroom hotel by refurbishing the dining room and restaurant, and turning the hotel’s swimming pool into a further nine bedrooms. The hotel, which was on the market for offers over £600K, also has a 175 capacity function suite. The two hotels will now work in tandem with all the bookings going through its Dryfesdale base. Prior to owning The Dryfesdale Wright also owned Auchen Castle Hotel and Moffat House Hotel.

Trump Turnberry, Donald Trump’s biggest investment outside of the U.S., saw losses double to £17.6 m in 2016, with revenue falling 21% to £9m, according to financial figures released last month. His Aberdeen resort which includes MacLeod House and Lodge Hotel and the Trump International Golf Links also reported a loss. Revenue fell 12% at the Balmedie properties and a loss of £1.4m was reported.

Hampton by Hilton Edinburgh West End has opened. It is the first Hampton by Hilton to open in the city. Paul Wood, General Manager, of the hotel is delighted. He said, “It is an honour to open the first Hampton

by Hilton in Edinburgh. This is one of Hilton’s fastest growing brands and I cannot wait to see the results this hotel will be bring.” The new hotel has 228 rooms and is located at 166 Fountainbridge on the site of the former North British Rubber Company which was founded in the 19th century. Throughout its time the factory manufactured a variety of products including rubber Wellington boots and hot-water bottles and during the Great War it produced 47,000 pairs of heavy snow boots for the French Army. In its first two weeks of trading the hotel, which opened on 17th October, received almost 10,000 room bookings.

A fresh application for a hotel at 249 West George has been lodged

by Mosaic Architecture + Design who have already got premission to erect a 110-bedroom hotel. The fresh application for a Adina Apartment Hotel, which will be the first in the UK, includes the addition of suites on the top floor.

4 • HOTELSCOTLAND • NOVEMBER 2017

LOWE LAUNCHES BLACK IVY IN BRUNTSFIELD

• BILLY LOWE

The Black Ivy, is a new 22-bedroomed boutique hotel with two bars and a restaurant., which has opened at Bruntsfield, Edinburgh. The multi-million pound investment of the former Links Hotel, is the latest venture for Billy Lowe, the Edinburgh businessman who is regarded as one of the most successful licensed trade entrepreneurs in the country.

Over the past 25 years he has built up, and sold, two notable multi-million-pound businesses – Thistle Inns and Saltire Taverns. The latter

included hotels Le Monde and Angels Share.

Billy Lowe comments, “I am genuinely excited to open my latest boutique hotel and my first neighbourhood bar. I have always had properties in the city centre, in both The Old Town and The New Town, but I feel we have the opportunity here to create something iconic and special. Our aim is to provide ‘local luxury for all’ and a destination venue worth visiting. Black Ivy, I believe, is a great addition to many of the fabulous businesses already established in the area.”

Britannia comes bottom... again For the fifth year running, the Britannia Hotel Group has come bottom in a Which? Travel survey of large hotel brands. Which? asked its members to rate UK hotel chains on everything from bed comfort to cleanliness.

higher up the table than rival Travelodge, which got an overall score of 58% and placed in the bottom half of the table. Ibis Budget finished second with a customer score of 71%, while Crown Plaza, MacDonald and Radisson Blu shared joint-third place, with scores of 70%.

From a total of more than 4,000 responses, the survey found that Britannia, which has 54 hotels across the UK, was judged as the worst. It failed to muster more than two stars in any category, receiving ‘poor’ scores in areas including cleanliness, customer service and value for money. It achieved an overall customer score of just 33%, meaning it finished well behind the second-from-bottom Days Inn Hotel (49%).

Which? also carried out a separate survey into small and medium hotel chains, finding that Malmaison came out on top with a 75% satisfaction rating and EasyHotels finished in last place. Scottish-based Apex Hotel received a 71% customer rating and Hotel du Vin 64%.

Britannia was even more expensive than the top placed Premier Inn which had an impressive customer score of 79%. Guests rated Premier Inn, Britain’s biggest chain, highly in a number of categories, with the bathrooms, bedrooms and comfort of the beds all receiving the maximum five-star rating. The chain finished significantly

Alex Neill, Which? Managing Director of home products and services, said, ‘Our survey shows that after five years at the bottom, Britannia shows no signs of improving the poor experience it offers its guests. Once again, Premier Inn shows the rest how to do it – clean rooms and fantastically comfortable beds all at a reasonable cost, showing you don’t necessarily get higher standards for higher prices.“

NEWS

IRISH GROUP SET FOR GLASGOW Ireland’s biggest hotel group, Dalata, is planning to open a new 300-bedroom Clayton Hotel in Glasgow city Centre.

The new Clyde Street hotel, on the site of the former Grade A-listed Custom House, will also have a bar, restaurant and conference facilities.

The four-star hotel the result of a partnership with Artisan St Enoch Quarter, a subsidiary of Artisan Real Estate Investors.

The hotel, which is still to get planning permission will be operated by Dalata under a 35-year operating lease and is expected to open in late 2020.

Dermot Crowley, deputy chief executive,

business development and finance, said, “Glasgow is not only Scotland’s largest city, it is also a city with an exciting mix of large corporate employers, extensive conference and event facilities and leisure attractions.”

Clive Wilding, property director of Artisan Real Estate Investors, added: “The new hotel forms the key part of a wider mixed-use development, for which the planning process will start shortly, with a view to being on-site at the end of 2018 and open for business in 2020.”

As well as its Irish hotels Dalata operates seven further hotels in the UK in London, Cardiff, Leeds, Birmingham, Belfast and Manchester Airport.

TARBERT HOTEL FOR SALE

PLANS FOR LOUDOUN CASTLE EDGE CLOSER The owners of Loudoun Castle estate in Ayrshire are now in talks with Harcourt Developments with regard to the £450m leisure, tourism and residential development planned for the estate.

the inquiry is currently underway.

If a deal goes ahead with Harcourt, who also developed Belfast’s Titanic Quarter, it will become part of the Loudoun Woods consortium which plans to transform the 576-acre Loudoun estate into a “world-class tourism and leisure development.”

The consortium’s plans include converting the Castle into a luxury hotel. The restored castle will become a central feature of the development.

The planning application also envisages luxury holiday lodges, bespoke treehouses and a glamping encampment of twelve luxury tented cabins as well as a range of indoor sports facilities, including a tropical swimming lagoon and 1,000 energy-efficient homes.

The consortium is headed up by David Mace, pictured, who founded the Sea Life concept in the UK. The planning application for the Loudoun Woods Resort has been “called in” for determination by Scottish Ministers due to the potential national economic benefit and

Harcourt has suggested that the grant of a planning permission in principle would allow Loudoun Estate to become its next flagship project, subject obviously to a contract being in place.

If Scottish Ministers grant permission for the development in principle, it is hoped that stabilisation work on the castle could begin as early as summer of 2018.

The freehold of the Anchor Hotel in the popular Argyll village of Tarbert is up for sale for £850,000 through Christie & Co. Nestled on Loch Fyne, the modern 3 star hotel boasts 18 en suite letting rooms, with a reception area and the Sea Bed Restaurant overlooking the harbour. The property has a separate, private dining area, ideal for private parties and functions.

Four additional luxury rooms are available for let on the hotel’s refurbished barge, moored at the harbour directly across from the hotel. General Manager Allan Mckie said,“The Anchor and Barge is an outstanding hotel which has seen substantial investment in not just the last 6 years but in the last 6 months alone, which has kept it as the No1 hotel in the Kintyre Peninsula. The forward thinking of the current owners in acquiring the Barge opposite the hotel on the Quayside in 2014/15 and turning it into Luxury accommodation has paid dividends to the continual success of the hotel. Not only have the owners continually invested in the hotel they are now reaping the benefits of investing in people to help make the hotel the huge success it has become, there is now an excellent team of staff . He continued, “Whoever acquires the hotel is getting an extremely strong business which is still seeing growth year on year with next year’s forecast and business on the books showing very similar trends.”

NOVEMBER 2017 • HOTELSCOTLAND • 5

HOTEL COMPARISON WEBSITES TO BE SCRUTINISED The Competition and Markets Authority (CMA) has launched an investigation into hotel comparison websites to make sure consumers are not being ripped off. Chief Executive of the CMA Andrea Coscelli said, “Around 70% of people who shopped around for hotels last year used these sites and they should all be confident they have chosen the best accommodation for their needs and are getting a good deal.”

He continued, “In today’s increasingly busy world, sites like this offer real potential to help holiday-makers save time and money searching for their ideal get-away. To do this, sites need to give their customers information that is clear, accurate and presented in a way that enables people to choose the best deal for them. But we are concerned that this is not happening and that the information on sites may in fact be making it difficult for people to make the right choice.”

The investigation will examine tactics including: l How hotels are ranked in online

searches, including whether results are influenced by the amount of commission a destination pays to the website. l Pressure selling, where websites

can create a false impression of the number of rooms available or rush customers into making a decision. l Whether the discounts advertised

for a hotel are accurate, for example comparing a higher weekend room rate with the weekday rate for which the customer has searched. l Hidden charges such as taxes

or booking fees which may not be covered in the advertised price.

6 • HOTELSCOTLAND • NOVEMBER 2017

£10M DEVELOPMENT PLANS FOR HAMILTON RACECOURSE UNVEILED

H

amilton Park Racecourse has unveiled plans for to build a multimillion pound hotel development – a Hampton by Hilton, on its grounds.

The hotel, which has been designed by local practice, ICA Architects, is expected to double the size of the racecourse’s business within three years of opening.

Planning permission has been sought for the 118-bedroom hotel which will be built on what is currently the main public car park of the racecourse grounds.

Vivien Currie, Chief Executive at Hamilton Park Racecourse, said, “We are delighted to unveil this landmark project for Hamilton Park Racecourse.”

The £10m project is expected to bring up to 20 new jobs to the racecourse, doubling the current number of employees, with a variety of roles in managerial, professional, customer service and administrative positions.

She continued, “With an onsite hotel, Hamilton Park Racecourse will further enhance its reputation as a wide-ranging, world-class sporting and hospitality attraction, whilst also providing a fantastic facility for racing staff when they visit Hamilton Park for our 18 race meetings.

The Hamilton Park executive team has undertaken extensive feasibility studies into the development and projects it will generate an additional £5.9m per year in additional visitor expenditure in the area, and add a gross value of £700,000 per year to the economy, with £400,000 of that directly in South Lanarkshire.

“We are constantly competing with racecourses further south to attract top trainers and jockeys.

Having an onsite modern Hampton by Hilton hotel for them to stay in will add to the host of benefits and incentives we offer. ”

FORMER NHS HOSPITAL SEEKS HOTELIER NHS Dumfries and Galloway have put Crichton Hall, a former Grade A listed psychiatric hospital, up for sale. It is being sold through Ryden who revealed, “The building extends to 184,000 sq ft in mature grounds of 20 acres set within larger grounds of some 85 acres and offers an outstanding opportunity to create a quality hotel and conference facility close to Dumfries town centre.”

The company points to the fact that there is no other luxury brand in the area, despite a £300m tourism spend in the local economy. It stated, “Visit Scotland is extremely keen to see the creation of a luxury hotel in the region given an existing lack of beds and leakage of potential hotel occupancy to the the North of England.”

Ryden concluded, “The council will support projects which will provide economic and community benefits to add to the existing residential, business, educational, leisure and cultural uses at Crichton Campus.

XXXXXXXX NEWS

MACDONALD HOTEL GROUP REPORTS CONTINUED LIKE-FOR-LIKE PROFIT GROWTH Macdonald Hotels achieved a profit of £4m in the last financial year and has reduced net core debt to a 14-year low. The figures were revealed in the group’s annual results for the year to 30th March 2017.

The results show: Like-for-like hotels and resorts turnover up 5% (£7.8m) and like-forlike hotels and resorts operating profit up 8% (£3.2m). The company reported a pre-tax profit of £5.6m, bank net core debt reduced to £184m and net assets of £98m.

Gordon Fraser, Deputy Chairman and Group Managing Director said, “Our continuing strong performance and the income from a string of forthcoming joint venture deals will enable us to accelerate our plans to achieve ‘4 Red Star’

and ‘5 Star’ status at more than 20 of our hotels.

“We’ve already agreed legal documentation and are about to sign formal agreements with a major UK housing developer for four of our sites. The cash receipts from these deals and from other, non-hotel developments, which have been independently valued at over £100m, will help further reduce our debt and will be reinvested in our hotels and resorts to realise the board’s strategy of achieving ‘Red Star’ status at 10 of our hotels and ‘5 Star’ status at ten others. This will be in addition to the existing 4-Red Star Macdonald Compleat Angler Hotel, Marlow, the 5-Star Macdonald Randolph Hotel, Oxford and the 5-Star Macdonald Bath Spa Hotel.”

The Good Hotel Guide 2018 announces This Year’s Discoveries Two Scottish properties made it into The Good Hotel Guide’s ‘This Year’s Discoveries’ list. They are Shieldaig Lodge beside Loch Gairloch in the Scottish Highlands. The Guide states, “think tweeds, tartan carpets and creamy porridge), and, secondly, The Inn at Loch Tummel, which is a refurbished 19th Century coaching inn in Strathtummel, Perth and Kinross.

The Good Hotel Guide 2018: Great Britain & Ireland is co-edited by Adam Raphael and M. Astella Saw, with the 2018 Guide’s entries selected purely on merit.

They were based on visits by a team of experienced inspectors and reports from trusted readers.

New plans put forward for Glencoe’s Kings House Hotel There are now revised plans for the proposed refurbishment of the Kings House Hotel at Glen Coe following objections to the project. The revised plans involve a lower roofline to the extension.

Mountaineering Scotland, National Trust for Scotland and John Muir Trust objected to the design of the new extension to the 1750s-era building.

James Allan, surveyor with managing agents Bidwells, said on behalf of one of the Kings House owners, Charles Adriaenssen, considerable investment would be put into the site.

Mr Allan said, “The family, who have owned property in the area for well over 50 years, is ready to invest more than £10m into the rebuilding of the landmark Kings House Hotel to convert it into a place where visitors will have the opportunity to enjoy the wonderful environment.

“Considering that a basic renovation of the

existing hotel would have been impossible and unsatisfactory because of the very bad condition of the building, poor layout and substandard facilities, a new building was the only valid option. Over recent years, the King’s House Hotel was not well known for its comfort, food offering or overall customer rating.”

Andrew McNair of ovell Matthews Architects commented, “The proposed design, which retains the original two-storey building, addresses the main road and was developed in response to the stunning views, especially towards Buachaille Etive Mor, one of the most photographed scenes in the country. The plan follows the line of the adjacent river and the design draws reference from the surrounding environment, for example a mountain range is reflected the roof profile. The building will incorporate traditional materials – slate on the roof, timber cladding on the upper walls and stone on the ground floor walls.”

Co-editors Adam Raphael and M. Astella Saw say, ‘This year’s 40th anniversary is a milestone for the Good Hotel Guide and we are proud of the fact that there is still a place for a published hotel guide, even though the Guide’s online presence is growing. The Guide provides the chance to recognise the UK and Ireland’s most revered and wholly independent properties, from refined gastropubs and plush country house hotels to new discoveries offering something special.”

Graeme Gibson, pictured above, former General Manager at the Grand Central Hotel in Glasgow has joined The Glynhill Hotel in Renfrew as General Manager.

Residence Inn by Marriott has opened its second Aberdeen hotel at the £107m Marischal Square development.

NOVEMBER 2017 • HOTELSCOTLAND • 7

dùsal, a new name with a rich history in hotel bedding

O

ne of the UK’s leading manufacturers of hotel quality bedding, dùsal has been supplying high quality duvet, pillows, toppers, and protectors to hotels and interior designers across the country for almost 30 years.

Dùsal offers an extensive range of natural and synthetic fillings, from duck feather and down, goose feather and down, and premium European duck and goose down to Dacron® Comforel® and Suprelle® Tencel®, all encased in high-quality 100% cotton fabrics.

A family-owned business formerly known as Euroquilt, their new name dùsal is Gaelic for nap, doze or slumber, and is exactly what they hope your guests will experience from their products!

Because they hold stock of filling and cases they also have the flexibility to produce bespoke sizes, and their popular zip and link products offer hotels the agility required when determining room usage.

Based in Fife, dùsal believes in manufacturing products made from only the finest components and finished to exacting standards, pillows, duvets, and toppers are piped and double-stitched, and each product is inspected upon completion before despatch.

All products are made to order and manufactured here in the UK, and with a highly skilled team of people who put time and care into each and every product, you can be sure of that personal service that is sometimes forgotten.

Their friendly team are on hand to guide you through product selections or to answer any questions you have.

Visit www.dusal.co.uk or call 01592 782873 to find out more.

8 • HOTELSCOTLAND • NOVEMBER 2017

RECRUITMENT

THE NEW MANTRA: RETAIN...

• STEVE GRAHAM MANORVIEW

BY SUSAN YOUNG

T

HE hot topic in hospitality is staff recruitment, and the retention of staff. This is not a new issue, but it is one which has remained fairly constant over the last decade, and it doesn’t look like the issue is going away any time soon particularly with Brexit looming. But today the focus is definitely on retention. The cost to any business is significant with industry estimates putting the cost of recruiting and training a new employee in Scotland at around £2,000 to £3,000. That includes the time of the person doing the recruiting. It is certainly not an insignificant sum and it is common sense to try and keep hold of your staff, but that is easier said than done.

The ideal staff turn over figure should be no more than 10% but in hospitality that figure can be as high as 75% according to People First, compared to an all-sector average of 15%! Recruitment companies call it an attrition – when companies lose staff over time. No doubt sometimes it feels like a war of attrition for hoteliers.

Simon Aston of Aston Recruitment says, “We find that staff attrition depends on a number of situations and that includes company culture and and geographical challenges. For instance in the Highlands and Islands staff sometimes stay for only a short period and this is mainly

because often the job does not come up to their expectations. Hoteliers in these areas need to manage the expectations of the individuals they are employing.”

He continues, “Generally we find that independent hoteliers find it difficult to offer competitive salaries compared to bigger hotel groups. Groups can afford to pay more.

However potential employees don’t just look at the salary they look at the benefits too and the working conditions.”

It seems today that it is not just the employee that has to sell themselves to a potential employer but employers have to sell themselves to the employee too.

The fact is there are fewer young workers today than there were 10 years ago, and this means that there is much smaller pool than in the past, and employees can pick and choose, and leave promptly if they are not happy.

Jo Graham, of People Solutions and the Chair of the BII in Scotland agrees, “The key to recruiting is to have the right recruitment process in place to begin with. I would recommend recruiting for attitude rather than skills, especially when it comes to front of house positions. You can train skills in, but it is more difficult to change people’s attitudes. A good attitude can go a long way.”

She continues, “Sometimes it is better to

take a person in at grass roots level and train them up, rather than go for a graduate. It also makes sense, going forward, to recruit across the age groups. Employers predominantly see hospitality as a young person’s game because of the perceived energy that is needed to do the job, but people in their 40’s, 50’s and 60’s can be a lot fitter than their younger counterparts, so that argument doesn’t really work any more, and there is no substitute for life experience.”

A view shared by People First. In a recent report it states, ‘The hospitality and tourism sector has traditionally targeted and attracted a young workforce, but in the face of changing demographics, businesses are casting a wider net. For most businesses this is a new approach, as they start to target older workers and women returners. Given that the working population over 50 will increase by 3.7m in the next five years, this is critical.’ The report also says that over the next few years hospitality will need to recruit 226,000 people into management positions and 11,000 chefs.

Says Simon Aston, “Hotels have to learn to adapt to a changing job market. Many hotels are adapting – for instance split shifts used to be the norm but many companies have moved away from them. Instead of staff having to work 60/70 or 80 hours weeks hoteliers have employed two people who each do a 40 hour week. Businesses that do keep to contracted NOVEMBER 2017 • HOTELSCOTLAND • 9

RETENTION hours also keep staff longer.”

He continues, “Sometimes a business needs to take a hard look at themselves. Are they adopting best practice – do they review their culture, do they do salary reviews salaries and critically they need to ensure they are not working staff to the bone. They need to ask themselves ‘Why am I losing them? Do we have a proper plan in place or are we just filling a place?”

His advice includes putting individual training plans in place and ideally giving all employees a Personal Development Plan (PDP).”

Jo Graham also believes investing in people is key. She says, “Obviously businesses are worried about Brexit and the potential impact on their ability to recruit. As a result some companies are not investing in staff because they are not investing in anything. But if you don’t train staff you don’t hold onto them.”

She also feels that the industry needs to promote itself more. She says, “Even today young people don’t see it as a career. This is despite the fact that it can pay well. The BII as the industry body tries to show people that they can have a career path in the industry.

There are a range of qualifications and there is a lot on offer.”

Simon Aston agrees, “About 80% of the top General Manager’s right across the hotel industry in Scotland have hospitality specific qualifications or are degree educated. They are very well respected and have good commercial awareness.

Some of them may be on £100K a year.”

Says Jo Graham, “This message that the industry pays well the further up the ladder you go, which is facilitated by training, is not getting through. We do need to change people’s attitudes to hospitality to encourage people to come in – and we have to hold on to staff whether they are from the UK or from the EU.” People First states, “...the sector needs 971,313 more people by 2024 simply to replace existing staff ”. It also points out the constant need to replace staff is also undermining its productivity levels. It says, “If staff aren’t staying long in post, they don’t become fully competent. If they’re not fully competent, then they can’t become fully productive.”

So what steps can you take to encourage staff to stay. First things first you need to maximise tried and trusted sources of recruitment.You still need to think outside the box, be creative and take risks too when it comes to identifying where they can recruit from for instance – food fairs. A willingness to examine new recruitment areas can lead to a new pool of staff. Says People First, “Some businesses are ramping up activities to engage the local community and decision makers and highlight the positive 10 • HOTELSCOTLAND • NOVEMBER 2017

“We do need to change people’s attitudes to hospitality to encourage people to come in – and we have to hold on to staff whether they are from the UK or from the EU.”

JO GRAHAM

aspects of working in the sector and the potential careers on offer. Some businesses acknowledge the difficulty of doing this, as costs are being cut, but those who do report a positive return.”

But employers also need to take care of their staff – their working conditions, work-life balance and their health and mental wellbeing.

This might require a look at company culture.

Says Simon Aston, “If you are trying to change the culture of your company it may make some people feel uncomfortable and it won’t sit well with everyone. But people want to see progression and opportunities. You need to give staff a roadmap in terms of career opportunities. When we ask people why they have left 80% say it is because of a lack of progression, others don’t feel valued, and for some the hours are too long – and this is right across all age groups. You need to give people opportunities they might not all want them one shoe does not fit all, but it has to be on offer.”

You also need to manage expectations. Tell prospective employee what the job entails.

People First suggests, recruiters should give a “much more of a realistic preview of the job so that when they join ... they have a realistic perception of the job.”

The big groups such as Marriott and Hilton are considered amongst the best hotels when it comes to keeping staff. But forward thinking Scottish hotel groups which include Manorview Hotels & Leisure Group are also looking at how to keep staff motivated.

Earlier this year the Group launched a Profit Share Scheme, called the HeartCount Fund which allows their entire workforce to benefit.

Under the Profit Share Scheme the group has committed to allocating 10% of its Pre-Tax Profits to the HeartCount Fund to be shared across the Group’s workforce.

The Group has also launched a dedicated employee App called Iris, which is an interactive communication portal incorporating a separate reward system. These initiatives follow on from the success of the Group’s Training Academy where talent is identified and nurtured through

a programme, which combines on-the-job training with formal qualifications, aimed at growing the next generation of young people in the hospitality industry.

Steve Graham, CEO, Manorview Group said, “Like most businesses we started small, but growing bigger has led to new challenges. These include finding effective ways to communicate to all employees, to recognise their worth, develop them as people, and to ensure they feel part of a bigger picture and vision. It’s their hard work and efforts that help us to continually grow. Our vision is for a strong, committed workforce, where we all feel part of the Manorview culture, live by its values, and where we work collectively towards the same goals and vision. Creating a happy and rewarding working environment for our people, will lead to increased levels of service and memorable experiences for the customers who visit us.”

Meanwhile Auchrannie Resort on the Isle of Arran is in the process of coming under Employee Ownership – the first hospitality business in Scotland to do so. When it comes to the training and recruitment front General Manager Richard Small is delighted with the progress the hotel has made over the last few years. He told Hotel Scotland, “I think we are quite forward thinking when it comes to training and developing people. We have a training and development programme for all levels within our teams as well as a more in depth coaching programme for senior managers, we also do personality profiling and emotional intelligence reporting so we really know what makes people tick. This means that when we employ somebody new we can do a team match – and we find out from the profiling where they fit. It’s about understanding everyone’s strengths and weaknesses and how they interact with other people. The information we get out of it is phenomenal – I love it. It is definitely the way forward for our business. If you don’t embrace new methods you will get left behind.”

He continues, “We want to create a centre of excellence for training and coaching. We want to be awesome at it, the best. We have just started the journey, and journey’s do change.

Our whole training culture is about retaining and engaging our work force by offering an awesome employee experience, which will mean our overheads will drop. HR is at the heart of our organisation and it is now totally geared to the development and training side of the business. It’s an integral part of our culture and ethos.”

Both of these companies are doing just what Jo Graham and Simon Aston have suggested.

It is not rocket science, but is the future of hospitality.

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NOVEMBER 2017 • HOTELSCOTLAND • 11

SCOTLAND’S TOP

12 • HOTELSCOTLAND • NOVEMBER 2017

GM’S

FEATURE

PART TWO OF OUR LOOK AT SOME OF SCOTLAND’S TOP GENERAL MANAGERS.

RICHARD SMALL GENERAL MANAGER – AUCHRANNIE RESORT, ISLE OF ARRAN Q1.

Tell us a little about yourself and your experience. Ie how long have you been in your current role and what did you do before and qualifications?

I’ve worked at Auchrannie for a total of 24 years and really did work my way up to the top.

I started whilst still at school, becoming a kitchen porter during the summer holidays, not thinking for one minute either that the company would grow to what it is now or I would be general manger.

After school I went to college to train to become a chef, working part time in a hotel in Fort William whilst I did this. I then returned to college to do hotel management, working part time back at Auchrannie to help fund my studies.

Once I finished college I took on various full times roles at Auchrannie, leaving for a short time to take up a front of house role in Glasgow city centre.

When the opportunity to return to Arran arose, I couldn’t resist. I returned as Reception Manger and from there worked my way up to take over the GM role back in 2007 and that’s where I’ve remained for the last 10 years. 10 years in the same role might sound a long time, however the role has evolved so much as Auchrannie has grown during that period.

Q2.

What drove you to choose your career path?

I spent most of my school holidays here on Arran, where my grandparents ran various hotels. So, even as very young child I was exposed to the industry. As I was growing up I just knew hospitality was the right path for me and I’ve managed to stick to that path ever since.

Q3. What do you actually spend the majority of your time doing?

Most of my day is spent meeting with the team – developing the guys is a big part of my role.

Auchrannie is also a product that never stands still so a large amount of time is organising the next round of refurb or planning the next stage of our development. Of course, you’ll also find me on the floor meeting and greeting our guests or serving in one of the restaurants when things get busy.

Q4.

What misconceptions do people often have about your job?

I think a lot of people still think of Auchrannie as a small country house hotel rather than the full scale resort that it is. Most people are surprised when you tell them we are a 65 acre site with 115 rooms and lodges, 3 restaurants and bars, a spa and an adventure centre; and that we now employ almost 180 people.

Q5.

What are your average work hours?

I’m in the business about 45 a week; which compared to many GM’s is very little. However a big part of the Auchrannie ethos is all about work/life balance. If I didn’t have such a strong team I would be working a lot more! Of course, I don’t think any GM really switches off and even if I’m on a day off or on holiday I am still very much connected to what’s going on within the business.

Q5.

What personal tips and shortcuts have made your job easier?

Don’t take shortcuts! The job is definitely easier if you surround yourself with a strong team, over the years Auchrannie’s reputation

has grown making it easier now to attract really good people. The more good people I have in the business the easier it is to manage.

Q6.

What do you do differently from your co-workers or peers in the same profession?

I am fortunate to work for a privately owned company where every decision can be made locally and without too much involvement from too many others. We totally embrace the culture of team development on a much greater scale than most other hospitality businesses and I think that makes us stand out from others.

Q7.

What’s the most enjoyable part of the job? What is the worst part of the job and how do you deal with it?

The best part of the role is seeing the team grow and develop. Over the last couple of years especially we have seen so many of the team move upwards within the business which goes to prove that all our investment in the team is paying dividends. There is nothing about the job that I don’t enjoy, but of course we all have our off days, even me!

Q8.

What are you proudest of or what was your proudest moment?

The proudest moment was becoming GM at Auchrannie back in 2007; as well as that I’m extremely proud of the fact that I have been a part of such an awesome company for so long.

Linda Johnston (Auchrannie’s owner) has given me a unique opportunity not only to manage the day to day operation but to play a key role in every decision that is made about the direction we take the business.

NOVEMBER 2017 • HOTELSCOTLAND • 13

XXXXXXX FEATURE Q5.

I work an average of 50 hours.

Q6.

Not being afraid to ask for the help and opinions of my colleagues.

Delegating in a manner that allows others to develop and keeps them motivated.

Q7.

I host a General Manager coffee morning each week, which I find invaluable. It helps me to gain feedback and communicate to a staff member from each department on what is happening throughout the hotel, in a more relaxed and informal setting. I also make sure that success is celebrated and shared with the team. For example, we recently celebrated a successful quarter with a special BBQ for staff and their families.

Q8.

The most rewarding part of my job is seeing staff develop and looking at new creative and innovative ways to elevate the levels of service that we offer to our guests. The worst part is sitting at my desk preparing reports – I’d much rather be out and about overseeing the properties and meeting our guests!

RICHARD MAYNE GENERAL MANAGER – G&V, EDINBURGH Q1.

Q3.

I joined Carlson Rezidor in 2015 when I became General Manager of Radisson Blu Hotel Edinburgh. I then took on the new role of Cluster General Manager in June of this year, adding G&V Royal Mile Hotel Edinburgh to my portfolio alongside the Radisson Blu.

I had a very pleasant dinner with the District Director for Carlson Rezidor, who invited me to meet with the Area Vice President. I was then flown out to Brussels to meet the Chief Operating Officer and HR Director. It was the ideal opportunity for the direction I saw my career going in and, crucially, the timing was right. The rest is history!

Prior to joining Carlson Rezidor, I was Regional Managing Director for Macdonald Hotels in Scotland, and General Manager of Westerwood Hotel and Country Club before that. I have worked in the industry ever since I graduated from University, where I gained an MA in Hospitality Management.

Q2.

Growing up, my Mother had her own catering business, which I used to help out with on weekends. I’ve always had an interest in cooking so that side of things naturally appealed, however I found myself increasingly enjoying the client-facing, management aspect of the business. That’s when I knew I wanted to go into hospitality!

14 • HOTELSCOTLAND • NOVEMBER JUNE 2017 2017

Q4.

Day-to-day, my role consists of overseeing all operations, strategy and marketing across both hotels and ensuring that we provide an exceptional experience for all of our guests.

People development is a key part of my job, providing all staff with appropriate, targeted training to ensure we are delivering the very best service we can.

Q4.

Long hours and low pay!

Q9.

Some customers can undervalue the personal commitment of our staff to continually go the extra mile. Having watched countless documentaries on hotels and restaurants and having seen how wrong things can go when service is less than perfect, I really appreciate the extra planning that goes in to ensure each customer is made to feel special. Those not in the industry might not realise the effort that goes in!

Over the years, I’ve learnt that customers really value the personal service and little individual touches that make each guest feel truly looked after; a birthday cake in your room, a bottle of fizz when you are celebrating a special occasion. Cleanliness and attention to detail is always very important, too.

Q10. I’m always proudest whenever a member of my team gets a hard-earned promotion. There’s nothing more satisfying than watching someone realise their potential and knowing you have played a part in it. If I had to pinpoint particular career highlight, though, it would be leading the team that won Hotel of the Year and winning General Manager of the Year for the EMEA region.

ALAN MCGUIGGAN GENERAL MANAGER – PRESTONFIELD, EDINBURGH Q1.

I am originally from Northern Ireland. I came to Edinburgh to study and I have a BA in Business Studies from Napier.

My start in hospitality was at Belfast Castle but after a move to Edinburgh and a stint working at some of the city’s hotels I found myself working for James Thomson at his Witchery by the Castle. At the time it was his sole enterprise and had a staff of only 40, now he employs almost 300. Shortly after I started in 1998 he opened the rooftop Tower to huge acclaim and it is still going strong as it approaches its 20th anniversary!

I’ve now spent most of my career working for James and have seen how one exceptionallysuccessful restaurant has grown into a collection of inspiring businesses with a renowned collection of Witchery suites and the very wonderful Prestonfield.

Q2.

I believe in playing to your strengths and I found Hospitality to be a great fit for my personality ; it is about making your guests feel welcome and able to make the most of their experience with you .

Being internally-promoted can be hard, you need to clearly be the obvious choice for the position and outshine the external candidates.

You become that by working hard and consistently to a high standard but James likes to develop his team with internal promotions when he can – it is important that we share his passion for what are very personal businesses.

vibrant industry – at our 5-star level it is certainly challenging but very rewarding too. I probably work about 50 hours a week but I expect senior management in most companies do something similar although emails do keep coming.

Q5.

James’ ethos is to deliver a uniquely-memorable experience to every guest, whether they are just here for afternoon tea or staying for a week. To do so your setting needs to be incredible, but it is our staff that are at the core of our guests’ experience. Happy staff make for happy guests so we try to recruit good staff that will add to the team and we give them all of the knowledge, training and kit they need to deliver for our guests. The guest feedback we get about our staff is great and we know they are a huge part of our guests’ experience at Prestonfield and contribute to a thriving business.

Q6.

I spend a lot of time with schools, colleges and youth charities encouraging young people into the Hospitality Industry and letting them know how varied and exciting it can be .

James Thomson was a pioneer in this area and continues to lead the way . He’s a passionate advocate for the industry and puts a huge amount of effort to supporting The Prince’s Trust which helps young people into education, training and employment. The Trust is one of our house charities and we’ve brought lots of fantastic staff into employment who otherwise

wouldn’t have had that chance. With a busy hotel, restaurant and the many exciting events we host it offers lots of variety and lots of opportunities too.

Q7.

I really enjoy meeting the interesting guests that come to Prestonfield and trying to make their visit as enjoyable as possible. The worst part of the job is if things go wrong and you let a guest down. It doesn’t happen often but if it does it still hurts so we do all we can to make amends and win the guest back - we normally do.

The comments that we get from our guests are one of the most motivating factors for all staff. There is a big team behind the scenes who all contribute to the magic and often they don’t get to see how much guest appreciate what we give them. Sharing feedback with all of the teams lets them know what guests think and helps us constantly improve and respond as guests’ needs change.

Q8.

My proudest moment was when James decided to trust me with Prestonfield as GM as it is still a hugely-personal project for him.

To see that work and investment recognised when Prestonfield became Hotel of the Year was the first hotel in Edinburgh to be awarded Five AA Red Stars (at a time when there were only 34 Five AA Red Star Hotels of which 20 were in London) was incredible too. It is still a thrill to see Prestonfield every day as it gently evolves and develops.

Q3.

The only reason to choose hospitality is the sheer buzz of interacting with both our guests and the team. I love to be hands-on, I suspect a trait I’ve inherited from James who’s still not afraid to get stuck into polishing glasses when needed! I try to spend as much time as I can with staff and guests around the hotel so I can see and experience what is happening – you just don’t get that from a basement office.

James expects us to be out there with guests whenever possible, he’s a hands-on boss at each of his establishments, but guests expect it too and we try to get to know them well, even if their stay with us is short.

Q4.

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16 • HOTELSCOTLAND • NOVEMBER 2017

FEATURE

B

TAMBURRINI OPENS BISTRO DELUXE paying tribute to the food as the centrepiece of the restaurant.

ISTRO Deluxe by Paul Tamburrini was unveiled at Macdonald Holyrood Hotel last month. The new 80-cover eatery is a partnership between Macdonald Hotels and the top Scottish chef, who was previously Chef Director at Martin Wishart’s acclaimed The Honours Brasserie in the city.

Tamburrini (45) trained with Marco Pierre White at one of the UK’s most renowned Michelin Star restaurants, L’Escargot in London. He also worked at Rogano in Glasgow, Cameron House in Loch Lomond and Restaurant Martin Wishart in Leith, before spending five years as Executive Head Chef at Hotel du Vin at One Devonshire Gardens in Glasgow.

Says Tamburrini, “Collaborating with Macdonald Hotels & Resorts in this venture is a once in a lifetime opportunity and after months of preparation it’s fantastic to be introducing guests to the new experience.”

Ruaridh Macdonald, Deputy Chief Executive of Macdonald Hotels & Resorts, said, “Paul Tamburrini is one of the most exciting chefs in Scotland and he has brought his outstanding ability to produce exceptional food to Macdonald Holyrood Hotel.

“The Edinburgh restaurant market is

Tamburrini comments, “Bistro Deluxe showcases a progressive and forward-thinking menu, using the best local suppliers and producers, with incredible attention to detail and flavour sensations in each dish. Working at this level you become obsessed with perfection – you’ve got to be a chemist on flavours and an artist on presentation.”

• PAUL TAMBURRINI

thriving, from the local population and their appreciation for high quality dining experiences to the booming tourist trade and we’re confident Bistro Deluxe will be firmly positioned on the city’s culinary map.”

The company invested £250,000 in a stateof-the-art kitchen and redesigned the restaurant. The new bistro has a luxurious and contemporary feel and a relaxed ambience with a neutral, monochrome colour palette and casual banquette seating throughout.

Details include a leather-clad bar creating a luxe feel, glass pendant lighting and ambient floor lamps, providing a moody atmospheric environment. There is also a play on the theatre of food with artwork on the walls featuring oversized platters and paintings of cutlery,

At Bistro Deluxe by Paul Tamburrini, guests can choose from the à la carte menu including a grill selection, a prix fixe menu or a five-course tasting menu with an accompanying collection of wines paired to complement each course.

The menu, as you would expect from Tamburrini, features the renowned chef ’s signature blend of French cuisine and the finest Scottish ingredients, from up to 40-day hung Aberdeen Angus beef to delectable delicacies, such as Lindisfarne oysters and French rabbit.

The opening is the latest investment by Macdonald Hotels & Resorts in its food and beverage proposition and follows the recent appointments of Michelin starred chef, Tony Borthwick to Macdonald Rusacks Hotel in St Andrews and James McCulloch Thomson to Macdonald Forest Hills Hotel & Spa in Aberfoyle.

NOVEMBER 2017 • HOTELSCOTLAND • 17

18 • HOTELSCOTLAND • NOVEMBER 2017

FEATURE

SPECIALITY FOOD SHOW SUSAN YOUNG REPORTS

S

COTLAND’S Speciality Food Show takes place from 21-23 January at the SEC in Glasgow. This year’s Show, say organisers, will showcase over 140 of the best and most innovative suppliers of fine food and drink in the country, many of whom aim to supply to Scotland’s hotels and catering industry.

As the first food show in the year in the UK, the 3-day event allows chefs and food buyers the opportunity to find new producers and see and try new ranges for the first time. Almost a third of all stands are new so there is always plenty to interest visitors with many specifically now offering products and pack sizes aimed at the food service industry.

The Launch Gallery will be bursting with new products from young companies such as: Foal Drinks - low calorie, low sugar and inspired by non-alcoholic bar favourites from Glasgow; Granite North Gin – the purest highland water distilled with botanicals into a fine gin;

Hawkhead Kitchen – smoked salt and smoked cashews from Glasgow; Mirrie Dancers – handmade artisan chocolates from Shetland made with local ingredients and inspiration; Lussa Gin – new gin from the Isle of Jura; Rawnchy raw vegan cakes and desserts, perfect for restaurants and more.

Beyond the Launch Gallery, the Show has many new exhibitors from well-known established brands that want a slice of the Scottish market to younger, innovative companies.

New for 2018 is a large, purpose built stand to hold Taste of Orkney.The Orkney Isles are regular exhibitors but this year have created a special stand and will showcase Orkney Distilling, Argo’s Bakery/Orkney Bakery, Orkney Creamery, Jolly’s of Orkney and The Orkney Roastery.

The number of drinks exhibitors continues to rise with the increased popularity of craft spirits, especially gin and other drinks. The list this year includes The Gin Bothy, Avva Gin, Ogilivy Spirits, Select Drams and Whisky & Cognac.

With the story behind the product ever more important in speciality restaurants and eateries, the show is also a great opportunity to talk to producers all under one roof, make new contacts and actually taste the products so ensuring you buy products that meet your customers’ demands.

The ever popular Seminars will this year feature talks from experts on social media for business, getting good Trip Advisor reviews, how to become digitally-savvy, Brexit and Retail and a practical look at using video to promote your business, as well as many more relevant topics.

Scotland’s Speciality Food Show Director Mark Saunders comments, “2017 was once again a good year for hotels and restaurants in the speciality and tourist trade, especially in areas such as on the North Coast 500 route or on the Isle of Skye. When producers feel confident it breeds innovation and we have some exciting new products being launched at the show.”

The Show is run in conjunction with Scotland’s Trade Fair.

NOVEMBER 2017 • HOTELSCOTLAND • 19

MALCOLM SIMPSON and wife Karen are the couple behind SimpsInns, one of Ayrshire’s most successful leisure groups.

Susan Young caught up with him to find out the secret of their success.

BY SUSAN YOUNG

M

ALCOLM and Karen Simpson are the dynamic duo behind one of Ayrshire’s, and indeed Scotland’s, most successful independently owned hotel groups – SimpsInns. The group has a diverse product range and owns and operates hotels, restaurants, bars and golf and leisure facilities across Ayrshire including The Gailes Hotel, The Waterside Hotel, Old Loans Hotel, The Riverside Inn, Si Cafe Bar: Restaurant and Gailes Golf: Leisure Spa as well as golf tour operator Wilkinson Travel. The combined turnover is in the region of around £10m.

The company strapline is ‘Privately Owned, Proudly Independent’ and that Malcolm tells me is the ethos that drives the company.

The couple didn’t hail from the hospitality business, in fact, Malcolm was a Production Engineer in textiles and Karen a travel agent when they both went to work for Whitbread as a married couple developing new concepts.

They spent ten years with the company honing their skills. Explains Malcolm, “When we decided to leave our respective jobs and join Whitbread neither of us had as much as pulled a pint. My late sister Linda, and her husband Johnnie Macaloney were both in hospitality – they owned Glenskirlie House, so I was aware of the hard work involved, and I could see that hard work paid off. But it was at Whitbread that Karen and I learned all about P&L, training, customer care and food. When I look back at the 10 years we spent there I realise they were fabulous years, and we learned a lot in how to run a business.”

After Whitbread, the duo set up SimpsInns, just over 20 years ago, when they bought the Old Loans Inn (formerly The Bruce Inn) in the village of Loans on the outskirts of Troon, in Ayrshire. On the day that Malcolm and I caught up he was in the mood to celebrate.

The company had just won two accolades at the Scottish Golf Tourism Awards – the Old 20 • HOTELSCOTLAND • NOVEMBER 2017

Loans Inn was named Best Small Hotel (20 bedrooms or under) and The Gailes Hotel was announced Best Hotel (with 21-50 rooms). The two Ayrshire venues were in great company for the third award in the hotel category went to Gleneagles Hotel, which won the Best Large Hotel accolade.

Says Malcolm, “To have one of our hotels win an award was fantastic, but to quickly follow up with a second was simply wonderful news and especially when shortlisted alongside such great venues across Scotland.”

Malcolm is certainly passionate about his own business, but he is also passionate about hospitality and tourism as a whole. He tells me, “I do believe that hospitality needs more local and national support and it is crucial we work collaboratively with government to develop this industry.

Over the years Malcolm and Karen have continued to drive their business in Ayrshire forward and grow it. The Waterside opened four years ago, and then they opened the hotel and added a function suite. Says Malcolm, “It is doing really well.”

He adds, “The easiest job is just to sit on your hands but we have a strong philosophy of reinvesting in our business. For instance, we have just spent half a million pounds reinvesting and refurbishing The Gailes – all the bedrooms have now been finished. In fact, all our bedrooms in each of our hotels are now bang up to date. Refurbishing rooms are one the hardest investment decisions to make. It is a big spend for not a lot of return because you don’t make any more from them, . But you cant let the standards slide. But my personal view is that you have to do it. We have a label ‘Privately owned, privately independent’ and my pride wouldn’t want people to come into our rooms and not think that they were not up to standard.”

Now Malcolm is considering investing in a new project but he is a tad nervous given

INTERVIEW XXXXXXXX

A PASSION FOR HOSPITALITY

NOVEMBER 2017 • HOTELSCOTLAND • 21

INTERVIEW the current unstable economic climate.

Understandably so because he looking at a significant investment to upgrade their Golf and leisure facility at The Gailes Hotel.

He explains, “We are keen to invest but are looking for support, encouragement and reassurance from the government at local and national level to give us confidence, however at the moment the reality is no one knows.”

He adds in relation to Brexit, “We spend our lives collaborating and doing things together.

We know teamwork leads to success. Yet now, as a country, we are isolating ourselves. The European Union may be a shambles but when it comes to leaving it or fixing it I think we ought to have chosen the latter?

He tells me, “I believe if you make the cake bigger we can all get a bigger slice and Ayrshire is known for the quality of its hospitality offering. I talk to guys in Glasgow they say they would never come down to Ayrshire because of the quality of operators in the market. I think that is a positive – we sell ourselves well – and customers know that if they come to Ayrshire they should get a good experience.”

He is not wrong about the quality of hospitality operators in Ayrshire – there is Costley & Costley, the RAD Group and of Buzzworks.

Says Malcolm, “We all sit in slightly different marketplaces, but collectively we have an outstanding and diverse hospitality offering in Ayrshire.

He explains, “We are going to focus on The Gailes next. It has evolved massively since we built it. It took a while to buy the leisure club and golf course, and it was a complicated deal, but it has changed the dynamics of where we are going. At the moment if you come to The Gailes you are either a corporate guest and The Gailes is your hotel of choice, or you are a golf customer or possibly you are a wedding guest. But our next investment in The Gailes will change that. I want it to be a leisure resort where you would choose to come for a holiday with the family. It will be the reason you are in Ayrshire. It will offer access to golf at three world class championship courses, and a 9-hole course too with golf Academy and range, woodland walks, a full spa and much more, and of course an opportunity for people to learn to play golf. Our other hotels will be able to feed off it because guests will be able to use the resort facilities. I have a vision of a golf course on our course that is very accessable and offers golf over a much shorter time commitment, also our resort will be different because it will be a centre of excellence, it will be all about training and developing and the last thing it will be is intimidating. I hate golf snobbery and our 22 • HOTELSCOTLAND • NOVEMBER 2017

“I have some big projects in the pipeline. We could have enough work to keep us going for five years and we could spend millions of pounds. Are we ready to go? Yes, but we are nervous. I would love the government to give us a wee bit of encouragement.”

9-hole is female and kids friendly (we already have almost 200 children who are on our golf programme.). The new resort is my vision for the future, all I have to do now is have the confidence invest!”

Malcolm’s vision for the future also includes seeing his two sons take more control of the business and both of them currently work in it. Says Malcolm, “Karen and I debate this

subject all the time. But we haven’t tried to push them into the business. After all, it was our dream and you either love it or hate it, there is no in between. I don’t want them to feel under pressure. But Lee and Jack do seem to enjoy it. Our youngest Jack is studying hospitality at Strathclyde Uni and he is working in the business when he is not studying. And we are trialling a graduate programme with him. While Lee has recently returned from his travels in Australia. He came back to surprise his brother on his 21st birthday. He has been working in hospitality all over the world and he arrived back on Thursday and was at work on Monday. ” He continues, “I do have confidence in the two of them and I needed to know they both wanted to do it and they do. We, of course, would support them whatever they wanted to do. But it seems they are both embracing it.

They have a lot to learn, but they have a great team around them to learn from. I’m a strong personality but they are putting their ideas forward and nipping at my heels.”

He concludes, “We have taken some big gambles and we have succeeded, and I will keep on expanding in our business, but I don’t need to buy another hotel to do that. I like the fact that it doesn’t take me longer than 15 minutes to get to any of our properties and I also like the fact that when I am driving to them there is always water on one side and great views.

It’s great. But best of all I like the fact that we will remain for the foreseeable future “Privately Owned, Proudly Independent.”

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NOVEMBER 2017 • HOTELSCOTLAND • 23

PEOPLE

BUSBY HOTEL CLIMBS A MOUNTAIN FOR CHARITY A team from The Busby Hotel has climbed a mountain to raise money for charity.

The group of 23 got out their walking boots and climbed Ben Lomond, one of Scotland’s most popular Munros, near Loch Lomond. They raised a grand total of £1,845 for their charity partner – When You Wish Upon a Star.

PROMOTION FOR CARLOS RAGONE AT ST FILLANS

The staff of the busy hotel managed to find time to climb a Munro in amongst a busy period which included nine weddings. The climb was arduous and weather wasn’t kind, but the whole team conquered Ben Lomond and reached the summit through sheer determination and teamwork, and they were straight back to work the following day to take care of a wedding.

Juliet Parry, General Manager, The Busby Hotel, said, “This was a huge challenge for us, and

a great sense of achievement. Even though we’ve gone through a busy spell with lots of weddings and functions, we also managed to climb a mountain and raise a fantastic amount of money for a great cause. I’m incredibly proud of the team at The Busby Hotel, they always go the extra mile”.

The hotel invited Judith King, from the When You Wish Upon a Star charity, which brings smiles to the families and siblings of children aged 2-16 who are living with a life-threatening illness, to collect the cheque.

Judith King, from the Wish Upon a Star charity in Scotland, said, “Juliet and all her team at The Busby Hotel are simply amazing, their team spirit and drive to support When You Wish Upon A Star this year has been lovely to witness.”

Susan Stuart, the owner of The Four Seasons Hotel in St Fillans has promoted Carlos Ragone to the role of Head Chef.

Carlos brings nearly 20 years’ of international culinary experience to his role, having worked at some of the most reputable UK hotels, including The Blythswood Hotel in Glasgow, to seasonal work in stunning restaurants on the ski slopes in France, as well of course as having spent the 2017 summer season at Loch Earn.

In his role as Head Chef at The Four Seasons Hotel, Carlos will oversee all food aspects of the hotel’s two AA Rosette, Meall Reamhar, as well as the Tarken Bistro and is keen to support Susan, who bought the hotel earlier this year, in her ambitions for staff development and promotion in the kitchen.

Susan Stuart, Owner at The Four Seasons Hotel, said,” Carlos has proven his ability in the kitchen this summer and fully deserves the responsibilities of the Head Chef role. His extensive experience and culinary knowledge is impressive and he will be a credit to The Four Seasons Hotel. Carlos was promoted from Sous and staff development is something that I feel very strongly about supporting wherever possible. We are looking forward to further developments with the hotel and Carlos will play an integral part in that pathway forwards.

24 • HOTELSCOTLAND • NOVEMBER 2017

Blythswood Square Spa first in Glasgow to receive Made for Life accreditation Spa Therapists at Glasgow’s five-star Blythswood Square Hotel have graduated from a specialist cancer touch spa course from the Made for Life Foundation making them the only hotel to offer such treatments in Glasgow.

Accredited by the Complimentary Medical Association, ten therapists completed the advanced course allowing them to gain a deeper understanding of what cancer is, the staging and grading and how the treatments for cancer can affect the need to adapt spa treatments.

Leon Trayling, Spa Director at Blythswood Square Hotel, said, “Our team prides itself on ensuring that guests and spa customers leave feeling refreshed and rejuvenated, and we are proud that we now offer specialist cancer touch massages and treatments for patients that are looking to pamper themselves whilst feeling like

they are in safe hands.

“It is really special to be the only Spa to offer something like this in the city and was in response to many of our guests looking for something so specialist. It means some of our visitors who could benefit from some pampering the most can enjoy the spa to its full potential.”

PROMOTIONAL FEATURE

Clearing the Path for Hotel Finance – the devil is in the detail!

All hotel and B&B Owners know – making your guests happy and comfortable and encouraging repeat business is your sole driver!

But the hotel market is changing and becoming much more competitive.

Customers begin their search through comparison sites so you need to have a strong online presence; they scrutinise the detail of your online pictures before choosing; they will expect free WiFi in their room; seasonal trade will mean you need to recruit seasonal staff but how do you afford the minimum wage; and more clients today are demanding a varied menu in the restaurants that caters for all dietary requirements.

If you answered YES to the questions above then a cash advance from Liquid Finance might be the next step in your plan for growing your business.

No business plan required – our team is in place to get the cash to you within 10 working days with minimal disruption. So you can get on with what you do best, running your business.

So, your cash-flow is constantly challenged and research shows that hotels are currently finding it difficult to obtain bank loans and overdrafts so where can you turn?

The devil is in the detail. Banks and traditional finance options often assist with the big ticket items like mortgage, large equipment purchases, new EPOS systems etc but what about everything else – the décor, soft furnishings, quality bedding, cutlery, crockery, fixtures and fittings…the list goes on and ultimately they all make a difference to your guest experience.

One option that many hospitality companies are turning to is alternative funding in the form of a merchant cash advance from Liquid Finance. This is revenue based funding that does not question what you are using the funds for. You get a lump sum up front which you pay back when your customers pay you! Simple!!

So, if your guests pay for your services by credit or debit card then a merchant cash advance from Liquid Finance could be a great way for you to grow your business and become more competitive without straining your finances too much.

Liquid Finance are FCA Approved specialists and financed over 700 projects last year alone. With a Feefo customer satisfaction score of 100%, we are perfectly set up to understand and assist your business.

Here are some ways a Hospitality Cash Advance from Liquid Finance could be used: l Purchase catering supplies l Upgrade bedroom facilities l Update outdoor facilities l Create/improve online presence l Open additional locations l Special Projects that need a quick

turn-around time

Answer the following to see if a cash advance from Liquid Finance is for you: l Does your business take credit/debit cards? l Have you been trading for over 12 months? l Is your average monthly takings from your card

£3,500 and £150,000?

terminal between

Mark Fuller who runs a number of hotels including the Sanctum Hotel says: “In today’s busy 24 hour business world, waiting around for payment from card companies takes too long and there often isn’t time to wait for a bank loan to be approved. Using Liquid Finance gives us an on-time, in advance, business smart, cash injection which is a million times better than using traditional finance methods. You are in complete control and can manage it alongside your business trading needs.

Even when your business is doing well, during lean or quiet times you need the extra cash to build for the future. Liquid Finance gives us access to our funds from the future – quickly, instantly and with no hassle. It’s the new smart way of financing your business!”

The application process is simple – go to www.liquidfinance.com and fill out the form – we will do the rest. Or Call 0845 600 3573 and speak to one of our advisors today.

NOVEMBER 2017 • HOTELSCOTLAND • 25

DESIGN FOCUS

AURA HEALTH SPA BOWFIELD HOTEL & COUNTRY CLUB

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URA is Renfrewshire’s newest Health Spa and it is at Bowfield Hotel & Country Club. The Spa, which opened in October concludes phase two of a substantial £1.5m redevelopment of the hotel undertaken by owners Manorview Hotels & Leisure Group.

Bowfield Hotel already had existing spa facilities but a total revamp, extension and re-branding has led to the creation of this completely new space.

AURA Health Spa, designed by Space I.D., includes the addition of seven individual treatment rooms, and two new relaxation areas accommodating eight beds which are discreetly separated by heavy shimmer bead curtain screens. There is also an internal sauna positioned to give views of the countryside through large windows.

AURA Health Spa’s décor incorporates natural earthy tones, which contribute to an atmospheric and sensual interior to create an overall ambience of quiet calm and relaxation.

Customer experience and comfort was foremost in the redevelopment plan, and every detail has been carefully considered, including the large Lemi beds, which came from Italy.

26 • HOTELSCOTLAND • NOVEMBER 2017

These are extra large treatment beds, which will ensure the comfort of every visitor. Meanwhile luxurious high-end skincare brands will be used throughout AURA’s extensive range of treatments.

Visitors will be able to choose from a treatment list which includes everything from massages, facials, scrubs, body wraps, make-up, nails, and holistic treatments such as reflexology.

There is also a treatment selection dedicated to gents, which is something Spa Manager Laura Doran was keen to include.

Laura said, “Over the past two years there’s been a massive increase in male grooming and pampering. Guys are looking after themselves and I wanted to create a space for them. They can come and have spa day, visit with their friends or on their own, and we offer sports massages where they can ease their muscles after a workout”.

Bowfield Hotel & Country Club already includes a state-of-the-art gym with a membership of 2,000, and the addition of AURA Health Spa cements Bowfield’s status as an outstanding and exclusive country club resort.

At Bowfield, the changing room environment has also been completely transformed from

“Over the past two years there’s been a massive increase in male grooming and pampering. Guys are looking after themselves and I wanted to create a space for them.”

NOVEMBER 2017 • HOTELSCOTLAND • 27

DESIGN FOCUS assistance with design and full manufacture by Craftsman Lockers. The transformation is unique as well as beautifully inspired. Craftsman Lockers have over 25 years of experience of design and manufacture of changing room environments.

Craftsman provided all the bespoke lockers housed in this amazing environment. Cubicles, bench seating, vanity units and full length mirrors were expertly crafted to bring the changing room to life, with lighting built in subtly to create a serene atmosphere.

Looking further ahead to Spring 2018 – there are plans to add an external Jacuzzi and decking area. This external Jacuzzi will be large enough to comfortably accommodate 10 people and will be protected by a canopy, meaning guests can be outdoors in all seasons. Additional plans include a new function room and honeymoon suite.

Anthony Cowley, Property Development Director for the Manorview Group said, “The opening of AURA Health Spa reinforces Bowfield Hotel’s status as an exclusive countryside resort. There is something for everyone. Visitors can easily spend a full day at Bowfield taking advantage of the gym, restaurant, bar and spa.

Added to that, there’s the stunning countryside and quiet location. We want people to come to Bowfield for an escape, to while away the hours and leave feeling refreshed and relaxed”.

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NOVEMBER 2017 • HOTELSCOTLAND • 29

XXXXXXX DEIGN FOCUS

TRIGONY HOUSE HOTEL & GARDEN SPA CLOSEBURN, DUMFRIESSHIRE

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HE Trigony House Hotel & Garden Spa, which is located just north of Closeburn before the village of Thornhill, in the beautiful Nith Valley, surrounded by the rolling Kier hills and woodland of Dumfriesshire, boasts historic buildings and an award-winning restaurant, and now it also has a Organic Boutique Garden Spa. The property used to be a shooting lodge for Closeburn Castle, but now it is home to the Moore family and it was Judy and Adam Moore – a mother and son team – who built the hotel’s reputation for fine hospitality and the fine cuisine they provided using mostly local, organic ingredients. Today Adam, who is the head chef, is keen to continue this tradition with his partner, Jan, ensuring that the guests can truly enjoy their stay in the serenity and calmness of this inspiring hideaway and the new spa adds to this offering.

30 • HOTELSCOTLAND • NOVEMBER 2017

The spa, situated in the grounds of the hotel, has, as one of its attractions a Holistic treatment room. Complimenting the secluded treatment room it an out door wood-fired Swedish hot tub, a Finnish Sauna Cabin with stunning views and a Private garden with its own relaxation area. The Spa is stocked with products from leading Scottish brands with treatments inspired by nature. All products used in the spa are Soil Association approved as organic, and treatments range from manicures to massages.

This boutique micro spa is a separate, private space where guests can relax, unwind and be inspired by nature and the stunning views from the wood fired Swedish hot tub do compliment the hotel’s natural beauty therapies and aim to help guests re-balance body and mind.

The hotel is known for its pet-friendly policies, and guests can bring their four-legged guests who can also be indulged with with dog Reike treatments on offer.

DESIGN FOCUS

LOCHGREEN SPA SUITES LOCHGREEN HOUSE HOTEL, TROON

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OSTLEY & Costley has enhanced its offering at Lochgreen House Hotel with the opening of a Spa on the top floor of the hotel.

It now has seven state of the art Spa treatment Suites at Lochgreen which allow therapists to offer customers soothing massages, signature facials, manicures, pedicures, hair and make up services. With the products on offer paying homage to the fact that the Spa has lovely views over the Ayrshire Coastline with Matis, Thalgo and Mii available.

The Spa also boasts a double jacuzzi and a relaxation lounge.

With its spectacular coastal backdrop, Lochgreen House Hotel is set in thirty acres of beautifully landscaped gardens and woodland offering unrivalled luxury and there are plans afoot to put a swimming pool in the grounds to compliment the Spa facilities.

NOVEMBER 2017 • HOTELSCOTLAND • 31

WHAT’S NEW MURRAY GIVES ARDBEG ‘A N OA’ SEAL OF APPROVAL World whisky authority Jim Murray has given Ardbeg’s newest permanent expression a seal of approval in his 2018 Whisky Bible. He calls Ardbeg An Oa “beautifully delicious” and awarded the expression 95.5 points out of a possible 100. Murray also praised other permanent expressions from the Islay Distillery, hailing Ardbeg Corryvreckan as a category winner. Ardbeg An Oa, the first new permanent expression to emerge from Ardbeg for almost a decade, was released in September 2017. Iit was inspired by the Mull of Oa – the most untamed part of Islay.

Said Murray, “I’d never say ‘whoa’ if someone poured me An Oa...”

Ardbeg’s Director of Distilling, Whisky Creation & Whisky Stocks, Dr Bill Lumsden, comments, “We are delighted to receive these positive accolades and the consistently strong reviews of Ardbeg whiskies are testament to the skill and craftsmanship we put into every bottle of Ardbeg.”

NEW CO-BRANDED PREMIUM TONIC NB Gin and soft drinks company Bon Accord have partnered up to create a new tonic which compliments NB’s existing spirits range. Specifically designed to complement gin as the hero product and not mask it, the tonic uses natural quinine and provides a clean, crisp flavour with hints of citrus and vanilla. It contains less quinine than other tonic waters, providing a less bitter flavour throughout and a more subtle, refreshing taste.

Vivienne Muir, CEO for NB Distillery says, “We know that Britain is a nation of gin lovers and there is a growing trend for speciality and premium tonic. In response to this growth, the NB & Bon Accord tonic will not only complement our existing range, but can be enjoyed with a variety of premium spirits.

“We have a love of gin and are passionate about remaining true to its perfected process. The Bon Accord collaboration, with its rich heritage and similar ethos and values to us, is the perfect gin and tonic partnership, providing a genuine experience to consumers.”

The collaboration sees a blend of two companies that both hold a strong Scottish heritage and great vision for the future of gin & tonic.

32 • HOTELSCOTLAND • NOVEMBER 2017

JOHNNIE WALKER UNVEILS ITS LATEST INNOVATION IN BLENDING Johnnie Walker has revealed its Blenders’ Batch series, an experimental collection of whiskies created to celebrate the craftsmanship and skill of world class scotch blending.

It has launched two new expressions, Blenders’ Batch Espresso Roast and Rum Cask Finish which are now available.

Johnnie Walker Blenders’ Batch Espresso Roast is an intense whisky with notes of rich coffee and dark chocolate.

Fashioned using heavily roasted barley, the blend is infused with roasted malt and spicy wood hints.

Johnnie Walker Blenders’ Batch Rum Cask Finish signifies ten years of experiments carefully conditioning scotch in casks that previously held rum. Inspired by whiskies originating from distilleries in Speyside and the Lowlands of Scotland, the crafted scotch hints at the flavour of Caribbean rum.

Ali Reynolds, Johnnie Walker Brand Ambassador at Diageo Reserve comments, “Blenders’ Batch paves the way for crafting truly exceptional cocktails and unlocks a wealth of opportunity for both the bartender and consumers. Both have been crafted by leading taste influencers.”

NEW WINE RANGE FROM CROWN CELLARS Crown Cellars, the specialist wine and spirits division of Carlsberg UK, has extended its range of on-trade exclusive own label Quirky Wines. Recent research into the habits of wine drinkers reveals that there is an appetite for easy to understand, eye-catching labels in a category of vast choice where overly complicated names and sophisticated labelling can quickly alienate young adult drinkers. The trend for alternative and creative labels is already prominent within craft beer and is something that has also migrated over to the wine category.

Curated by wine buyer, Louise Boddington and Crown Cellars master of wine, Jonathan Pedley the seven new additions will enable operators to grab the attention of consumers whilst providing great tasting, credible, quality wines. Breaking down barriers around the typical aesthetic of wine, the additions include Grapeful Dead Chardonnay, an easy drinking white which is livelier than its morbid name, Brightside Cabernet Sauvignon, a light Spanish red that is just as memorable for taste as it is for the dog wearing sunglasses donned on its bright orange label.

EVENTS

HIT FUNDRAISING SUCCESS HIT Scotland raised around £40,000 at its recent Edinburgh Lunch while the Highland Dinner (pics next page) fundraising amounted to £16,000 which was well up on the cash raised last year. Both events were well attended. Meanwhile the Hit the Rock also took place in November with 80 people attending and £8,000 raised.

NOVEMBER 2017 • HOTELSCOTLAND • 33

HIT HIGHLAND DINNER

34 • HOTELSCOTLAND • NOVEMBER 2017

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CHECKOUT

FROM THE EDITOR

manager… let’s not get ahead of ourself… it’s what he thinks of us that is important. It seems that good chefs are in such demand that they can really pick and choose where they want to work. No wonder there is such a focus on this side of the industry.

It’s good news when people show confidence in their own market and that is the case with Graham and Gillian Wood, the owners of The Chester Hotel, who have just purchased the neighbouring buildings. The couple who also own The Chester Residence in Edinburgh, have acquired the category B listed properties at 55-57 Queens Road, which were built in 1898. The buildings are interconnecting Victoria granite villas and cover 56,000 sq ft across four stories. The property comes with planning consent for hotel, restaurant and bar use, as well as a 22-space car park and a significant area of open ground at the rear. Graham Wood said, “We continue to believe that Aberdeen is a good place to do business. We are pleased with what we have created so far, and this acquisition clearly increases our potential.”

I had no idea that the cost of recruiting a member of staff in the hospitality industry was so great – between £2,000 and £3,000 when everything is taken into account. No wonder training and staff development is such a focus. And with Brexit coming up it has never been more important to keep staff on board. There is also a skill shortage – its definitely challenging times. Perhaps it is time that there was a marketing body set up, not to promote tourism, but to promote careers in hospitality. It seems the sensible way forward. After all if you can’t get quality staff – our quality tourism offer is going to go downhill!

It seems like even the best hotels are Dog Friendly… the George Hotel in Edinburgh welcomes dogs, Gleneagles welcomes dogs but Glasgow’s Blythswood went all out with its doggie credentials recently when Perrie Edwards from Little Mix stayed there with her pup Hatchi. It didn’t want for anything with the hotel providing a giant fur-lined bed, a tartan collar and an engraved name tag, as well as a hamper with bone-shaped snacks, water and food bowls. Aw! And of course Perrie shared the pic with her 7.5 million followers which is not to be sniffed at!

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