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We started collecting waste over a hundred years ago. Today, we help our customers recycle, redistribute and reuse it too. It’s all part of Biffa driving the circular economy – creating opportunities for businesses and organisations to grow more sustainably, save money and leave a smaller footprint. Here’s to the next hundred years. Change begins with what iff…
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WELCOME TO NOVEMBER EDITION OF
ONTRADE MAGAZINE
As the nights draw in and the air takes on that unmistakable winter chill, November arrives with a mix of anticipation, reflection, and excitement for the UK’s hospitality industry. This is a month that always brings energy to our sector — from the crackle of Bonfire Night celebrations to the first glimmers of festive lights on our high streets and in our venues.
But this year, November also brings something more weighty: the Chancellor’s upcoming Budget. With the hospitality sector facing another year of high costs, shifting consumer habits, and mounting operational pressures, all eyes will be on Westminster. The industry needs a budget that recognises its vital role in the UK economy — one that supports growth, investment, and innovation heading into 2026 and beyond.
Of course, November isn’t all politics and policy. The 5th of November remains one of the most exciting dates on the hospitality calendar. Firework displays, themed menus, and community events bring people together — a reminder of the sector’s power to create experiences and memories. We’ll be sharing insights on how operators can make the most of the occasion and safely manage the surge in footfall that comes with it.
And then, before we know it, we’ll be deep into the festive season – a critical trading period that can make or break the year for many operators. From staffing strategies and menu planning to creative marketing ideas, we’ll look at how venues are preparing to deliver exceptional experiences in what’s shaping up to be one of the busiest Christmas periods in recent years.
So, whether you’re finalising your seasonal offers, watching the skies light up on Bonfire Night, or waiting to see what the Chancellor has in store, this edition is packed with insights, analysis, and inspiration to help you navigate the month ahead. Here’s to a successful November — a month of spark, strategy, and celebration for the UK on-trade.
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BUDGET BREAKDOWN
JUSTIN WINGATE SETS THE SCENE FOR THE UPCOMING BUDGET AND WHAT NEEDS TO CHANGE.
CATO
Justin Wingate Director at TopGunMedia
Fiona Gauld
Production - info@topgunmedia.co.uk
For press enquires or advertising opportunists please call or email: Email: info@topgunmedia.co.uk Telephone: 0141 556 4111
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CATO TO OPEN IN COVENT GARDEN THIS NOVEMBER
CLUB BAUHAUS
WE TAKE A LOOK AT A VENUE BRINGING GERMAN DESIGN AND HOSPITALITY TO LONDON CLUB BAUHAUS
MOUNJARO AND WEIGHT LOSS
HOW COULD IT HIT THE HOSPITALITY SECTOR?
A THOUSAND YEARS OF HISTORY: HUMBLE GRAPE UNVEILS HISTORIC NEW WINE BAR WITHIN ST. MARY-LE-BOW CRYPT
Humble Grape, the independent wine bar and importer celebrated for championing small-batch, sustainable wines from around the world, is delighted to announce the opening of its seventh location: Humble Grape, Bow Lane.
Humble Grape will be tucked beneath the iconic Bow Bells, in the 11th-century crypt of St Mary-le-Bow in Cheapside (EC2). Spanning three bays and featuring original Norman arches and a groined vault, the space is steeped in a thousand years of history. Rebuilt by Sir Christopher Wren after the Great Fire of London, the church above has long stood as a symbol of tradition and resilience. Now, the crypt below finds new life as a destination for exceptional wine, delicious food, and meaningful connections. With its tranquil architecture, the venue offers a hidden escape just steps away from Cheapside, accommodating 60 guests inside and 40 on the terrace. Humble Grape Bow Lane will provide a one-of-a-kind setting for after-work gatherings, private events, or quiet contemplation over a glass of wine.
“Opening our doors within such an extraordinary setting is both humbling and inspiring.” says founder James Dawson. “St Mary-le-Bow has stood for centuries as a place of gathering and community - values that resonate
deeply with Humble Grape. We want Bow Lane to be more than a wine bar; it’s a place where people can connect, discover wines made with integrity, and feel part of something timeless.”
Founded in 2009, Humble Grape has grown from a single location into a strong family of wine bars across London. Their ethos is clear: fight the good wine fight. No mass production, no unnecessary chemicals, no pretension. They directly import wines from twenty-six countries, working with independent producers who follow organic, biodynamic, and sustainable practices. While all these values matter deeply, Humble Grape also focuses on accessibility, stripping away the jargon and intimidation and replacing it with creative, simple tasting notes and friendly, knowledgeable staff who want to help you find a wine you love.
The wine bar, restaurant, and wine shop will serve a curated list of over 500 bottles alongside a menu of European-inspired sharing plates. Guests can expect the brand’s signature baked Camembert, artisan cheese and charcuterie boards, seasonal small plates, and beautifully cooked steaks, all designed to compliment the everchanging wine list.
TONY MACARONI UNVEILS A NEW FRANCHISE GROWTH PLAN FOR 2025-26
One of Scotland’s leading casual dining brands, Tony Macaroni, is opening its doors to new franchise partners as part of an ambitious UK wide franchise growth plan.
Since launching its first restaurant in 2007, Tony Macaroni has become a household name for freshly cooked Italian food, warm hospitality and strong value. Despite the challenges faced by the entire hospitality industry during and after Covid, the brand has continued to recover and thrive once again - a testament to its resilience, loyal customer base and enduring popularity.
The brand currently operates 13 restaurants, employing over 300 staff, with additional openings already planned. As part of the Viva Italia Group, Tony Macaroni is now inviting experienced operators and entrepreneurs to join its next chapter of expansion throughout Scotland, England, Wales and Northern Ireland.
Managing Director Sep Marini explained: “Our goal is to make Tony Macaroni accessible to more communities across the UK. We have built a business model that combines operational simplicity with a menu people genuinely love.”
HOUSE OF GODS TO MAKE DRAMATIC LONDON DEBUT IN CANARY WHARF
London – Luxury boutique hotel brand House of Gods is set to open its first London location at 12 Bank Street in the Canary Wharf development this autumn. The Glasgow-based group will bring its signature theatrical flair and high-end hospitality to the capital, with doors set to open on 27 October 2025.
The property will feature 79 rooms and suites, designed in
the brand’s bold “maximalist” style. A standout feature is its rooftop bar and restaurant, christened “Sacred Garden”, with a capacity for 300 and offering sweeping views over Eden Dock and the London skyline — reportedly the first rooftop venue of its kind in Canary Wharf.
We will bring you all the fabulous images and news from the launch party in the December edition of OnTrade Magazine…. STAY TUNED
CAPTAIN MORGAN 0.0% TEAMS UP WITH THINK! 0% TO HELP REDUCE DRINK-DRIVING IN NEW ‘CAPTAIN OF THE NIGHT’ CAMPAIGN
Captain Morgan 0.0% has teamed up with THINK! 0%, a nationwide initiative from the UK Government’s THINK! road safety campaign, and Sam Thompson, TV presenter and radio host, to launch ‘Captain of the Night’. A campaign that aims to encourage young drivers to have both a great time and a safe time when enjoying social occasions in pubs and bars. THINK! 0% encourages drivers to always choose alcohol-free drinks if they are planning on getting behind the wheel. The campaign launches following Government data revealing that over 4,000 drink-drive collisions took place in Great Britain in 2023.
‘Captain of the Night’ highlights that pubgoers can have a fun night out without compromising or missing out when drinking alcohol-free options such as Captain Morgan 0.0%. Sam Thompson has been named as the ‘Captain of the Night’ in a natural partnership to urge young drivers to make more responsible choices that keeps themselves and others safe on nights out.
As part of the ‘Captain of the Night’ campaign, Captain Morgan 0.0% has partnered with Stonegate Pubs to emphasise the importance of responsible drinking as we approach the festive period. Drivers can claim a free Captain Morgan Spiced Gold 0.0% Alcohol-free spirit and cola by simply showing their car keys and the Mixr app QR code at one of over 575 participating Stonegate Pubs across the UK.
Nin Taank, Marketing Manager, Captain Morgan, said: “Drinkdriving remains a cultural issue that continues to put lives at risk, which is why we believe it is important to be partnering with THINK! and Sam Thompson for a second time to raise awareness and drive change. We want to show people that with great tasting alcohol-free serves like Captain Morgan 0.0% and Cola, you really don’t have to drink alcohol to enjoy a great night out with your crew. We hope to make choosing alcohol-free drinks a social norm by inspiring more people to switch to Captain 0.0% when getting behind the wheel.
BUDGET BREAKDOWN
HEAD OF ONTRADE MAGAZINE JUSTIN WINGATE SETS THE SCENE FOR THE UPCOMING BUDGET AND WHAT NEEDS TO CHANGE.
SETTING THE SCENE
The UK hospitality sector—spanning pubs, restaurants, cafés, hotels and other accommodation services—is a vital part of the economy. According to the UKHospitality trade body, the sector generates around £140 billion in revenue and contributes £54 billion in tax receipts annually. In 2023, output for the accommodation and food services industry was £62.6 billion, representing roughly 2.8 % of total UK output.
Yet the sector now finds itself under significant strain. As the next Budget looms, set for next month, the choices made by the Chancellor will be pivotal in determining whether hospitality merely survives or starts to flourish in 2025–26.
WHAT GOT US HERE: KEY CHALLENGES
Several intersecting pressures are combining to erode margins and growth potential in the hospitality sector:
1. Rising employment costs
The National Minimum Wage for workers aged 21+ rose to £12.21 in April 2025. Simultaneously, the threshold for employer National Insurance (NICs) has dropped and employer contribution rates are rising, pushing up payroll costs.
These costs hit hospitality especially hard: labour is often the largest single cost factor in this industry.
2. Business rates & property costs
Many hospitality businesses operate on thin margins and high fixed costs—property, rates, utilities. According to UKHospitality, the sector faces a “Budget hangover” of some £3.4 billion in increased cost burdens.
Business rates relief that had previously helped is being scaled back: for example, a 75 % reduction in business rates relief (capped at £110,000 per business) is being pared back to 40 % in 2025/26 for many operators.
3. Weak consumer demand, inflation & cost-pressures
Though inflation has fallen from its peak, hospitality still faces elevated costs of food, energy, materials and labour. At the same time, households remain cautious
with discretionary spend—eating out, staying away, experiences—that underlies hospitality revenue.
These twin pressures of cost up + demand flat or falling squeeze margins.
4. Investment, growth and productivity drag
Because of cost pressures and uncertainty, many hospitality businesses are delaying or cancelling investment, meaning productivity improvements and growth are at risk. For instance, a blog summary indicates that many businesses expect a 2–4 % reduction in net profit margins due to the new cost burdens.
The result: slower expansion, fewer jobs created, weaker service or experience upgrades.
5. Job losses & structural risk
A recent briefing points out that since the Budget last Autumn, the sector has suffered disproportionately high job losses. The dependence of hospitality on flexible, part-time and younger workers makes it vulnerable to employer cost shocks.
HOW THE UPCOMING BUDGET COULD IMPACT HOSPITALITY
With the next Budget scheduled soon, the decisions around taxation, reliefs and incentives will reverberate through hospitality. Key impacts to watch:
If costs continue rising unchecked: Many hospitality operators may be forced to raise prices (risking demand drop), cut staffing hours or jobs, reduce investment in improvements, delay expansion or even close venues. UKHospitality warns that near-term cost increases are diverting investment funds into “keeping the doors open”.
If reliefs or incentives are introduced: Strategic policy levers can help the sector stabilise and shift into growth mode, enabling job creation, higher service quality, investment in innovation and better productivity.
Signal effect on investor and business confidence: The hospitality industry is highly sensitive to business environment signals. Budget measures that show the government understands the pressures and wants to support growth will boost confidence; conversely, measures that add cost burdens may dampen it further.
WHAT THE BUDGET SHOULD DO: KEY RECOMMENDATIONS
To support the hospitality industry’s growth into 2026, a number of policy actions should be strongly considered. Below are some of the most important:
1. Reform business rates for hospitality/leisure/ high-street use
• Introduce a permanently lower business rates multiplier for hospitality, leisure and high-street retail (for example around 30p in the pound) rather than ad hoc reliefs.
• Increase or remove the annual cap on relief per business (many smaller and growing businesses hit growth impediments because they hit cap limits).
• Consider property-tax relief or transitional relief for operators adapting their business models (e.g., more flexible space usage, outdoor dining, hybrid hospitality formats).
2. Ease payroll/ employment cost burden
• Consider a temporary reduction in the employer NICs rate (especially for lower-paid or part-time staff) or a targeted relief for hospitality businesses, to offset the wage and contribution cost spike.
• Establish a clear, longterm path for minimum wage increases (to give business visibility and reduce shock).
regeneration; Budget could allocate support for regional hospitality hubs, high-street regeneration, “stay-cation” infrastructure.
5. Regional and high-street regeneration focus
• Recognising that hospitality is not only commercial but social — pubs, cafes and hotels help anchor local communities, high streets and tourism ecosystems. The Budget (and subsequent spending review) should embed support for hospitality as a plinth of local economic growth.
• Consider differential reliefs/ incentives for operators outside London and the South East, to help level up.
• Encourage mixed usage of space (e.g., combining hospitality with community, culture, coworking) to increase viability and innovation in high-cost urban centres or lower footfall areas.
6. Encourage sustainable and resilient business models
• Encourage flexible working models, apprenticeships and multi-skill training in hospitality to improve productivity and reduce relative labour cost per unit of output.
3. Consider a temporary VAT cut or demandstimulus for hospitality
• A reduced VAT rate (e.g., 12.5% or 15%) for hospitality (at least temporarily) could support demand, making eating out or staying in venues more attractive in a costconstrained household environment.
• Alternatively, targeted demand-stimulus schemes (e.g., vouchers, off-peak incentives) could be considered to drive footfall, especially in regions and for smaller operators.
4. Support investment, innovation and productivity
• Introduce capital-investment incentives for hospitality businesses to invest in technology (e-ordering, automation, energy-efficiency), digital marketing, sustainability (net-zero compliance) and adaptive use of space.
• Provide business support for smaller venues to access training, digital tools and improvement programmes (mirroring what the government has done in other sectors).
• Encourage clustering and tourism-led growth: hospitality links strongly to tourism and local
• The Budget should factor in the increasing importance of sustainability (energy costs, green buildings, waste management).
Hospitality businesses face high energy bills and compliance costs; relief or incentives for energy-efficient upgrades would support resilience.
• Promote training and skills development to improve retention, service quality and productivity—key if wage costs are high and competition for staff remains acute.
LOOKING AHEAD: GROWTH OR STAGNATION?
If the Budget takes meaningful action on the areas above, the hospitality sector could be well-positioned to grow steadily into 2026, supporting job creation, venue expansion, higher service quality, and regional economic development. For example, investment could translate into new hotel rooms, boutique venues, “eat-out” experiences, and tourismled hospitality in under-served areas.
However, if the Budget simply maintains the status quo (or worse, increases cost burdens further), the risk is real: slower growth, more closures especially among smaller venues, reduced investment, weaker service offering, fewer jobs and a diminished high-street and tourism ecosystem.
As the next Budget approaches, hospitality industry leaders will be watching closely. The levers available to the Chancellor can make a tangible difference.
FINAL WORD
The UK hospitality industry stands at a pivotal moment. The next Budget is not just a matter of numbers — it’s a signal of whether government recognises the sector’s contribution and the unique pressures it faces. By combining cost-relief measures, demand support, investment incentives and regional regeneration, the Chancellor can help hospitality shift from survival mode to growth mode for 2025 and beyond.
CARTE CARTE BLANCHE BLANCHE
CATO TO OPEN IN COVENT GARDEN THIS NOVEMBER
Hospitality group Bart & Taylor, in partnership with award-winning bartender and drinks author Angelos Bafas, aka Mr.Ungarnished, will open cato in Covent Garden, London, this November. The 2,200 sq ft, 100-cover New York Cityinspired cocktail bar is spread across two floors and takes inspiration from Alexander Cato - the world’s first celebrity bartender.
A contemporary homage to NYC’s bar culture, the concept is built around community and inclusivity, with a drinks list focused on provenance, seasonality and minimal waste. The bar will be known as the “House of Julep,” reviving the drink that Alexander Cato made famous in the 1800s, with homegrown mints and herbs sourced from the bar’s in-house growing system. cato aspires to be the first self-sufficient bar for herbs and fruits, growing as much as possible in-house or purchasing from local urban allotments and family-run farms. The venue will be divided into three distinct spaces. The ground floor “House of Julep” will offer juleps, smashes, twists on classics and cocktails on tap alongside beer, with a focus on swift and approachable service. “Lower cato” will feature a minimalistic cocktail menu of 12–14 serves made exclusively with British spirits and produce, each drink inspired by a different New York neighbourhood and their cultural influences. “cato’s Study” will serve as a laboratory and masterclass space, featuring a 10-cover communal table, pop-ups, R&D projects and an industry library. A concise food menu will accompany the drinks, with elevated takes on American staples such as fried oysters (the signature dish at the original Cato’s Tavern), cheeseburgers and fried chicken.
Angelos Bafas brings significant experience to the project as the previous Group Head of Bars at Creative Restaurant Group, and as author of the newly published HYPER Drinks. Bafas is known globally for his minimalistic and
ingredient-led approach to mixology, which earned his venues prestigious accolades, including Best Bar in the UK, a place on the Top 50 UK Cocktail Bars list, World’s Top 500 Bars, and recognition from The Pinnacle Guide with two Outstanding pins.
Bart & Taylor, who own and operate a portfolio of restaurants and bars across the UK, have brought in Bafas as a managing partner to bring cato to life. Angelos will lead day to day operations supported by Yaw Asante, the Groups Beverage Manager. Yaw’s experience spans from New York dive bars and speakeasies to developing drinks programmes across Bart & Taylor’s portfolio in London and beyond.
Bart & Taylor comment: “We’re thrilled to bring cato to Covent Garden, with an innovative concept that celebrates the craft of bartending while making world-class drinks approachable and inclusive. By focusing on seasonal British ingredients, supporting small producers and bringing the julep back into the spotlight, we want to create a space that not only serves incredible drinks but also builds community and inspires bartenders.”
Angelos Bafas comments: “cato is a very special project that has been in the making since I first met Andy and Aiste five years ago. Our aim is to bring memorable flavours and experiences to life using humble, local ingredients. By reviving old school, almost forgotten techniques, we aim to show how simplicity and creativity can transform the way people experience flavour through drinks.”
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CLUB BAUHAUS
WE TAKE A LOOK AT A VENUE BRINGING GERMAN DESIGN AND HOSPITALITY TO LONDON CLUB BAUHAUS
We all started in quite different places. Remy started in pubs, Paul in restaurants, Maria in student bars and Captain - Captain was the only one to actually work in a cocktail bar as his first job, Milk & Honey in London.
The bar came together when Paul & Remy were working together at the Artesian at the Langham. They both wanted to open bars, and mutually agreed to open a bar based on an art movement. Both wanted to have a space that could use cocktails as a way to bridge people into a space that focused on art. After getting to know each other’s ideas they introduced Captain. The three decided to open a bar in East London, and Bauhaus was born.
The bar is inspired by the Bauhaus School of Art and Design. This particular art school, which was stationed across 3 cities in Germany between 1919 and 1933, was chosen based on the design of the space it was taking - a kebab shop. The space itself was long and narrow. The aim was to be as minimal as possible, although it still needed to be beautiful. Form follows function stuck out and helped shape the concept of the bar. Initially, there were other art movements in mind, like Art Nouveau and Abstract - however these movements would not have been as coherent with the space they were being put in. It is a constant in our daily operation, as our desire for Gesamptkunstwerk (a total work of art) is strong. We are always finding more ways to make our work flow, consistent, functional, pleasant and refined. Having a space with the added bonus of an extra-late licence till 4AM, meant we could have drinks that could be pre-batched for consistency,
so that we, the server, could focus on service. We have the opportunity to spend more time with guests, to talk about art in the world around us.
It is crucial for us to have passionate people, from all walks of life, specialties and interests. We have artists, engineers, people who have never worked in bars and people who have worked in bars for 10+ years. We look for people who are simply nice to be around, who want to learn about our approach to the bar. A huge part of the job is making memorable experiences with people, trust is crucial.
The aim is to give everyone as much access to tools and information as possible. There is a sequence of service in place for the step-by-step of service. There are inductions and shadowing in all areas of the bar. Speed will come from confidence of knowing the space and tools. Precision will come from the respect of maintaining the standard and always striving for perfection.
All of our cocktails on the menu are pre-batched, pre bottled, with ice pre set into an array of freezers. Which means our speed comes from the teamwork and organisation of each member of the team.
Each member of staff has their induction and starter packwhich has plenty of reading material. From the operational manual, drinks standards and inspiration of the bar; there is plenty for the new student to learn. After their induction, they are placed into production where they will learn hands on how all of the ingredients and cocktails are produced, batched and organised for the bar (including the production from our
ice factory). This covers using our database, scaling cocktails precisely by weight and using different forms of machinery to help produce large scale cocktail batching.
Once they have spent time in production, they will have their Preliminary Course and assigned a project. They will be assigned a drinks homework, which they will present on a set deadline. They can use the spaces freely, and can receive support from other members of the team. This helps them understand the creative ethos behind the drinks and hopefully inspire them to create and play.
They then begin their ‘opening’ shifts; earlier shifts where the mis en place and organisation of the bar is done before service. It’s their first opportunity to understand their sequence of service at a pace that’s lighter than the later shift, but allows them to focus on their knowledge and guest interactions. After the opening shifts, they move into the late shift. Where the busy atmosphere can test their ability to shift between different service speeds while still maintaining great standards. Understanding the different speeds of the room is crucial for learning their ability to maintain the same standard, consistently, with speed. Service is always on the forefront, stamina is key to maintaining a great shift.
Our menu is quite an organic process. We have never changed the whole menu, we add drinks when there ready; sometimes one drink will replace another but not always. We have a few staples that have stayed with us since the beginning and will likely stay with us for a long time.
As we’re open so late and have an off-premise licence (selling takeaway) we always wanted our drinks to be offered in a takeaway format too. This meant ensuring shelf stability, while exploring how to still celebrate ‘fresh’ flavours.
One of our first examples of this was the design of recomposed lime. We wanted to sell a bottled margarita (before the bar was open, we could only operate as a takeaway bar due to opening in the pandemic). Such an integral part of the margarita is the lime, but as using fresh lime would of been problematic for bottling / consistency, we wanted to see if we could take the aroma and structure of the lime and stabilise it, taking away the nature of the lime itself. This way we could have shelf stable lime, without it expiring. Using it where we would typically use lime allowed us to better design our bottled classics and have some kind of acid handy on the bar.
Some of the elements we always consider are if the product we’re celebrating *can* be purchased and produced in mass. It is up to the designer of the drink to research and ensure if the flavour is viable. We have absolutely faced our fare share of supplier difficulty, fresh inconsistencies and have had to manage and rectify a handful of ingredients. Ideally, if we can manipulate the ingredient to be consistent on mass, this is the route we try to take.
This year was the open of our Warehaus, the facility where we produce our cocktails in large scale for the bar. It’s where our preparation kitchen is, ice factory and now open as a bar on the weekends after the factory day is done. What was interesting for us with
this new space was the opportunity to use the bi-product of our production, and transforming it into a more experimental menu that we could serve after the production day was over. Allowing us to have two spaces, different menus; from the same production line.
that was also more affordable as the ingredients were being re-utilised.
We are constantly trying to find new ways to make the concept of the drink as efficient as possible, while still striving for beauty. We often find ourselves seeking solutions, over stopping the vision. For instance, for one of our serves, we freeze a small prism of glass that refracts colour into a 5x5 ice cube. This takes around 3 days to produce, and is in one of our most popular drinks. If we couldn’t produce enough of the ice, we needed to find a solution to producing more instead of taking the serve away.
We dont think one stops the other, its through the limitation of efficiency that you innovate
The whole team is involved in the process. Our head bartender, Oisin Wolfe, keeps a tracker of each team members homework assignments, drinks progress and projects. We regularly have ‘homework club’ - where we present our ingredient studies or drinks. Each member of the team must produce 1 complete cocktail every 3 months. They can of course make more! However, 1 complete, full concept drink must be presented with consistency and efficiency in mind. We blind taste, and evaluate the drinks together. Once the drink moves from workshop stage to production stage, our production manager has an opportunity to ensure that all of the information is correct on our database with our head bartender. The drink will then have a soft launch onto the menu, where we ask for feedback from our guests to see if theres anywhere the drink can improve. If a solution is required, it gets taken off the menu to be adjusted before being released again.
Interestingly,nearly all of our bottles were selected in a blind tasting. One vodka, one gin, one rum etc. Which meant our relationships and contracts are formed after the product is blind selected.
If there’s a specific project in mind, we may reach out to a brand we use to ask help fund our creative projects.
For example, recently we collaborated with Grey Goose Vodka on a flight of mini-martinis. This covered a few different areas we found fascinating. We got to be part of designing the board that the flight is served on, we were able to ask for funding to have a beautiful light piece installed in the bar to help create our vision of how different light hues can affect our perception of flavour. We were lucky to have a session with a flavour neurologist to help build the concept behind the project. We were given a plan to help bring the project to life, so that we could create a full experience for the guest to enjoy in a way thats coherent to the message we send.
In terms of collaboration, we’ve always found it more interesting for brands to help support us by supporting our creative direction with a drink. If there is particular glass in mind for a drink, that might be quite expensive; if it’s the vision of the fina form of the drink it’s more beneficial for us to ask if they can instead support in purchasing the glassware for us as opposed to finding an alternative glass that isn’t suited for the idea of the drink.
We found a way to utilise our bi-product to create an offering
Support in education, training, serviceware and equipment are our favourite ways to collaborate with brands. Our brands often change with whichever brand wins the blind tasting. Although we have worked quite closely with Grey Goose (Bacardi) , Suntory, Campari group and Pernod Ricard. Each partnership is different, some prefer to do brand activations and advocacy, while others prefer to support
in marketing budget and glassware support / equiptment. We love to try work with all of our bottles in some capacity, whether its to host a class, throw a party or fund a school project that we find interesting.
We have built quite a good system of trust with our brands. We have rarely had any disagreement or hold from a brand on our creative process, they usually leave us to design!
Brand collaborations are particularly interesting when the brand shares the same interest in our vision to learn + create. We have found we’re able to pull off the more exciting activations when we receive actual interest from the brand. When they want to push the limit of what we can do and be there to support us, we find these experiences more valuable for both our image and our creative path.
Quality control, time and set-up are crucial. Regularly testing the drinks to make sure that service pauses as little as possible means the team can work in reassurance that the product is exactly as it should be, eliminating any worry and allowing them to work confidently that what they are serving is the best version and the vision they believe in.
Enough time for set up, is a must - we spend 3 hours on the bar set up to pre ice 5 freezers, prepare back up ice, and restock effectively to make sure the service doesn’t have to slow down. Staffing your shifts correctly and having an understanding of the distribution of the workload is hugely beneficial.
Finally, a healthy team! Making sure the team are well rested, supported, know where they are positioned for their shifts, keeping them been briefed, avoiding last minute changes and regular check ins means we can try to manage any situations that may be difficult from before they have the chance to become problems. Maintaining a great relationship with the team is so important, as they are the main driver to the function of the bar.
Every week, we only have one member of the team assigned to the bar. They are the only bartender, and they mostly barback for themselves. This gives them a chance to evaluate the best way to operate the bar, and give feedback at the end of the week if there were any issues they faced.
We’re always striving for perfection. Understanding and listening to our guests needs, and being well prepared helps us to avoid these problems while still maintaining a well timed bar.
A huge part! The majority of what we sell is from our menu, it’s all batched. We of course can make off menu classics, although we operate on a standpoint of ‘creativity through limitation’. It’s far better for us to have conversations with our guests on what they enjoy, and see if it’s possible to construct from the addition of our library (a wall of single flavour extractions, we call them monochromes) - to make something totally tailored for them. We always she expectation and help guide them through our process.
If they’re happy to wait the additional full minutes, we’re more than eager to create for them!
There is only one bartender making the drinks, and if an off menu drink is being made the team will try it consistently through the night to ensure it’s staying at the same quality. Less hands involved in making it means for less mistakes. More people regularly testing it ensures a higher probability of any mistakes being caught.
It can be very important. For us, having a more flexible station set up allows us to play with the space in a modular way.
There station is very easy to flip if you’re left handed, and as there is only one bartender they can set up in whichever way they find comfortable. Most of the batches stay in the same place for consistency, but if they wanted to move a few bottles around to ensure they weren’t catching speed pours in awkward places they can. We have quite a diverse team of 15 or so who use the station. Our station is very minimal, and absolutely by no means perfect. For us, it was more important to have the right back bar and barback organisation, to ensure that we had enough fridge and freezer space for our batches, bottles and ice set up to be well organised.
All three owners were behind the design of the bar and bar station. On a personal note, it was quite sweet when I started as they asked for my opinion on if I would like to have any part of the design of the bar - I said yes, but all that I wanted was for the bar to be lower to take into account of myself being shorter than the rest! It was very kind of them to take this into consideration, as many bars, especially designed by taller (often, men) have stations that are quite high and can be quite difficult to manoeuvre around.
When the bar expanded to also having a second floor, we used architecture firm CAKE to be part of our design. They helped to design our Workshop one floor below the bar.
Possibly quite biased, but I believe we balance it quite well! The space is very modular and durable. There are tables that can fold into the wall, tables that can extend out and be moved entirely. Storage for all of our preps to be neatly stowed away. Matching, uniform containers. The floor is made from the same material used in freight trucks. The lamps are fixed into the tables to preserve them from fallings. Making a space that can handle the party, but still be beautiful is part of the joy of the space. We thought it would be better to spend more time on design and materials, than to constantly be fixing or changing or mixmatching the furniture.
It can have a huge impact on the health of your team! If the station is flexible and modular, then this is the difference of your team members over reaching, leaning awkwardly, and building bad habits in movement. If they have the space to move freely, and can
build the station in a way thats comfortable for them then this is a huge plus in their morale as their physical health is being considered and looked after. Unfortunately, many of us have some kind of station related horror stories of simply working behind
bars that were not built with us in mind. For us, it’s important that the team are able to move through the venue with intention, to save steps as opposed to be constantly running back and forth. Having waiters stations throughout the building can be a small action to save steps.
If you could redesign your bar today, what would you change to improve efficiency and comfort?
When we first opened, the bar was open on either side so that team members could move freely in a loop around the bar; since the move of our workshop, we had to close off one side. We would love to reopen that side, to get our loop back in action! Having a beer + wine fridge closer to the pass, to allow other team members to grab their quicker orders.
Share ideas with other bars! Visit other spaces and ask for an opportunity to see how they operate. Teach your staff to be curious, to assess regularly and to be solutions oriented. Question your operation, and ask yourselves often if the standard you hold encapsulates what you believe. Have fun with it and challenge each other.
MARTINI GRADE VODKA
Since our humble beginnings nearly 70 years ago when the Company was founded by Bobby Lynas, Lynas Foodservice has been dedicated to one word, Service.
The aim is simple, to serve our customer with the best product and the best service we can provide.
We deliver to over 5,000 independant and chain customers every week throughout Ireland and Scotland. Our customers come from right across the catering spectrum so with our extensive range we will have the right product to suit your needs and your business.
Contact us today to find out more and arrange a visit with one of our experienced team.
We are here for you.
OBJECTS IN YOUR REARVIEW MIRROR MAYBE CLOSER THAN YOU THINK…
Halloween is over, which means the festive season is fast approaching and every year it seems to come around quicker. It is often surprising to realise how many, or few, sleeps there are. The busy festive period has an impact on the licensed trade throughout the country in many ways, often positive with increased custom, but that can put pressure on staff. Operators also have different seasonal considerations - possibly early payment of wages, festive parties and hopefully busy premises.
Most licensing authorities recognise the festive period is the time of year when people are, in general, out more and therefore longer hours are often granted over the festive period.
Extension of hours for premises:
Throughout Scotland, Licensing boards will consider general extensions for premises within their area over the festive period. There are different ways to extend licensed hours in Scotland – an occasional extension applied for by the premises licence holder and a general extension granted by the licensing board.
The processes for both are not set in stone and can differ between Licensing board areas. Applying for an extension will often require notice periods, however, those periods can differ depending on which Licensing Board area operators are located in and it is important operators are not caught out.
An occasional extension applied for by an operator cannot exceed a period of one month and cannot be extended once granted. If a longer period is required, additional extensions would have to be applied for. There is no limit on the number of applications which can be lodged. Time for customers to leave should also be considered in the extension as there are strict requirements on customers being out of premises
at the end of the permitted operating hours, being 15 minutes for a public house and 30 minutes for a restaurant and/or where a meal has been taken. Most licensing boards require at least six weeks’ notice of extensions. These are advertised and can attract objections or adverse comments. If there is an urgency, such as a funeral, the time scale for these can be shortened. It is up to the Licensing Board to determine how to publicise these but they are circulated to what are called statutory consultees, such as licensing standards officer, Police Scotland and similar. These consultees will also be busy around the festive season so lodging applications in good time is important.
Licensing boards can grant a general, or blanket, extension for their board area or part of it. Operators need to check what that allows and if any application still has to be made. Premises usually benefit from the extension during set dates and the additional hours given may depend on what type of activities take place – such as whether the premises are an entertainment venue, pub or serve food. Licensing
WHAT WE DO:
ADVICE ON PERSONAL AND PREMISES LICENCES
DRAFTING AND LODGING APPLICATIONS
ATTENDANCE AT CONTENTIOUS HEARINGS
ADVICE ON BUSINESS STRUCTURES FOR LICENSED PREMISES
TRAINING AND MANAGEMENT OF STAFF PERSONAL LICENCES
boards may require intimation by premises of their intention to use the additional hours and that may have to be done by a certain date, often to the licensing board and Police Scotland. Failure to intimate by the deadline can result in premises being unable to take advantage of the additional hours. Other licensing boards will require applications to be lodged so, while their policy states that the hours will be granted if an application is lodged and there are no objections, an application still has to be lodged and this can trip up operators if they do not check this.
In England, there are some quirks in the grandfathering of licences which resulted in Sunday hours with the previous Sunday hours permitted by the Licensing Act 1964 rather than new Sunday hours. Extensions to licences could be located in various parts of an English premises licence, being in the premises licence, under non standard timings or in the conditions as sometimes the extensions are noted in annexes. If premises want to extend those hours a temporary event notice needs to be given with at least 10 clear working days notice. That is less for a late temporary event notice, however, Police or EHO can object to a late temporary event notice and that would likely result in it being declined.
Conditions to be considered:
Operators should also consider any other conditions on their licence such as stewarding, CCTV, first aiders and conditions which may be in place before they should trade out with their normal hours.
Staff training:
In Scotland, all staff serving or dispensing alcohol must have gone through two hours of prescribed staff training. It is important to make sure staff
training records comply with requirements, are on the premises available for inspection and are correctly signed off, particularly before the busy festive period starts. Throughout the country, it is important licensed trade staff understand the basics of the relevant Licensing law, the premises licence provisions for their premises such as hours, children and young person access, and any other restrictions in the premises licence. They should also be aware of age verification/ID requirements, requiring age ID for anyone who appears to be under 25 years old, the consequences of selling to someone under 18, and what ID is acceptable.
Practical issues for operators:
Operators also need to consider their own practical operation at this time of year. Staff me be hoping to be paid early in December to allow them to finish shopping, fund travel arrangements or their own festive socialising. That will inevitably impact on cash flow and needs to be planned early. Staff may also have festive parties from other jobs or maybe travelling to see family and require to finish up before the core festive period or be off during that time. That may cause issues with staffing if that is not covered off early. Having a backup of part time or zero hours contracted staff can help as they may be able to help out at short notice. It is important operators ensure there is sufficient cover over the period but that needs forward planning and the black art of rotas to be worked out at what is already a busy time of year.
For information on legal requirements of licensing, festive extensions in your area, staff training, manager appointments and for a free review of your licence, please contact Joanna Millar at The Licensing Company on 07747 653417 or info@thelicensing.company
MOUNJARO AND WEIGHT LOSS. HOW COULD IT HIT THE HOSPITALITY SECTOR?
Times are a changing …. Customers now have many varied tastes , experiences and food requirements and in an ever changing world these can’t be ignored Scottish Hospitality Group recently raised a question How could this impact the hospitality sector?
Spokesperson for SHG , Stephen Montgomery said “We have all seen the news I am sure about the rise in people using weight loss drugs.
Across the UK, a growing number of people are using GLP-1 appetite suppressant drugs such as Mounjaro and Ozempic. These medications are designed for diabetes and weight management, but they are starting to reshape how people eat, drink, and socialise, and with an already estimated 1.5 million people in the UK currently on this, the numbers are rising quickly”
The Key Trends Emerging are:
Smaller appetites: Customers feel full faster and order fewer or lighter dishes.
Reduced alcohol consumption: Many users report drinking less or avoiding alcohol altogether.
Fewer dining occasions: Some dine out less often or skip indulgent extras.
Health conscious choices: There is greater demand for high-protein, low calorie, or nutrient dense options. What the numbers say:
Basic example: 500 covers/week; £16 food plus £9 drinks per cover = £12,500pwk
Low adoption (5%) - £61/week (-0.5%) revenue impact. Base case (12%) - £247/week (-2.0%). This lines up with evidence that GLP-1 users cut food spend by11% and often moderate alcohol.
High adoption (20%) - £659/week (-5.3%). If UK uptake keeps rising (NHS roll out and private use), the drag grows
Why this happens:
Smaller appetite = smaller orders and less alcohol per GLP-1 customer (multiple studies, early 2025).
Uptake is climbing in the UK: NICE approval and NHS specialist service access are live; estimates suggest about 1.5m UK users now, mostly private.
Analysts see a structural shift in food spending patterns among users (snacks, baked goods, alcohol down; healthier choices up).
The “Mounjaro Generation” isn’t about fewer people eating out, it’s about changing habits. People will still seek that social connection through our great hospitality, but the industry will need to evolve with lighter, more flexible and experience driven offerings
The other issue of course is the disposable income or discretionary spend which people have, and the choices they make with that. Given the current cost of these drugs ranging from £230 to £320 a month, many could be looking at the choice of socialising, or purchasing the medicine, leaving less cash in the pocket.
Do you see this being a trend or do you think this is a cultural shift?
How do you think this could affect your venue?
Let us know at info@topgunmedia.co.uk
LICENSING REFORM OFFERS HOPE FOR A MODERN, BALANCED SYSTEM SAYS NTIA
We are pleased to see the Government’s announcement of an expedited consultation period following the Licensing Taskforce’s recent recommendations, as part of the ‘Cheers to Change: Red Tape Review’. It is encouraging to see that the majority of the recommendations from the Licensing Sprint are being considered, and that this fast-track review will give industry operators, landlords, and communities a genuine opportunity to help shape the future of licensing in the UK.
The commitment to cutting outdated red tape that has long held back pubs, bars, and venues — while creating space for more live music, food, and community events — is a positive step forward. There is a palpable sense of belief across the sector that this could deliver meaningful change and drive progress towards a more permissive and enabling licensing policy, beginning with the development of a National Licensing Framework. However, while these proposals represent an important shift in the licensing landscape, it is vital to recognise that they will not, in isolation, resolve the deep economic pressures
currently engulfing the sector. These reforms must form part of a broader effort to address business rates, cost inflation, and workforce challenges if we are to truly revitalise our high streets and night-time economy.
That said, these opportunities for reform are long overdue. We welcome the Government’s recognition of the vital role our venues play in the cultural and economic life of our communities, and we look forward to working collaboratively to ensure these changes deliver a modern, balanced, and supportive licensing system fit for the future.”
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JIM BEAM® INTRODUCES A TROPICAL TWIST TO KENTUCKY TRADITION WITH THE LAUNCH OF JIM BEAM® PINEAPPLE
Jim Beam®, the world’s best - selling bourbon, has unveiled its latest flavour innovation for UK shoppers and home cocktail lovers: Jim Beam® Pineapple. This new release brings together the smooth character of Kentucky straight bourbon with the bright sweetness of pineapple, offering a refreshing new option for the home bar this season.
The bold pineapple notes balance perfectly with bourbon’s familiar oak and caramel, creating a drink that’s both distinctive and accessible. Whether you’re already a whiskey fan or looking for an easy first step into the category, Jim Beam Pineapple delivers a smooth, fruit - forward taste that’s ideal for sharing and enjoying together.
“As a brand rooted in Kentucky tradition, we love putting fresh spins on our brands and Jim Beam Pineapple does exactly that,” said Freddie Noe, 8th Generation Master
Distiller of the James B. Beam Distilling Co.
“This new flavour is our first flavoured spirit in four years. It is a celebration of flavour and community, made to be enjoyed with family and friends this summer season.”
With its mixability and crowd - pleasing taste, Jim Beam Pineapple makes an excellent addition to any home bar, perfect for gifting, at - home entertaining, or experimenting with new cocktails.
