CLH News #268 April/May 2026

Hospitality Confidence Stabilises, But Small Operators Face Mounting Cost Pressures

Editor's Viewpoint

Welcome to the latest issue of CLH News

EDITOR

Peter Adams

CONFIDENCE RETURNS – BUT THE FAULT LINES ARE WIDENING

There’s a familiar rhythm to hospitality. We celebrate resilience, we rally through adversity, and just when confidence begins to return, a fresh wave of challenges tests the sector all over again.

The latest Business Confidence Survey from NIQ, powered by CGA and Zonal, offers a cautiously optimistic headline: confidence has stabilised.

After plunging to a worrying low late last year, more than half of hospitality leaders now feel positive about the next 12 months. That is no small achievement given the battering the sector has taken.

But scratch beneath the surface and a more complex picture emerges.

Yes, the festive period delivered. Yes, Easter trading has provided another timely boost, with pubs pouring millions more pints and benefiting from longer, more experience-led visits. And with further Bank Holiday weekends on the horizon, there is every reason to hope momentum can be maintained into the summer.

Yet optimism is not evenly shared.

There is a divide between large multi-site operators and independent businesses and is becoming impossible to ignore.

Bigger groups, often better resourced and more able to absorb rising costs, are looking ahead with expansion plans. Meanwhile, many single-site operators—the very backbone of our sector—are struggling to keep their heads above water.

Confidence among independents remains alarmingly low. And it’s not hard to see why.

Costs continue to rise on multiple fronts: labour, energy, food and drink, taxation, and business rates. The so-called “April costs crunch” has only intensified the pressure, forcing difficult decisions around staffing, pricing and investment. For many, survival—not growth—is the priority.

The warnings from Federation of Small Businesses and sector bodies like UKHospitality and British Beer & Pub Association could not be clearer: the cumulative tax burden on hospitality is stifling the very businesses that drive employment, community cohesion and local economies.

This is not just an industry issue—it is an economic one.

At the same time, operators are being forced to evolve.

Investment in technology is no longer optional; it is essential. From AI-driven insights to loyalty platforms and CRM systems, businesses are looking for smarter ways to do more with less—improving efficiency while protecting the guest experience.

But even here lies a challenge: the ability to invest is dependent upon financial resources.

And yet—despite everything—the sector endures.

There are genuine opportunities ahead. The continued shift towards experience-led socialising is playing to hospitality’s strengths. Strong domestic tourism, fuelled in part by global uncertainty and changing travel patterns, is driving a resurgence in staycations.

The UK has always had a compelling offer, and when international travel becomes less predictable or more expensive, that offer comes into sharp focus.

Hospitality is uniquely placed to capitalise. However, opportunity alone is not enough.

Without meaningful government intervention—whether through business rates reform, VAT adjustments or support on employment costs—the risk is that many independent operators simply won’t be in a position to benefit from the upturn.

Confidence may have stabilised, but it remains fragile.

The message from the sector is consistent: give us the conditions to succeed, and we will deliver growth, jobs and vibrant communities.

Ignore the mounting pressures, and the consequences will be felt far beyond the balance sheets of individual businesses.

For now, the green shoots are there. The challenge is ensuring they are not choked before they have the chance to fully grow.

Visit our website at www.catererlicensee.com to sign up for our weekly digital issues and e-newsletter to ensure you get all the latest news and developments delivered straight to your in-box.

I can always be contacted at edit@catererlicensee.com

The Caterer, Licensee & Hotelier News Group is published by RBC Publishing Ltd, 3 Carlton Mount, 2 Cranborne Road, Bournemouth, Dorset, BH2 5BR. Contributions are

consideration, however, no responsibility will be accepted for loss or damage. Views expressed within this publication are not necessarily those of the publisher or the editorial team. Whilst every care is taken when compiling this publication to ensure accuracy, the publisher will assume no responsibility for any effects, errors or omissions therefrom. All rights reserved, reproduction is forbidden unless written permission is obtained. All material is assumed copyright free unless otherwise advised.

Hospitality Confidence Stabilises, But Small Operators Face Mounting Cost Pressures

(CONTINUED FROM FRONT PAGE)

A robust end to 2025 has played a key role in lifting sentiment.

Two thirds (66%) of operators reported year-on-year revenue growth in the fourth quarter, while 43% achieved higher profits. This suggests many businesses are beginning to absorb the sharp cost increases experienced throughout 2025.

Yet significant challenges persist. Rising employment costs are the dominant concern, cited by 88% of leaders, followed by food and drink inflation (73%) and business rates (71%). Energy prices, taxation and property costs are also weighing heavily on operators.

GROWING DIVIDE

The survey highlights an increasingly stark divide between large, multisite operators and smaller independent businesses. While 61% of leaders running five or more sites reported revenue growth, just 24% of singlesite operators achieved the same.

Confidence among independents is particularly fragile, with only 16% expressing optimism about their prospects. In contrast, larger groups are showing renewed ambition, with nearly two thirds (63%) planning to expand site numbers over the next year.

This disparity is echoed in wider small business sentiment. The Federation of Small Businesses (FSB) reports that its Small Business Index remains deeply negative at -53 in Q1 2026, despite improving from a historic low of -71 in the previous quarter. Confidence has now been below zero for eight consecutive quarters.

According to the FSB, 87% of small firms are experiencing rising costs, with taxation (58%), labour (56%) and utilities (53%) the primary drivers. More than half (54%) reported falling revenues over the last three months, and 45% expect further declines ahead.

APRIL COSTS CRUNCH

Hospitality operators—many of whom fall into the small business category—are now facing an additional wave of financial pressure. The socalled “April costs crunch” includes increases to business rates, higher energy standing charges, a rise in the National Living Wage, expanded Statutory Sick Pay obligations and new Making Tax Digital requirements. These pressures are already feeding through into staffing decisions. The

FSB reports that more small firms are cutting jobs (21%) than hiring (8%), while within hospitality, half of leaders say being short-staffed has become “the new normal”.

TECHNOLOGY “PRIORITY”

Operators are attempting to balance cost control with maintaining standards, but many acknowledge the risk to guest experience. Alongside staffing cuts, businesses are adjusting menus and pricing strategies, while also investing selectively in areas such as technology, refurbishment and operational efficiency.

Technology in particular is emerging as a priority, with AI tools, loyalty platforms and CRM systems seen as key to improving productivity and meeting evolving customer expectations.

GOVERNMENT INTERVENTION

Industry leaders and small business representatives are united in calling for government intervention to ease the burden.

The FSB is urging ministers to reduce business rates for hospitality, offset energy costs, introduce a Statutory Sick Pay rebate for small employers and halt further dividend tax increases. It has also emphasised the need for stronger legislation on late payments, which currently affect 69% of small firms.

Karl Chessell, Director – Hospitality Operators and Food, EMEA at NIQ, said: “An uptick in confidence after a strong Christmas is a very welcome sign of hospitality’s resilience in the face of relentless challenges. However, there is still widespread uncertainty about prospects, and while it’s great to see managed groups increasingly bullish about new openings there are alarming signs of stress among smaller businesses. Independents are the lifeblood of hospitality and the big brands of the future, but they have been overwhelmed by costs in recent years. Hospitality as a whole is in urgent need of targeted interventions from government if it is to sustain its contributions to the UK’s economy and jobs.

Tim Chapman, Chief Commercial Officer at Zonal, said: “This report shows that hospitality leaders are feeling more confident in the sector again and facing the future with more positivity, even though the trading environment remains challenging.

“It’s good to see that operators are planning to invest in in priority

areas through 2026, such as technology and that they recognise the critical role it will play in streamlining operations, saving costs, easing staff pressure, and delivering against rising customer expectations.

“No one is saying the next 12 months will be easy but the findings really demonstrate the resilience of our industry.”

TAX BURDEN

While confidence has to an extent stabilized concerns remain as increases to employment costs and business rates for many operators will once again cause job losses and hit business viability, the hospitality sector has warned.

Earlier this month trade bodies including UKHospitality and the British Beer & Pub Association released a joint statement which said: “Yet again, hospitality businesses enter April facing billions of pounds in additional costs, which will force many to make heartbreaking decisions.

“Despite the necessary and welcome support for pubs on business rates, neighbourhood restaurants, local hotels and independent cafes all face their bills rising in the thousands.

“Hospitality’s tax burden – the highest in the economy – is suffocating the sector. The impact is clear: more lost jobs, less investment and business closures. The jobs, communities and livelihoods we support are hit once again.

“The worrying situation facing the business energy market has the potential to accelerate all of these impacts.

“Even before the conflict in Iran and the Middle East began, increasing energy prices were already impacting profitability and the Government should be prepared to support vulnerable businesses if they are thrown into yet another crisis.

“Hospitality businesses are clear that cutting their costs through a lower rate of VAT, business rates reform and changes to employer NICs will deliver new jobs, investment and growth.

“The benefits of backing our local pubs, restaurants, hotels, leisure and tourism businesses are obvious and if the Government works with our sector we can keep people in jobs, make our high streets flourish, and drive growth.”

Hospitality Under Pressure: Why Cutting Costs Won’t Drive Long-Term Growth

It’s been an extended period of pressure for hospitality businesses. Rising wages, energy costs, taxation changes and ongoing supply challenges have forced many operators into defensive mode for longer than expected.

By now, the advice to cut costs will feel very familiar. Review staffing, reduce overheads, trim budgets – it’s a well-worn path, and one most business owners have already been down multiple times.

James Vincent, performance director at the UK’s largest business coaching firm, ActionCOACH UK (www.actioncoach.co.uk), and host of The ActionCOACH Podcast, works with business owners across a wide range of sectors navigating these challenges. And while cost discipline remains important, the reality is that most operators don’t need to be told to cut costs again – they’re already doing it.

Here, James shares advice on what comes next… THE LIMITS OF CUTTING BACK

Cost-cutting has its place. In the short term, it protects cash flow and helps businesses stay stable during difficult periods. But it has limits. There comes a point where further cuts don’t create efficiency and they start to erode your capability. Marketing gets quieter, teams become stretched and the customer experience begins to slip. Growth slows, not because demand isn’t there but because the business is no longer set up to capture it. And for many hospitality operators, this line has been reached.

SHIFTING THE FOCUS FROM SAVING MONEY TO CREATING VALUE

This starts with understanding what’s actually driving the business. Which products generate the strongest margins? What activity brings customers through the door? Why do people return?

Without knowing the whole picture, it’s easy to keep cutting in the wrong places. It highlights the absolute importance of knowing your numbers. Once you have financial clarity, decisions become less reactive and far more strategic.

WHERE HOSPITALITY BUSINESSES SHOULD TURN NEXT

spoke to me in The ActionCOACH Podcast where he explained that treating every customer like a star isn’t about extravagance – it’s about consistency in how people are made to feel.

3. Competing on value, not price

With margins already tight, competing on pricing alone is a difficult game to sustain. A stronger approach is to focus on perceived value. This is what the customer feels they’re getting for what they’re spending. This is where the idea of ‘affordable luxury’ comes in: delivering a premium-feeling experience without the premium pricing.

Rory Sutherland touched on this in another episode of The ActionCOACH Podcast too. He talks about differentiating your business through non-obvious value and says: “It’s not an efficiency if it comes at the expense of a customer.”

It might be in the presentation, the service or small touches which elevate the overall experience. Done well, it allows businesses to protect margins while strengthening their position.

1. Building community, not just customers

There’s a clear shift happening in what customers want. It’s no longer just about the transaction – it’s about how a place makes them feel.

In an increasingly digital world, real human connection carries more weight. Hospitality businesses need to create a sense of belonging –where customers feel recognised, comfortable and part of something bigger – naturally encouraging repeat visits.

And repeat business is where long-term value sits. As explored in an episode of The ActionCOACH Podcast with Jeffrey Gitomer, the focus should be on giving customers a reason to keep coming back, not just attracting them once.

2. Elevating the customer experience

Good service is expected. What stands out are the moments that go beyond it. It might be something small: remembering a name, adding a personal touch or creating an experience with a difference. These details are easy to overlook when costs are under pressure – but they’re often what customers remember the most.

They’re also what turn customers into advocates. Guest Geoff Ramm

PLAYING TO HOSPITALITY’S STRENGTHS

Hospitality has been through a rough period but there is also plenty to shout about. There’s a big shift happening. As AI and automation continue to take over transactional tasks, human interaction is becoming more valuable, not less.

This plays directly to hospitality’s strengths – experience, atmosphere and connection. Businesses that lean into this will gain a competitive advantage immediately; they’ll be much better positioned for where the market is heading.

MOVING BEYOND THE OBVIOUS

Cost-cutting isn’t wrong but it’s no longer enough. Most businesses, especially in the hospitality industry have already taken that route. The opportunity now is to move beyond it – to focus on what drives loyalty, builds differentiation and creates reasons for customers to return.

Because in the end, long-term success in hospitality won’t come from who cuts the most. It will come from who gives customers the strongest reason to keep coming back.

Revealed: UK Pubs Could Make Just 3p Profit For Every £1 Spent On A Pint

As the number of UK pubs continues to fall, new research suggests that for every £1 spent on a pint in 2026, UK wet-led pubs could be making just 3p in profit – down from 5p last year and 7p the year before.

To understand where money spent at the pub actually goes, money.co.uk business current account experts analysed cost data from the British Beer and Pub Association (BBPA), modelling how key operating expenses have changed year-on-year.

While consumers have seen the average draught pint rise(1) over the past two years, the profit from each pint appears to have dropped by more than half over the same period, according to the research.

Rising costs – including wholesale prices, wages, business rates, and beer duty – are steadily eating into margins in 2026. Beer duty has increased by 3.66% this year adding roughly £35 a week to costs, while wages are expected to cost around £229 more.

Wholesale food and drink costs are estimated to account for 41% of revenue, while wages make up around 31%, the two largest costs overall.

After utilities (4%), business rates (3%) – a tax paid on the pub building itself – and other operating costs are accounted for, just 6% in gross profit could remain, equal to 6p from every pound, before rent is deducted.

After rent, which industry guidance on pub budgets from the BBPA states can cost around 50% of gross profit, the typical wet-led pub could be left with just 3p in profit from every pound spent at your local. For pubs charging an average of £5.17(2) for a pint of lager, that would equate to around 16p profit per pint. These persistent cost pressures could make the much-discussed £10 pint(3) an increasingly realistic possibility in the UK’s more expensive areas.

This comes as pub numbers across the UK continue to fall(4), and landlords face a balancing act: attempt to absorb rising costs and erode already-thin margins, or continue to pass them on to customers and risk losing trade.

Jake Pemberton, landlord of The Gladstone in Nottingham, says: “Increases in beer prices often don’t cover the rise in everything else that pubs have to deal with. Many small, independent pubs simply can not survive with business rates, energy bills, minimum wage, VAT, taxes etc. It all adds up and I don’t think all customers take that into account when we change our prices.

“Higher beer prices keep people at home and it’s significantly affecting British pub culture. Communities are suffering, as pubs & pub goers often come hand in hand with community spirit. At the same time, we’re losing traditional pubs as wet led pubs are dying, with more becoming food focused and family oriented.

“This year, our prices can’t increase at the same rate. Three of my real ale products needed a 15p rise to keep the same gross profit, however I’m aware pubs have a ceiling to what they can charge and I feel like I’m getting closer to that ceiling, so could only add 10p. This means on those products I’m losing gross profit this year.”

Joe Phelan, money.co.uk business current accounts expert, says: “It’s easy to assume that rising pint prices mean pubs are making more money, but the reality is very different. Our data shows margins are shrinking, with only a few pennies left from every pound spent once costs, including rising beer duty, are covered. Without support, we risk losing not just businesses, but a cornerstone of British culture.

“With margins under such pressure, careful financial management is becoming more important than ever. Using a business current account with integrated reporting tools can help landlords keep track of costs, monitor cashflow, and make informed decisions to protect profits and keep their doors open.”

New Martyn’s Law Guidance Published to Support Hospitality and Licensed Venues

Hospitality operators and event organisers across the UK are set to benefit from comprehensive new guidance designed to support the implementation of Martyn's Law — the landmark legislation aimed at strengthening public protection against terrorism at venues and events.

Published this week, the guidance provides clear, actionable steps tailored to businesses across two tiers of compliance.

For smaller licensed premises — including pubs and restaurants with a capacity of between 200 and 799 persons — operators will be required to ensure adequate evacuation routes are established, that staff are trained to implement lockdown procedures swiftly, and that effective communication protocols are in place to alert and direct customers in the event of an attack.

For larger venues and events — including concert halls and sports stadia with an expected attendance of 800 or more — more stringent measures will apply.

These include risk-reduction provisions such as CCTV systems, bag search policies and, where deemed appropriate, vehicle access controls — steps designed to significantly reduce vulnerability to terrorist activity and bolster the safety of large-scale public gatherings.

The Terrorism (Protection of Premises) Act 2025 also known as Martyn’s Law, is named in tribute to Martyn Hett, one of the 22 victims of the horrific Manchester arena attack.

The act will come into effect after an implementation period of at least 24 months from Royal Assent, giving organisations time to understand their new obligations and prepare.

All premises need, as a minimum, to reflect upon whether they are required to act.

This includes:

• Pubs and Bars

• Nightclubs

• Hotels

• Restaurants

• Festivals and large-scale public events

• Experiential premises

• Gambling premises

• Event spaces

• Stadiums

The major milestone comes as the threat from terrorism endures and evolves, with a rise in attacks from individuals who are not formally part of an existing terrorist group making it harder for the police to detect and investigate.

Since the start of 2020, MI5 and the police have disrupted 19 late-stage attack plots and intervened in many hundreds of developing threats.

Security Minister, Dan Jarvis, said: “Martyn’s Law will help to save lives by making sure venues are ready to act if the worst happens.

“Today’s guidance is a significant step toward turning the law into action, giving organisations clear, straightforward advice to protect the public.

“I pay tribute to Figen Murray, whose dedication was instrumental in bringing this landmark law into existence.”

By providing practical advice and clear instructions to meet the requirements set out in the act, it empowers organisations to take proportionate steps to protect lives and improve emergency preparedness – helping to keep both staff and visitors safe across the UK.

It is designed to explain the act’s requirements in a way that works for all and reflects the government’s clear intent that those responsible for premises and events in scope can comply without needing to buy specialist or consultancy services.

It provides advice and illustrative examples to help those with responsibilities under the legislation.

Michelle Russell, Chief Executive of the Security Industry (SIA) said: “Today is an important milestone. As the regulator of Martyn’s law, the SIA’s approach will be driven by public protection objectives. Our focus will be to ensure compliance with the requirements set out in the legislation and Home Office section 27 guidance published today.

“This guidance will enable us as the independent regulator to take decisions on whether premises and events in scope have taken the steps, they need to comply and play our part in bringing about improvements to protective security across the UK.”

A case study for a 400-seater restaurant may look like the following example”

• Evacuation: such as one route through the main entrance that leads onto a public pavement and another through a side door that leads into a different area.

• Invacuation: for example, bring individuals into the main restaurant area and, if needed, into a variety of staff areas.

• Lockdown: this could require nominated individuals knowing when (i.e. when their shift manager instructs them to) and how to quickly lock doors, close window shutters and turn off lights.

• Communication: this might be met by ensuring staff know who will enact procedures (shift manager) and planning how to communicate with customers present at the restaurant, were an attack to occur.

• Training and awareness: such as providing new members of staff with a short awareness briefing on the restaurant’s procedures at induction, alongside health and fire safety inputs.

• Review: the procedures should be kept under appropriate review, for example reviewed annually or when there is any significant change in the restaurants set up.

As the regulator, the Security Industry Authority will support, advise and guide those responsible for premises and events in meeting the requirements of this legislation.

Michael Kill, CEO of the Night Time Industries Association & Chair of the UK Door Security Association said: “The release of the guidance for the Terrorism (Protection of Premises) Act 2025, known as Martyn’s Law, marks an important step forward in strengthening the safety and resilience of public spaces across the UK. It provides a clear and proportionate framework to help venues better prepare for and respond to the evolving threat of terrorism.

“The Night Time Industries Association, alongside key stakeholders, has worked closely with the Home Office and government partners to help shape guidance that is both practical and accessible for businesses of all sizes. Ensuring the voice of the sector has been reflected throughout has been critical to making the framework workable on the ground.

“We welcome this collaborative approach and the commitment shown across industry and government to get this right. We will continue to support our members in understanding and implementing the requirements, helping to build a safer, more prepared night-time economy while protecting the vibrancy that defines it.”

The taste is sublime with no barista skills needed WE WILL

THE COFFEE POD STORY

Coffee pods are not to be confused with capsules

They are specialized, individually wrapped filter paper pods containing 7 grams of top quality coffee, just like you get when a barista makes a coffee

Our pods are available in both 7 grams and double-shot 14 grams, perfect for making 2 coffees at once or a large 14 gram shot.

In The Hospitality Industry It's The People That Make The Difference

By Giles Fuchs, Owner of the Burgh Island Hotel (www.burghisland.com)

The hospitality industry needs to do more to keep the people who make it work. The person behind the bar who knows the regulars, the front of house manager who holds the room together on a difficult night, the chef whose pride in the food is felt by everyone eating it. These are the people who make hospitality worth experiencing, and the industry is losing them at a rate it cannot afford.

Hospitality Action's 2025 Taking the Temperature survey found that 57 per cent of hospitality professionals name understaffing as their greatest challenge, a 21 per cent rise on the previous year. Deloitte's research into frontline workforce trends found that 60 per cent of workers in hospitality say employee turnover has increased as their organisations incorporate worker data with AI and related technologies. Over half of guests still favour human interaction when they stay. The industry is

caught between guests who want more of its people and a workforce that is harder than ever to hold onto.

The cost of losing experienced staff is greater than it first appears. When a good member of the team leaves, they take with them the accumulated knowledge of the guests, the rhythms of the business, the unspoken understanding of what makes a particular venue work. Training a replacement takes time and money. But the subtler loss, of the relationships built with regulars, of the confidence that comes from years in a role, is harder to quantify and harder still to recover.

WHAT THE BEST OPERATORS UNDERSTAND

The venues and hotels getting this right are the ones that have used smarter systems to give their teams more of what they need: time, breathing room, the freedom to focus on the guest in front of them rather than the spreadsheet behind them. Technology that reduces friction and administrative burden is valuable. Technology that makes a member of staff feel like a variable to be optimised is not.

The test before any new system is introduced should be whether it makes it easier or harder for staff to do what they are good at. If the answer is harder, it is not the right investment regardless of what it costs or saves on paper. When the answer is the right one, the benefits are felt on both sides. Operations run more smoothly, administrative burdens lift, and staff find themselves with more time to engage with guests. Introducing new processes also requires care. Staff who are brought along thoughtfully, trained properly, consulted where possible, and given the time to adapt, will make the most of new tools in ways that no implementation plan could have anticipated. Those who feel that change is happening to them rather than with them will, understandably, start to look elsewhere.

for Campaign Against Living Miserably (CALM) – a suicide-prevention charity.

Guests danced their way through a 12-hour ‘rave-a-thon’ across the two Be At One Leeds venues on Easter Sunday to raise vital funds for the cause.

The event kicked off at Be At One Boar Lane from 2–6pm, before heading to Be At One Greek Street from 6pm–2am to keep the party going, bringing the total to 12 hours of non-stop dancing.

During the day’s party, a huge charity raffle was held, with prizes ranging from Leeds Pride tickets to shopping vouchers, gaming tokens and North Leeds food festival tickets.

Throughout the fundraiser, guests were making the most of Be At One’s popular 2-4-1 cocktail offer with the Leeds bars busier than ever, creating the ultimate party atmosphere for an unforgettable Bank Holiday weekend.

SUPPORTING THE PEOPLE BEHIND THE EXPERIENCE

Wellbeing investment matters as much as operational investment. Hospitality Action's research found that 75 per cent of managers now recognise the value of being able to signpost staff to an Employee Assistance Programme. It has moved from a welcome extra to an expectation, and rightly so. Hospitality asks a great deal of people emotionally and physically. Acknowledging that with tangible support builds the kind of loyalty that keeps experienced staff in place for years rather than months.

At Burgh Island, where we employ between 75 and 95 staff on a selfcontained tidal island, we have invested £1 million in staff accommodation and provide all staff with access to Health Assured's Employee Assistance Programme with 24/7 confidential support. The hotel's screen-free environment and Art Deco heritage create a setting where service is personal by design. That approach is not a policy. It is embedded in our corporate culture.

THE SIMPLEST COMPETITIVE ADVANTAGE

Retention is an experience metric. The businesses that hold onto their best people longest are the ones that deliver the most consistent, most memorable, most recommended hospitality. That consistency cannot be built on a revolving door of new starters, however well trained. It comes from people who know the business, believe in it, and have been given every reason to stay. The hospitality businesses that will set the standard in the years ahead are those that recognise this and act on it. It is, has been, and always will be a people business.

Organiser of the event, Calin Dormand, assistant general manager at Be At One Leeds Greek Street, said: “We’re absolutely thrilled to have raised more than £1,700 for CALM, a charity close to us all that does so much in preventing suicide.

“We know Leeds loves to party and our guests are always happy to support any charitable initiatives we have, so combining the two seemed the natural thing to do to support a fantastic cause.”

CALM is a charity fighting to reduce the devastating impact of suicide in the UK. The total raised will help support 140 lifesaving phone calls through its suicide prevention helpline, alongside vital online resources that help people manage their mental health.

Be At One Leeds Regional Manager, Ada McCafferty, said: “A huge thanks to the hundreds of guests, local businesses, and DJs that played our Easter Sunday 12hour rave, we simply could not have got near the £1,700 raised without the generosity of the Leeds community so thank you!”

Decarbonising Hospitality With Sustainable Hot Water

For the UK hospitality sector, the pressure is on to reach Net Zero by 2050, with industry bodies like UKHospitality pushing for aggressive targets, including the elimination of direct emissions (Scopes 1 and 2) by 2030 and all avoidable supply chain emissions (Scope 3) by 2040. It’s a challenge that can feel complicated, frustrating, but is ultimately necessary for a sustainable future.

Hot water is the lifeblood of hotels and restaurants, but it's also a carbon heavyweight. Historically, gas was the default choice for its low cost, but it is increasingly at odds with climate regulations. Conversely, while electric water heaters offer zero on-site emissions, their higher running costs can be a bitter pill for high-demand businesses to swallow.

Adveco suggests that the smartest path forward isn’t a choice between gas or electric, but a strategic hybrid approach. By integrating multiple technologies, businesses can achieve environmental goals without compromising their bottom line.

Air source heat pumps (ASHPs) can generate up to 70% of domestic hot water (DHW) system energy as preheat, significantly reducing the load on electric boilers and

slashing carbon emissions. Hybrid systems, such as Adveco FUSION, can also incorporate electric immersion backups, ensuring an uninterrupted hot water supply—a non-negotiable for guest satisfaction.

Solar thermal, as a ‘true renewable,’ can offset up to 30% of annual DHW energy requirements, offering a low-maintenance solution with a rapid return on investment. It can also work with both electric and gas-fired appliances, like Adveco’s Astute smart water heater range.

Decarbonisation isn't just about swapping out old hardware; it’s about bespoke, intelligent design. Moving beyond like-for-like replacements to integrated systems—complete with thermal storage and optimised controls—allows hospitality venues to future-proof their operations against evolving regulations.

With trusted technological partners, the journey to Net Zero becomes a strategic evolution, securing long-term viability in a greener economy.

https://adveco.co/

Holiday Tax Would Hit Consumers with £1.6 billion Tax Rise

New economic analysis had found that the Government’s proposed holiday tax would shrink GDP, cause thousands of jobs losses and see the Treasury lose hundreds of millions in tax revenue.

Modelling by Oxford Economics, commissioned by UKHospitality, lays bare the devastating impact a holiday tax in England would have on holidaymakers, businesses and the economy.

Assuming the impact of a 5% levy is fully realised by 2030, the impact on the economy and consumers would be stark:

• Reduction in GDP of £2.2 billion

• £1.6 billion tax increase for holidaymakers

• 688 million in reduced tax receipts to the Treasury

• A loss of £101m in direct investment from hospitality and tourism businesses. Hospitality and tourism would be devastated by the direct impacts the tax would have on consumers:

• £1.8 billion reduction in tourism spending

• 11.9m fewer nights spent in accommodation

• 33,000 jobs lost.

UKHospitality is calling on the Government to stop the holiday tax and protect the great British holiday. It’s urging consumers and holidaymakers to visit https://stoptheholidaytax.uk/ and write to their MP, urging them to oppose the tax.

Allen Simpson, Chief Executive of UKHospitality, said: “The numbers are clear. A holiday tax would hike costs for Brits, make staycations more expensive and decimate tourism.

“There are no winners from a holiday tax. From coastal communities and city centres to local guesthouses, pubs and taxi firms, the impacts are stark and indiscriminate. Taxes up, jobs lost and our high streets hit once again.

“Holidays are for relaxing, not taxing. The Government should keep it that way and stop the holiday tax.”

The modelling by Oxford Economics considered three separate scenarios: a 5% levy on accommodation, a £2 levy per person per night, and a £2 levy per room per night. All scenarios result in a reduction in GDP, tourism spending, nights spent in accommodation and total jobs.

Matthew Dass at Oxford Economics, said: “Our modelling shows that introducing a holiday tax would have a clear economic impact.

“Across the wider economy, the policy is likely to have negative consequences. The additional revenue generated by the tax will be outweighed by reduced economic activity, as higher costs dampen tourism demand, ultimately leading to a loss in GDP.

“With England already operating at the upper end of VAT rates, an additional tax would further weaken the country’s competitiveness relative to other destinations and place additional pressure on consumers.”

Simon Palethorpe, CEO of Haven, said: “Holidaying in the UK creates jobs, drives investment and boosts local businesses. A holiday tax will mean people take fewer UK holidays resulting in less investment and fewer jobs, often in areas where there are few alternative employment opportunities.

“In the UK, visitors are already paying double the VAT rate of the most popular overseas holiday hotspots.

The UK is a great place to visit and we should be encouraging people to do so, not adding extra taxes.”

Simon Vincent CBE, President, Europe, Middle East and Africa, Hilton: “The Oxford Economics research is clear that a proposed holiday tax, on top of already high VAT, will impact British families staying in the UK and make the country less competitive as a destination.

“Tourism thrives when government and industry work together. The focus should be on growing visitor numbers and enabling hospitality to play its full role in supporting jobs, investment, and economic growth.”

Fiona Eastwood, Chief Executive Officer of Merlin Entertainments, and a Board member of UKHospitality, added: “A holiday tax increases the cost of short breaks for working families, making them unaffordable for many. Businesses in our sector will suffer; so will the regional economies we support by attracting overnight stays and tourism.”

Luxury Buckinghamshire Hotel Celebrates Multiple Wins At Prestigious Culinary Awards

The team at a luxury Buckinghamshire hotel are celebrating after taking home a trio of accolades at one of the hospitality industry’s most prestigious culinary competitions.

Horwood House Hotel, a 4-star country house hotel and conference venue in Little Horwood, near Milton Keynes, is celebrating culinary success after three of its pastry chefs were recognised at the International Salon Culinaire 2026.

Pastry Chef, Rishitha Liyange, was named Best in Class in the Petit Fours category, while Dilip Kumara, Head Pastry Chef, was awarded Bronze in Dessert Course Plate and Chloe Matthews, Pastry Chef, achieved Merit in Junior Tea Pastries.

The prestigious competition took place over three days, bringing together leading chefs and hospitality professionals from across the UK to compete in a series of live and static culinary challenges, with the event organisers describing the overall

standard of competition as exceptional.

Speaking on the win, Karim Kassam, owner of Horwood House Hotel, said: “We are absolutely delighted to see Rishitha, Dilip and Chloe recognised at International Salon Culinaire. These awards are a fantastic achievement for each of them individually, but they also reflect the strength, passion and talent of our wider kitchen team at Horwood House. We are very fortunate to have such a hardworking team who consistently bring creativity and commitment to everything they do. To see that recognised on a national stage is incredibly rewarding, and everyone at Horwood House is immensely proud.”Rishitha Liyange, Pastry Chef at Horwood House, said: “Winning Best in Class is a huge honour. International Salon Culinaire is such a respected competition, so to receive this recognition means a great deal. I’m very grateful for the support of the team at Horwood House and proud to represent the hotel in this way.”

Employment Rights Reform: What Hospitality Employers Need to Know

By Oli McCann, Partner and Head of Employment, AfterAthena

The Employment Rights Act 2025 introduces major reforms that will reshape the UK employment landscape.

With changes taking effect from April 2026 and further updates through 2027, the legislation represents one of the most significant shifts in recent years. For the hospitality sector, where flexibility and variable staffing models are essential, the impact will be particularly pronounced.

While the headline reforms have received most of the attention, the real challenge lies in how these changes play out operationally. They come at a time when hospitality businesses are already facing rising costs, including increases to the National Minimum Wage, employer National Insurance, business rates, and energy.

DAY-ONE RIGHTS AND INCREASED ABSENCE RISK

One of the earliest changes is the expansion of day-one rights. From April 2026, all employees—regardless of earnings—will receive statutory sick pay from day one, removing the current three-day waiting period. This will increase upfront employment costs and could lead to higher levels of absence.

Day-one eligibility will also apply to certain family-related leave entitlements, marking a shift away from service based qualification. Employers will need to prepare for these earlier entitlements from the moment employment begins.

DUTY TO PREVENT THIRD PARTY HARASSMENT

A new legal duty to prevent harassment by third parties will require employers to take proactive steps to protect staff from inappropriate behaviour by customers or other non employees. This is especially relevant for hospitality, where frontline staff interact directly with the public. Businesses will need to:

• Implement robust, up to date anti harassment policies

• Provide clear and regular staff training

• Introduce accessible reporting mechanisms

• Put in place practical measures to deter customer led harassment

If employers cannot demonstrate reasonable preventative steps, they risk liability even where the behaviour comes from outside the organisation.

ENHANCED UNFAIR DISMISSAL RIGHTS FROM JANUARY 2027

From January 2027, employees will gain unfair dismissal protection after six months’ service, down from the current two years. This change will bring hundreds of thousands of additional employees into scope, reducing the time employers have to assess suitability during probation.

Compensation limits are also expected to change. The current cap of 12 months’ salary may be removed, increasing the potential financial exposure of claims. In a sector with high turnover, this will require:

• More structured and consistent performance management

• Stronger documentation practices

• Earlier and clearer intervention during probation

More rigorous recruitment and onboarding

Employers will need to be confident in hiring decisions from day one.

REFORMS TO ZERO HOURS AND LOW HOURS CONTRACTS

Reforms expected in 2027 will significantly restrict the flexibility many hospitality operators rely on. Workers will have the right to request guaranteed hours based on their typical working patterns, reducing employers’ ability to adjust staffing levels in line with fluctuating demand.

Proposals also include compensation for short notice shift cancellations or cut downs, adding further cost pressures. Given the sector’s reliance on flexible scheduling—driven by weather, seasonal peaks, and customer behaviour—these changes will require careful planning.

Increased administrative and compliance demands

To comply with the new regime, employers will need to overhaul several aspects of HR and operational practice. This includes:

• Updating employment contracts

• Strengthening systems for tracking hours, entitlements, and absence

• Ensuring managers understand the new requirements

Reviewing scheduling processes

• Building in additional administrative capacity where needed

For many small and medium sized operators, these tasks represent a significant resource challenge.

CONSEQUENCES OF NON COMPLIANCE

Failure to comply may expose employers to employment tribunal claims, regulatory investigations, financial penalties, and reputational damage. The new Fair Work Agency, launching in April 2026, is expected to increase regulatory scrutiny across the sector.

Claims could arise from:

• Unfair dismissal

Unpaid or incorrect entitlements

• Failure to prevent harassment

• Poor record keeping or inadequate processes

With higher potential compensation levels, the financial risk of getting it wrong increases considerably.

BROADER

COMMERCIAL IMPACT

Beyond compliance, the reforms will add to the cost pressures already affecting the sector. Increased entitlements, potential compensation awards and higher administrative demands will squeeze margins. As a result, hospitality businesses may need to revisit pricing strategies, staffing models and operational processes to remain viable.

PREPARING

FOR THE CHANGES

With several reforms arriving in stages over the next two years, early preparation is essential. Employers should begin by reviewing existing employment practices and identifying areas of risk or potential non compliance. Key actions include:

• Updating policies, procedures, and contracts

• Investing in management training

• Conducting scenario planning around staffing and scheduling

Seeking specialist advice where needed

Businesses that take a proactive approach will be better positioned to manage the transition and reduce the risk of costly disputes.

The Employment Rights Act 2025 signals a shift towards greater worker protection and security. For hospitality employers, the task now is to adapt while maintaining service standards and operational efficiency. Those who prepare early and review their employment practices thoroughly will be best placed to navigate the changes ahead.

Survey Reveals Regional Pint Price Gap

With approximately 38,600 licensed pubs still trading across the United Kingdom, the great British local remains a cornerstone of community life — and as beer garden season draws near, the prospect of a well-earned pint in the sunshine holds as much appeal as ever.

Yet that simple pleasure is becoming an increasingly costly one. According to data from small business comparison platform Bionic, the average price of a pint in the UK has climbed to £4.85 — a significant 27.6% rise on the £3.80 average recorded in 2025, placing fresh pressure on both consumers and operators alike.

With longer evenings arriving and consumer confidence in outdoor hospitality returning, Bionic has identified the most and least affordable locations across the UK for a drink — findings that will be of particular interest to on-trade operators navigating an increasingly price-sensitive customer base.

THE 10 CHEAPEST PLACES IN THE UK FOR A PINT ON AVERAGE

• Bury – £2.50

• Burnley – £3.00

• Darlington – £3.00

• Burton Upon Trent – £3.25

• Blackburn – £3.25

• Bradford – £3.25

• Hartlepool – £3.25

• Doncaster – £3.25

• Blackpool – £3.50

• Kingston Upon Hull – £3.50 Bury is the cheapest place in the UK for a pint

With the average pint priced at just £2.50, Bury, in Greater Manchester, comes out on top as the ultimate destination for a drink in the UK.

Home to more than 35 pubs with a high average rating, frequently ranging between 4.2 and 4.9 stars, the town offers a great experience for pub lovers.

THE AVERAGE COST OF A PINT IN BURY AND GLOUCESTER IS £3.00

If you’re after an affordable pint, Bury and Gloucester are among the top spots in the UK. With a pint averaging just £3.00 in both places, these locations offer great value for money when it comes to enjoying a drink.

THE 10 MOST EXPENSIVE PLACES IN THE UK FOR A PINT ON AVERAGE

• Oxford England – £6.75

• Brighton and Hove England – £6.50

• London England – £6.50

• Guildford England – £6.50

• Reading England – £6.50

• Basingstoke England – £6.50

• Harlow England – £6.50

• Woking England – £6.25

• Edinburgh Scotland – £6.00

• Belfast Northern Ireland – £6.00

OXFORD IS THE MOST EXPENSIVE PLACE IN THE UK FOR A PINT

Oxford is officially the priciest place in the UK for a pint, with an average pint costing £6.75 – 170% more than the country’s cheapest.

THE SOUTH EAST IS THE MOST EXPENSIVE PLACE IN ENGLAND FOR A PINT

Despite common assumptions that London would top the list due to its reputation and high cost of living, Brighton and Hove ranks above London, as the second most expensive place in England for a pint on average, with prices averaging £6.50, on par with several other southern towns, including Guildford, Reading, and Basingstoke.

This cluster of high prices across the South East highlights a broader regional trend, where strong demand, affluent populations, and thriving social scenes continue to push pint prices upward

Travel Spending Declines In March But Staycation & Entertainment Remains Buoyant

Consumer card spending increased 0.9 per cent year-on-year in March, down from February (1.0 per cent) and less than the latest CPIH inflation rate of 3.4 per cent.

While confidence in the UK and global economies has been impacted by recent events (down from 25 per cent and 24 per cent in February to 21 per each in March), overall consumer resilience remains strong.

The majority of UK adults report feeling confident in their ability to live within their means each month (71 per cent) and in their household finances (67 per cent).

Spend on hotels, resorts & accommodation increased 1.2 per cent, potentially due to a preference for UKbased “staycations” and a rise in domestic bookings during the Easter break.

Entertainment extended its run of growth for the 19th consecutive month, rising 3.5 per cent as transaction volumes increased 7.2 per cent.

After five years of consistent growth, travel spending fell -3.3 per cent, its first drop since March 2021, before COVID-19 travel restrictions lifted. Within the category, travel agents (-4.6 per cent), airlines (-4.1 per cent) and public transport (-2.9 per cent) all declined. This comes as the majority cite concerns about rising travel costs (70 per cent) and potential disruption (57 per cent), while 11 per cent say they’re cancelling intended travel plans.

Essential spending returned to growth (up 0.5 per cent) for the first time since July 2025 (0.3 per cent) as

fuel prices surged, while discretionary spend growth slowed to 1.1 per cent, with travel in decline (-3.3 per cent) for the first time since 2021.

In response to uncertainty around the Middle East conflict, one in seven (14 per cent) say they are delaying major purchases or financial decisions, while the same proportion are building up a savings buffer in case costs rise. Meanwhile, 74 per cent anticipate ongoing tensions will continue to impact the cost of living throughout the rest of year.

Jack Meaning, Chief UK Economist at Barclays, said: “Shoppers delaying major purchases and building up a savings buffer in response to the shock from the Middle East reinforces our view that activity will be muted in the coming months. With an interest rate decision due in less than three weeks’ time, the Bank of England will need to consider how to balance this softening economy with the inflation already taking effect. Our modelling suggests this balance is best struck by holding rates, containing the worst of inflation without unduly squeezing consumers.”

Karen Johnson, Head of Retail at Barclays, said: “March’s figures may highlight some differences between how consumers feel and how they actually spend. Cost-of-living concerns and economic uncertainty continue to weigh on confidence, prompting caution and a desire to cut back, but spending remains resilient across several categories, namely clothing, entertainment and digital content & subscriptions. Many are once again carefully managing their money while finding ways to prioritise the things that matter the most to them – an ongoing balancing act.”

As Energy Crisis Deepens NTIA Asks: “Why is Britain Doing Nothing?”

Britain’s night-time economy is being hit by a perfect storm, surging fuel prices, global instability and looming business rate increases, while countries like Australia take bold action to protect businesses and consumers.

Michael Kill, CEO of the Night Time Industries Association (NTIA), has launched a scathing intervention, warning the government is failing to act as costs spiral out of control.

Writing on behalf of thousands of UK venues, bars, clubs and latenight businesses, Kill said the sector is heading towards another breaking point, with fresh financial pressures landing from April 1st, when business rate burdens increase for many operators already struggling to survive.

He said: “Closed-door conversations with key energy suppliers are ineffective in the face of global market pressures. While the UK talks, other nations act. Australia has already halved fuel duty and introduced free public transport to protect its economy.

“The question is, why is Britain doing nothing?”

With oil prices soaring above $115 a barrel and fears of fuel shortages mounting, the cost of running nightlife businesses, and simply getting to work or going out, is rising fast.

At the same time, venues face rising business rates from April, adding yet another financial blow to an industry already operating on razorthin margins.

Kill warned that every part of the sector is being squeezed:

• Staff struggling with rising travel costs

• Customers cutting back as going out becomes unaffordable

• Supply chains and deliveries becoming more expensive

• Touring artists and events facing disruption

• Businesses hit with higher fixed costs through increased rates

“These are not theoretical pressures, they are happening now,” he said. “And in global markets, companies will not absorb these costs.

Shareholders demand margins are protected. That means the burden lands on businesses and consumers. ”

The NTIA is demanding urgent intervention, including:

• A halving of fuel duty or VAT reduction to ease immediate pressure

• Free or subsidised public transport, particularly at night

Kill warned that without action, the consequences would be severe:

“We are staring at further closures, job losses and lasting damage to one of the UK’s most important cultural and economic sectors.

“You cannot talk about growth while increasing costs on businesses at the very moment they are most vulnerable.”

Kill added: “This is a test of leadership. Strong economies act decisively to protect their people. Right now, the UK is falling behind.

“With local elections approaching and economic pressures intensifying, the message from the night-time economy is clear:

Act now – or watch the lights go out across Britain’s nightlife.”

The Labour Business Tax Burden and the Struggle for Survival in Our Pubs

By Terri Bloore, Managing Partner for Corporate

In recent months, pubs up and down the country, bastions of community life, social cohesion and local economic activity, have found themselves squeezed by rising tax costs that threaten their very existence. At the centre of this struggle lies business rates, a tax on commercial property that is now being widely recognised as outdated, unfair and in dire need of reform.

Under the current system, many pubs have seen drastic increases in their bills as relief schemes are withdrawn and rateable values are reassessed. Originally introduced to support the retail, hospitality and leisure sector, temporary discounts have come to an end, exposing many pubs to a sharp increase in costs. Even with promises of limited relief, the story for publicans has been one of financial pressure, placing jobs, investment and community life at risk.

Industry bodies have repeatedly warned that higher rateable values mean significantly higher bills for many pubs, with some facing increases of thousands of pounds per year. For a sector already operating on tight margins, this is nothing short of existential.

Tom Friel, who has been running the Black Lion in Newham for over 40 years, recently spoke about the brutal impact these rising costs have on not just his business, but the wider local economy. He said: “Every extra pound we pay in business rates is a pound we can’t invest in our staff, our facilities or the local community. Pubs aren’t just businesses, they are where neighbours meet, where jobs are created, and where local culture thrives. When we’re forced to spend more on rates, it’s not just our pub that suffers, it’s Newham’s high street, its economy, and our local identity.”

The impact on pubs reverberates beyond the walls of the bar. They support supply chains, employ local people, attract visitors to town centres and contribute significantly to local economic activity. A collapse in the sector does not just hurt landlords. It ripples through communities, with jobs lost, reduced footfall for other local businesses and a hollowing out of the high street.

After significant pressure from the hospitality sector and opposition voices, Labour has been forced into a partial U-turn. From April, eligible pubs will receive a 15% discount on their business rates bills and will not see increases for two years. While this relief is welcome, it does not address the fundamental problem.

Many pubs will still face higher overall bills because their underlying rateable values have increased, and a temporary discount does little to resolve the long-term uncertainty businesses face. The core issue remains that pubs are taxed on a property basis that often bears little relation to their profitability or ability to pay.

The Conservative Party has taken a different approach. Conservatives

have proposed abolishing business rates entirely and replacing them with a fairer system that supports high street businesses, including pubs. The argument is simple: if we want thriving town centres, vibrant community spaces and sustainable local economies, we must stop penalising bricksand-mortar businesses while online giants operate under a different structure.

This issue is deeply personal to me. I lived in a pub until I was a teenager, as the daughter of a publican. I know first hand the dedication it takes to keep a pub running. I saw the long hours, the early mornings, the late nights, the constant balancing act between paying suppliers, managing staff and trying to turn a modest profit.

But I also saw something far more powerful. I saw how a pub can anchor a community. It is where birthdays are celebrated, where families gather after funerals, where friendships are forged and where local causes are supported. A pub is often the first place someone new to an area feels welcome.

That is why policies that make it harder for pubs to survive are so damaging. When a pub closes, it is not just a business that disappears. It is a piece of the community’s identity and social fabric.

The recent business rates U-turn acknowledges that the burden has become unsustainable, but it is only a short-term fix. What local businesses need is certainty, fairness and a tax system designed to help them grow, not hold them back.

I champion our local pubs and small businesses. I understand their challenges because I have lived them. We need leadership that values enterprise, protects community institutions and ensures that hardworking publicans are supported rather than squeezed.

Pubs matter to our economy, to our communities and to our culture. They deserve more than temporary relief. They deserve a long-term solution that allows them not just to survive, but to thrive.

Restaurants Raise A Million To Tackle Homelessness

Earlier this week (April 14), restaurateurs gathered at Toklas restaurant in central London to acknowledge the achievements of the charity StreetSmart. Guests were the first to hear that the latest campaign raised a massive £1,178,000 to tackle homelessness across the U.K. Each year StreetSmart raises funds by collecting £1 per table donations from diners at leading restaurants. This time 650 restaurants took part including St John, Barrafina and The Wolesley. The eateries at Selfridges, Fortnum & Mason and The Ned Hotel were joined by newcomers Lillibets, Kudu and One Club Row each adding thousands of pounds to the pot.

Sunaina Sethi of JKS restaurants said “StreetSmart community of supporters represent the hospitality sector at its very best: generous and without prejudice. Their work is a powerful reminder that small acts can ripple into big impact.”

Charities are in urgent need of any extra funds available to tackle the rising problem. As of late 2025, rough sleeping in England has reached a record high of 4,793 people on a single night, marking the fourth consecutive annual increase.

Since its launch in 1998, the pioneering fundraising initiative has raised over £16 million to support people

experiencing homelessness in 22 regions across the UK. Every penny raised in each city stays local, supporting frontline projects that provide sustainable solutions to homelessness – with a strong focus on young people aged 16–25.

Michelin Star Chef Jun Tanaka says “Hospitality is about caring for people. Supporting Streetsmart lets us share that care beyond our restaurant with homeless and vulnerable people across the U.K.” StreetSmart partners LandAid – the property industry charity working to end youth homelessness have partnered with Streetsmart to maximise the impact of the funds raised. LandAid covers all campaign costs and plays a vital role in distributing funds to ensure that 100% of donations go directly to local projects helping those in greatest need. And this year they have pledged an additional £175,000 boost to the fund.

Paul Morrish, Chief Executive at LandAid, was delighted with the result: “The generosity of diners and the commitment of the hospitality sector is a powerful reminder of what’s possible when communities come together with purpose. At LandAid, we’re proud to stand alongside StreetSmart, ensuring that every pound raised helps transform the lives of young people facing homelessness – offering them hope, dignity and a brighter future.”

Restaurants’ Delivery Rollouts Boost at-Home Sales as Takeaways Tumble

New delivery offers helped restaurants to strong at-home sales growth in February despite a sharp drop in takeaways, the latest NIQ Hospitality at Home Tracker reveals.

The Tracker, powered by CGA intelligence, reveals delivery sales rose 4.7% from the same month in 2025. The figure is well above Britain’s current rate of inflation and follows a 7.4% increase in January. February’s sales were boosted by wet weather that kept people at home in many parts of the country, and by hesitant consumer confidence that may have led some to reduce their spending on eating out.

Restaurant groups have accelerated growth by extending their delivery offers and partnerships with third party platforms. February’s total delivery sales—including at restaurants opened in the last 12 months, or ones where deliveries have been introduced for the first time—were 11.8% ahead of the same month last year.

The convenience of deliveries and the rollout of new operations have impacted takeaways, and sales in this channel have dropped sharply in recent years. Restaurants’ revenue from takeaways and click-and-collect

orders fell by 11.1% on a like-for-like basis in February—an 11th negative month in a row. Takeaways generated only 4.9% of spending with restaurants during the month, while deliveries attracted 13.1%.

The NIQ Hospitality at Home Tracker shows the twin trends of growth in deliveries and downward movement in takeaways kept restaurants’ organic at-home sales virtually flat in February, rising just 0.1% on a like-for-like basis. However, the speed of delivery rollouts raised total at-home growth to 10.0%.

Karl Chessell, director – hospitality operators and food, EMEA at NIQ, said: “At a time when restaurants’ sales and profitability are under major pressure, February’s double-digit growth in at-home sales is a positive sign. However, much of the extra revenue for some operators have come at the expense of takeaways and eat-in trading, or from newly-launched delivery operations.

“Consumers’ spending remains tight, and their confidence will be sapped further by any inflation that arises from the conflict in the Middle East. Trading conditions in all of restaurants’ channels are likely to remain very challenging for some time to come.”

Spring Boost Lifts UK Hospitality, But Full Recovery Still Out of Reach

New data from The Oxford Partnership reveals that the UK On Trade showed clear signs of recovery in March, with stronger demand, longer visits, and record spend per head. However, despite this positive momentum, overall volumes remain below last year, highlighting a continued gap between consumer engagement and actual consumption.

March marked a step forward for the sector, with venues benefiting from seasonal tailwinds including improved weather and major sporting occasions such as the Six Nations. Average occupancy rose to 65.4% (+1.1ppt year on year), while dwell time increased to 153 minutes (+3.4%), indicating that consumers are returning to pubs and bars and staying longer.

Spend per head reached a new high of £26.91, continuing a steady upward trend driven primarily by food-led occasions. While drink spend also increased, the data suggests that consumers are prioritising experience and duration over drinking intensity.

Total volumes rose +9.9% versus February, signalling improving demand as the market moves beyond the post-Christmas slowdown. However, volumes remain down -2.0% year on year, underlining that recovery is gradual rather than complete.

Category performance continues to be uneven. Stout remains the standout performer, growing +7.1% on a moving annual basis, while World Lager also shows resilience. In contrast, Core Lager, Premium 4% Lager, Craft and Ale remain under pressure, reflecting ongoing shifts in consumer behaviour.

Despite improving demand, operators continue to face significant cost pressures, including wages, utilities and input costs, which are limiting margin recovery.

Alison Jordan, CEO of The Oxford Partnership, said: “What we are seeing is a market that is clearly improving, but not yet fully recovered. Consumers are coming back, they are staying longer and spending more, but they are drinking differently. Value is now being created through longer, more experience-led occasions rather than higher consumption. The key challenge for the sector is converting this strong engagement into sustainable volume growth as we move into the summer months.”

The data highlights a critical shift in the On Trade: while engagement metrics are strengthening, drinking intensity continues to lag. This evolving consumer behaviour suggests that the current pattern of ‘spend up, volume down’ may persist, shaping how operators and suppliers approach growth in 2026.

Stonegate Reaches First £50,000 Milestone for CALM Just 12 Weeks into Partnership

Stonegate Group has reached its first major fundraising milestone in its charity partnership with Campaign Against Living Miserably (CALM), raising an incredible £50,000 in just 12 weeks – an average of more than £4,000 every week – driven by fundraising efforts from colleagues, pub teams and guests across the UK.

The milestone marks a powerful early start to the two-year partnership, which launched in January with the ambition of bringing suicide prevention into the heart of Britain’s pubs, bars and venues through Stonegate’s “Cheers to Checking In” campaign.

The £50,000 raised is equivalent to funding over 4,000 potentially life-saving calls to CALM’s free and anonymous suicide prevention helpline, where trained staff provide vital support to people who are struggling or in crisis.

With suicide remaining the biggest killer of men under 50 in the UK, and one in four people experiencing suicidal thoughts in their lifetime, the funds raised will directly support CALM’s frontline services, digital tools and national campaigns, helping more people access support when they need it most.

Fundraising activity has taken place across the business, with colleagues and pub teams embracing the partnership through a wide range of creative, community-led initiatives.

Highlights so far include sponsored walks and running challenges –from an 18-mile London walk to 5k-a-day efforts – alongside bold indi-

vidual challenges such as cold-water swims, bungee jumps and endurance events. Teams have also hosted world record themed challenge nights, car washes and duck races, as well as high energy fundraising events including a 12-hour rave-a-thon and family fun days across pubs and venues nationwide.

Engagement has also been driven through in-venue activity, including the introduction of a £3 virtual pint donation across Craft Union and managed pubs. The optional donation appears on menus and can be added directly to a guest’s bill, with the full £3 going to CALM. The partnership has quickly resonated across Stonegate, with col-

leagues from every part of the business rallying behind the cause and helping to build momentum from day one.

David McDowall, CEO at Stonegate Group, said: “What’s been so powerful about this partnership is seeing how our pubs, bars and venues bring people together – not just as places to socialise, but as spaces where people can support one another and make a real difference.

“The level of fundraising and engagement we’ve seen in such a short space of time has been incredible, but it’s the conversations happening alongside that which really matter. If this partnership helps even one person feel less alone or seek support, then it’s making a difference. We’re proud of what’s been achieved so far and excited to keep building on this momentum.”

Simon Gunning, CEO of CALM, said: “Raising 50k in just over 12 weeks is an incredible start to our partnership with Stonegate, and will help us run our life-saving services, including our suicide-prevention helpline. Alongside some really creative fundraising over the past three months, Stonegate’s teams, operators and guests have shown a real willingness to play their part in changing the conversation AROUND suicide prevention. That work is invaluable, and we can’t wait to keep making a real difference through the rest of the partnership.”

Alongside fundraising, Stonegate has rolled out CALM messaging across its estate and launched a number of awareness initiatives, including the “5 Ways to Check in with a Mate” experience on the MiXR app, encouraging guests to start open conversations about mental health.

Greene King Doubles The Number Of Carefree Respite Breaks For Unpaid Carers In 2025

Greene King has doubled the number of free respite breaks it has provided to unpaid carers over the past year, delivering 339 short stays in a selection of its hotels through its charity partnership with Carefree.

The pub company has worked with Carefree to make rooms available, so that unpaid carers can access much-needed breaks at a time and location that suits them. The number of stays provided in the last year is double the amount taken in 2024, highlighting growing demand for the scheme and highlights the role hospitality businesses can play in supporting people in their local communities.

Carefree partners with hotels across the UK to redistribute unused room nights to unpaid carers, who provide around 80% of home care nationwide. The overnight breaks allow carers to take time away from their caring responsibilities, with the flexibility to travel with a companion, helping to support wellbeing and prevent burnout. Since the partnership launched in 2023, Greene King has contributed a total of 659 respite breaks through its hotels. Research from Carefree shows that more than half of carers surveyed last took a break over three years ago, while 87% said they would not have been able to take a break without support from the charity.

Vincent Madden, Managing Director for Greene King Venture Hotels, said: “Unpaid carers play a vital role in our communities supporting others, often with little opportunity to step away from their responsibilities. Through our partnership with Carefree, we’re pleased to be able to offer carers a welldeserved break, which can help provide valuable time to rest, recharge, and reset.”

Miruna Harpa, Director of Delivery at Carefree said: "Unpaid carers are the backbone of our communities, yet so many go without the breaks they desperately need. Through our partnership with Greene King, we're able to give them the gift of time, time to rest, to breathe, and to simply be themselves for a moment. Seeing the difference even one night away can make to someone's wellbeing is why partnerships like this matter so much."

The partnership with Carefree is one of initiatives on Greene King’s sustainability programme, “Greene King for Good,” which aims to have a positive, lasting impact for millions of people in communities across the country.

The Staycation Squeeze: What Can UK Operators Do?

By Emily Keogh, Founder of UK communications

For more than a decade, the British “staycation” has been a burgeoning and reliable tourism sector. Particularly after the pandemic, there was much noise about how domestic holidays increased: families rediscovered Cornwall, couples escaped to the Cotswolds and city-dwellers sought relaxation in boutique countryside retreats.

But the staycation is now showing signs of slowing and operators need to act now to bolster this valuable revenue stream.

According to the New Economics Foundation’s analysis of VisitBritain data, spending on seaside, rural and small-town holidays fell by £2.6 billion (a significant 8 %) since 2022.

Seaside towns have suffered the sharpest decline, with expenditure down 28% over the same period. Overnight nights dropped by 14 million year-on-year, which is a 20% reduction since 2022. Even short breaks, once considered resilient to recession, are showing signs of strain.

The reasons are clear. Rising living costs, inflationary pressures and more affordable overseas options have all contributed to the decline. However, the challenge may not merely be economic: we have also seen rapid shifts in consumer behaviour that have impacted the staycation sector, and the much-talked-about impending tourist tax will only sharpen the pressures. Edinburgh’s 5% accommodation levy, due mid-2026, is the first of its kind; London and other major cities are reported to be considering similar measures.

From a communications standpoint, hotel brands and destinations cannot rely on past marketing narratives. Travellers are more discerning; they are not just hunting more effectively than ever for value and convenience (with AI tools helping) – but they are looking for thoughtful, curated experiences. We are seeing travellers more confident than ever on choosing trips based on their personal preferences and even niche interests and hobbies.

Some operators are already responding to this shift by building propositions that extend beyond the room rate. Take The Newt in Somerset, which has positioned itself not simply as a hotel, but as an integrated lifestyle brand. Its gardens, farm shops, cider production, wine labels and subscription produce boxes extend the guest relationship well beyond a single stay. By creating a brand universe rooted in provenance and place, The Newt shifts the conversation from nightly pricing to long-term affinity.

One segment that has consistently outperformed the broader leisure market is wellness tourism. British travellers are increasingly seeking breaks that promise physical, mental and emotional rejuvenation, reflecting a broader shift towards holidays as an investment in wellbeing.

Properties such as SIRO, the performance-focused hospitality concept from Kerzner International, are redefining the intersection between fitness and travel by building entire stays around advanced recovery labs, personalised training programmes and nutrition-led dining. Equinox Hotels, meanwhile, continue to position sleep optimisation, high-performance living and integrated wellness programming at the core of their proposition - most recently expanding their longevity-driven offerings and member-style wellness experiences within the hotel environment. Closer to home, Baron’s Eden is similarly evolving its spa estates to reflect modern wellness priorities, refreshing its programming to combine traditional spa heritage with more contemporary, experience-led wellbeing journeys. In each of these cases, wellness is not a niche add-on confined to the spa; it is central to the reason to travel.

Wellness offerings, whether a mindfulness programme, farm-to-table experience or outdoor adventure, can command higher perceived value and attract a clientele less sensitive to price fluctuations. These experiences align with broader consumer trends around health, work-life balance and purposeful travel, as well as the shift in spending patterns from luxury goods to memorable experiences.

Even in the luxury countryside segment, differentiation is becoming more experience-led. Chewton Glen, for example, continues to command premium positioning by emphasising curated pursuits, spa programming and immersive food experiences rooted in the New Forest landscape. Rather than competing on discounting, it reinforces a strong sense of place that justifies investment.

In London, 1 Hotel Mayfair offers a compelling urban counterpart. Built around biophilic design, sustainability credentials and wellness programming, it integrates environmental responsibility into the guest journey. In a competitive city market, embedding purpose into the brand’s DNA, rather than layering it on, creates distinction and attracts both domestic and international guests seeking values-aligned stays.

So what should operators do?

The communications strategy needs to reframe value far beyond price. Luxury inclusive packages that bundle rooms, meals, experiences and wellbeing elements will resonate much more than superficial discounts. Secondly, quite simply: tell better stories. Digital content - immersive video tours, Instagram reels, TikTok clips - and PR materials must convey a distinctive sense of place and experience, to drive a real and bespoke reason to book, not just a room rate.

Third, segmentation is essential. Families, couples, solo travellers, digital nomads or ‘bleisure’ guests each require individual tailored offerings. From activity-rich and multigenerational escapes to restorative retreats, which can all coexist within a single property’s marketing strategy. Wellness must be positioned as a core differentiator woven through the hotel experience, rather than a niche add-on confined to the spa.

Direct booking communications should also anticipate the tourist tax, by offering transparency and thinking ahead about pricing, and potentially positioning within the entire bundle price.

To summarise, the staycation market - although not in terminal decline - is entering a period of greater scrutiny and selectivity. Operators who can combine clear PR messaging, differentiated experiences as well as clever pricing will not only endure the slump, but should emerge stronger in a post-tax, experience-driven landscape.

New Report Urges Government Action on Escalating Safety, Hen Welfare and Reputational Risk from Imported Eggs

A new report has revealed a dramatic surge in egg imports often produced to significantly lower food safety and hen welfare standards, creating what industry leaders warn is an urgent and escalating risk for UK consumers, retailers, manufacturers, and foodservice operators.

The Shell Shocked report, which also highlights the lack of effective border control inspections to prevent inferior products from entering the UK, has prompted the British Egg Industry Council (BEIC) to urge the Government to take immediate action to stop these eggs flooding the British market.

According to the report, UK egg imports have risen 60% since 2021, increasing from approximately 1 billion to 1.6 billion eggs per year. Ukraine has emerged as a major source of this growth, with exports to the UK rising 65.6% in 2025 alone. These products, most of which are produced in conventional battery cages, illegal here since 2012, are increasingly competing with British eggs produced under the world-leading British Lion Code of Practice.

Shell Shocked also highlights how this surge has coincided with a se3ries of egg-related food safety incidents across Europe. Recent examples include 123 confirmed illnesses in the UK in late 2025, traced to a single imported egg distributor (origin unconfirmed), banned antibiotic residues found in Ukrainian eggs entering European markets; ongoing Salmonella investigations in Sweden linked to Ukrainian imports; and more than 200 UK cases in 2024 associated with imported Polish eggs.

Nick Allen, Chief Executive of the BEIC, said: “This report highlights the real and urgent risks that inferior imports pose for consumers and the wider food industry.

“Any consumer would be appalled at what the Government is doing to undermine their safety. More than 90% of eggs produced in the UK are covered by the British Lion Code of Practice, one of the most comprehensive food safety schemes in the world. British farmers have invested hundreds of millions of pounds to

meet these standards, including vaccination against Salmonella and not using conventional battery cages.

“Allowing lower-standard imports to undercut UK egg producers is not protectionism, it risks undermining consumer safety, public confidence in eggs and the resilience of our domestic food supply.

“It is time for the Government to act in the interests of consumers and ensure that any eggs and egg products entering the UK meet our standards, starting with stronger controls at the border.”

Food safety expert, Dr Lisa Ackerley, who reviewed import controls for the report, added:

“Most consignments are not physically inspected, testing is risk-triggered rather than systematic, and sampling frequencies are not publicly disclosed. As a result, contamination or residues may only be identified once illness occurs or overseas alerts are issued, meaning product may already be in kitchens, factories or on shelves.

“It is also worth noting that British Lion eggs are Food Standards Agency approved for vulnerable groups to consume runny, while imports are not. That is a serious food safety risk for imports.”

The Shell Shocked report calls on retailers, manufacturers, and foodservice operators to urgently review their sourcing policies for eggs and egg ingredients, strengthen traceability requirements, and ensure they are not inadvertently compromising consumer safety.

It also calls on the Government to align import standards with UK food safety and hen welfare rules and introduce systematic testing and effective inspections at the border to ensure eggs entering the UK meet the same high standards required under the British Lion Code of Practice.

To view the full report email info@britegg.co.uk, visit

8899.

Are Declining Alcohol Duty Receipts A Wake-Up Call?

By Andrew Thurston, Customs Duty and Indirect Tax consultant, MHA (www.mha.co.uk)

As UK government data reveals a significant shortfall in alcohol duty receipts for the current financial year, the debate regarding imbalances between on-trade and supermarkets is hotting up. Supermarkets are arguably better positioned to amortise a duty increase across their broader business model. Conversely, the on-trade has been hit particularly hard by labour-intensive cost pressures such as national living wage increases and employee National Insurance changes. Revaluation increases in business rates further strain the sector, with UK Hospitality estimating the average pub could pay circa £12,900 more over three years, and even with discounts, many face net increases. The removal of COVID-era reliefs has compounded the burden, while energy costs are rising from an already high base, affecting heating, lighting, and the cost of goods and services.

Additional pressures come from global instability, which has increased transport and fuel costs, impacting food and ancillary supplies. These higher input costs drive up menu prices and reduce margins on non-alcohol revenue streams that pubs increasingly rely on, making the amortisation of increased duty costs even more challenging.

Supermarkets retain an advantage, as alcohol is purchased alongside routine grocery shopping, though this alone does not explain the reduction in alcohol duty receipts. While raising duty in line with inflation affects both sectors, the defining difference is the ability to absorb the rise.

The decline in alcohol duty revenue is likely to be more nuanced than simple duty increases. The cost-of-living crisis is arguably a major driver: during financial stress, households cut back on non-essential consumption first. People drink less frequently and in smaller quantities when disposable income is reduced, prioritising essentials over discretionary items, often using health and moderation as justification. This makes raising drink prices both difficult and potentially counterproductive, further enhancing the supermarkets’ relative advantage. Lifestyle changes may also play a part. The long-standing ban on most alcohol consumption for drivers has led to at least one person in every drinking group consuming non-alcoholic beverages. Initially deemed a sacrifice,

the trend has almost certainly normalised over the decades leading, arguably, to an increasing number of ontrade drinkers consuming low or no alcohol drinks. According to the Morning Advertiser, low and no beer sales have grown circa 36.9% in value, directly impacting any duty based on alcoholic content.

There is also evidence of long-term structural effects. Young adults defined as millennials and Gen-Zs may reduce long-term drinking habits, with lower discretionary income leading to a permanent reduction in alcohol spend for some cohorts. This is almost certainly accelerating the trend towards moderation and low-alcohol drinks (with lower duty potential) already present for health reasons.

The leading question is what the UK government can do about the situation.

There has been no VAT reduction for hospitality where it remains at 20%. Business rates relief has been reduced from up to 75% for the pandemic to circa 40% (capped at £110,000 per business). The Retail, Hospitality and Leisure (RHL) relief scheme itself was only valid until 31st March 2026. From April 2026 to March 2027, eligible pubs and live music venues in England will gain 15% off their business rates bills, to soften the reduction in RHL relief, but the extra relief does not compare favourably with the overall relief reduction. Hospitality is being disproportionately harmed by tax increases and dis-advantaged by tax incentives. Anything impacting prices will naturally lead to today’s price-sensitive consumers visiting pubs less often. This will almost certainly fuel the decline in alcohol duty receipts and on-trade revenues, not least because many pub visitors will have been doing so for supplementary, as well as alcohol-related, services such as meals.

Policies that support the on-trade, such as VAT reductions and targeted reliefs, are capable of boosting consumption in this sector, increasing the total duty collected rather than promoting trade-offs between the ontrade and supermarkets.

The government could also strengthen enforcement against bootleg and untaxed alcohol, in particular smuggling from low-duty jurisdictions, as well as educating consumers on the risks associated with untaxed alcoholic products.

Although the increased duty on alcohol sales is arguably not the dominant factor in declining alcohol tax receipts, we may yet see even that being reduced strategically through alcoholic drinks producers reducing alcoholic content levels by volume (ABV). There is potentially a related health advantage in doing so which may appeal to many millennials and Gen-Zs.

Put simply, the on-trade is not necessarily suffering because of one policy such as that relating to alcohol duty. It is struggling due to a perfect storm of multiple cost increases that have compounded at the same time, whilst consumers are also cutting back. The government has options and the time to exercise them is now. Perhaps we should all raise a glass to that notion…

Licensing Extension Confirmed for England And Scotland World Cup Knockout Matches

The government has confirmed an extension to licensing hours in England and Wales covering additional knockout stage matches involving England and Scotland at this summer’s FIFA World Cup, being held across the United States, Canada and Mexico.

The Home Office had previously announced relaxed trading hours for licensed premises to accommodate matches broadcast at varying times due to the significant time difference between the UK and the three host nations — all of which are at least five hours behind British Summer Time. However, the latest update closes a gap in those earlier provisions by including matches with earlier evening kick-offs, which had not been fully addressed.

Under the confirmed arrangements, pubs and bars in England and Wales may trade until 01:00 BST for matches involving either England or Scotland that kick off between 17:00 and 21:00, and until 02:00 BST for those commencing between 21:00 and 22:00.

The practical impact centres on three specific potential fixtures in the last-16 stage:

• Scotland v opponents — 18:00 BST, Houston, Monday 29 June (if Scotland top their group)

• England v opponents — 17:00 BST, Atlanta, Wednesday 1 July (if England top their group)

• Scotland v opponents — 18:00 BST, Houston, Saturday 4 July (if Scotland finish second and progress from the last 32)

BCB London - Get Your Ticket Now!

BCB London’s return to Tobacco Dock this May signals more than just the second edition of a successful trade show—it marks the evolution of a platform finding its place in the global drinks calendar. Following a strong debut in 2025, the 2026 edition comes into sharper focus, with a clear emphasis on education and the changing needs of today’s hospitality industry.

Central to this shift is the appointment of Elliot Ball as Director of Education. With a background spanning bar ownership, consultancy and training, Ball brings a practical, experience-led approach to shaping the programme. His focus is clear: to deliver content that reflects the realities of working in hospitality today, rather than abstract theory.

The 2026 seminar programme underlines this direction. Sessions exploring flavour science, sustainability and team culture highlight an industry that is evolving beyond drinks creation into a more holistic, people-focused business. From understanding the biology of taste to building stronger, more resilient teams, the agenda is rooted in practical insight that operators can apply immediately.

Licensing is a devolved matter in Scotland, where local authorities are handling extensions independently. A particular logistical challenge there is Scotland’s opening group match, which carries a 02:00 BST kick-off — among the latest start times of the tournament.

Neither Wales nor Northern Ireland qualified for the tournament following defeats in the play-off semi-finals, though operators across all four home nations have historically benefited commercially from extended international tournaments, with summer football consistently drawing strong trade.

The new measures were welcomed by senior industry figures. Michael Kill, chief executive of the Night-Time Industries Association, described the development as a welcome boost for the sector. Emma McClarkin, chief executive of the British Beer and Pub Association, said it would give communities the opportunity to come together and enjoy a summer of international sport.

The original tranche of licensing relaxations followed a public consultation launched in December. Home

Secretary Shabana Mahmood confirmed the legal basis for the extensions, noting that the relevant legislation grants the Home Secretary powers to extend trading hours on occasions deemed to be of exceptional national or international significance.

The World Cup opens in June, with matches distributed across time zones spanning the eastern seaboard to the Pacific coast of the three host nations.

This is where BCB London begins to stand apart. Rather than replicating its Berlin counterpart, it leans into the specific challenges facing the British Isles, from staff retention and skills development to workplace culture. These are not distant trends but everyday pressures for businesses across the sector.

If year one proved there is appetite for a London-based international bar show, year two is about delivering real substance. With a stronger educational backbone and a clear focus on industry relevance, BCB London 2026 is positioning itself as an essential date for hospitality professionals navigating both ongoing challenges and future opportunities.

See the advert on the facing page or visit www.barconventlondon.com

Hospitality’s Staffing Crisis Won’t Be Solved By Youth Alone – Experienced Workers Are Key To Sector’s Recovery

For years, hospitality’s staffing challenge has been framed as a pipeline problem. While recent events such as Brexit and the pandemic accelerated the crisis, the industry has long struggled with a perception issue, with businesses asking, how do we attract more young people into the hospitality sector and keep them once they arrive?

While that question matters, its only part of the picture. An equally important and often overlooked opportunity lies with experienced workers who are already in the industry or maybe considering their next chapter later in life. These individuals help strengthen organisations through their experience being retained and passed onto future employees.

It’s vital that this remains possible through investment from both employers and government. With the launch of the growth and skills levy focusing on expanding apprenticeship units, this must also be extended to the hospitality sector to support the upskilling of existing staff.

As operators continue to navigate skills shortages, rising turnover and the pressure to do more with leaner teams, older workers are becoming increasingly integral to providing stability and growth in the sector.

At Lifetime, we’re seeing first-hand how apprenticeships are helping unlock this potential and why older workers could play a defining role in hospitality’s recovery.

BREAKING THE MYTH THAT LEARNING IS ONLY FOR THE YOUNG

One of the biggest misconceptions holding employers back is the idea that apprenticeships are only suitable for early-career talent.

Apprenticeships are increasingly being used by experienced professionals to upskill, formalise their knowledge and progress into leadership roles without stepping away from the day job.

By Charlotte Bosworth, CEO at Lifetime Training

The impact of this approach is powerfully illustrated by the experience of Phil Sharp, Kitchen Training Development Manager at Mitchells & Butlers. After more than 20 years in hospitality, Phil built his career from the ground up, progressing from a part-time kitchen team member to Kitchen Training Development Manager via the Level 5 Operations Manager apprenticeship.

Not only did the apprenticeship allow him to develop the skills vital to his leadership position, but it expanded his internal network. It also helped him to overcome barriers such as dyslexia, with personalised coaching and practical learning being prioritised over essay-heavy study.

Phil’s story is a real testament to apprenticeships being lifelong learning opportunities, rather than just entry level routes for young people.

HOW HOSPITALITY BUSINESSES CAN SUPPORT OLDER WORKERS TO THRIVE

Hospitality businesses can help older learners thrive through apprenticeships by recognising and valuing their prior experience and shaping opportunities that play to their strengths and ambition.

Older learners are far more likely to engage when they can clearly see where learning leads. Employers should prioritise working with individuals to map courses to leadership or specialist roles, showcase real examples of progression across the business and hold regular mentoring sessions to understand people’s individual goals and how the business can best support team members to achieve these.

LOOKING FORWARD

When hospitality businesses design apprenticeships that celebrate learners at all life stages, the result is a happier, more engaged and importantly, retained workforce.

Current reforms have prioritised entry-level routes such as foundation apprenticeships, while restricting funding for Level 7 programmes for learners aged 22 and over. This risks narrowing progression routes for experienced workers at a time when people are expected to work longer and reskill more often. With approximately 3 million people over 50 not employed, it’s vital that there are learning opportunities for people of all ages.

If the Growth and Skills Levy is to drive productivity and retention across sectors like hospitality, it must recognise that skills development is a lifelong process – and that supporting workers to retrain and progress is as important to economic growth as bringing young people into the workforce for the first time.

Apprentice Candidate Takes On Star Pubs’ Prime Site In Stockwell

A candidate in the current Apprentice series, Priyesh Bathia, is one of four partners1 behind the opening of an Anglo-Indian pub in Stockwell earlyJune. The

Royal

in Stockwell, owned by Star Pubs, is being renamed The Elephant & Barrel, and is the third in the group. The other two Elephant & Barrel pubs opened in Fulham two years ago and in Felixstowe in 2025.

The pubs all have the ambience of a traditional English pub with a menu celebrating both British and Indian cuisine, each delivered to an exceptional standard. Rather than fusing the two into a single hybrid menu, The Elephant & Barrel approach honours the integrity of both traditions, reflecting their aim to blend the culture of the British pub with the richness of Indian food. The Elephant & Barrel concept was founded by Kumar Pillai and Yogesh Datta with Priyesh Bathia and Karan Datta joining more recently. The partners’ plan is to grow a scalable business with nationwide potential.

The joint £495,000 revamp by Star Pubs and the partners will see the Elephant & Barrel Stockwell transformed into a community hub, with hot drinks in the day for people wanting to work from the pub and space for local groups and societies to come together. There will be quizzes, live music and live sports shown inside and outdoors on large HDTV screens.

A major feature at each Elephant and Barrel is a giant instagrammable robotic elephant, handmade in Kerala. It will be situated outside the front of the Stockwell pub and will be decorated for different occasions. For World Cup the elephant will be decorated with an English flag and jersey.

Also outside will be a bar with six beers on tap and a food truck with a rotating menu of dishes including pizzas, jerk chicken, chicken tikka and seasonal specials. There will be outdoor seating for 198 at benches and tables with new high-level seating and festoon lighting.

Stonegate Offloads 100+ Pubs as Sector Pressures Persist

One of the UK’s largest pub operators has continued to reshape its estate, disposing of more than 100 venues over the past year as trading conditions across the on-trade remain challenging.

Stonegate Group, which operates around 4,000 sites nationwide and is backed by TDR Capital, confirmed it sold 109 pubs during the period as part of a wider strategic shift.

The company, which includes well-known brands such as Slug & Lettuce, said the disposals align with its ongoing “estate transformation strategy”, with a growing emphasis on leased and tenanted pubs rather than directly managed sites.

Financial results for the year to September show the group reported a pre-tax loss of £174m, while revenues declined by £128m to £1.62bn. More recent figures for the three months to January indicate sales of £476m, down from £505m in the same period a year earlier. However, losses before tax narrowed from £37m to £24m, suggesting some operational stabilisation despite ongoing headwinds.

Stonegate’s filings also show total debt edged up to £3.81bn, compared with £3.76bn the previous year. The company indicated that proceeds from pub disposals are being used in part to reduce this debt burden. Many of the sites sold have been acquired by individual operators.

Chief executive David McDowall described the past year as a turning point for the business, highlighting estate optimisation as central to its long-term plans. He said the strategy is focused on ensuring each site is positioned for sustainable performance, supported by targeted operational initiatives.

While further disposals have not been ruled out, the group stressed that any future sales would be selective and strategic in nature.

The move comes against a backdrop of continued strain across the hospitality sector. Rising labour costs and increased National Insurance contributions have added pressure to already tight margins, while energy costs and taxation remain significant concerns.

According to the British Beer and Pub Association, pubs are closing at a rate of around one per day, with high taxation, beer duty and operating costs cited as key factors. Changing consumer habits, including reduced alcohol consumption and a shift towards drinking at home, are also impacting trade.

David McDowall, CEO of Stonegate, said: “2025 was a pivotal year for Stonegate, laying the foundations of our transformation strategy. A core pillar of this strategy is reshaping our estate to ensure every pub is positioned for long term success.

“This focus, supported by a series of targeted initiatives, is proving highly successful.”

Emma McClarkin, CEO of the British Beer and Pub Association, said: “We are the most highly taxed of any business sector, with £1 in every £3 spent in the pub going to the taxman. We know government values the pub and to continue supporting us, they must deliver permanent, meaningful business rates reform, a cut in beer duty and VAT, and review the regulatory burden, so we can remain a cornerstone of the job market, the heart and soul of communities, and a pillar of the economy.”

Punch Pubs and Sara Cox Team Up To Show the True Economic & Social Value of Pubs

Punch Pubs & Co, one of the largest pub companies in the UK, in partnership with Northumbria University, Newcastle, and supported by celebrity ambassador, Sara Cox, today launches new research revealing the average pub contributes up to £1.3m in economic and social value to its local community.

The report, The Public’s House: The True Economic & Social Value of Pubs, showcases the real value of pubs. Looking beyond just their economic output, to the unique contribution that pubs make to society. The research highlights how pubs provide vital social infrastructure, enhance wellbeing, tackle loneliness, strengthen local identities, foster everyday connections, and generate millions in charitable contributions.

The insight reveals that the Punch Pubs estate delivers £1.7bn in total economic and social value to the UK economy each year. The analysis also reveals annual trends demonstrating that:

• A Punch pub, on average, is estimated to spend as much as £56,000 on local suppliers

• This means that, as a whole, the business injects up to £70m into the wider economy

• Across its 1,250-strong estate, the business generates £4m in charitable contributions

• Punch Pubs puts £350,000 in wages per pub, back into the economy

• Each Punch pub spends up to £266,945 on goods and services.

The entire pub sector contributes at least £142m in Social Value per annum based on each Punch pub generating an estimated £3,200 every year in charitable contributions via sponsorship, advertising support to local community groups and providing use of venue space.

However, the figure is a conservative one, as many of the community contributions made by pubs are, quite simply, priceless. From providing safe spaces for the vulnerable, company for the lonely (one in four UK adults, 25%, report they feel lonely “often or always”), to giving advice and support to those in need, and providing a welcoming and safe space for all, such benefits in kind cannot be monetised.

The report provides deep insight into why pubs are so important to UK culture and communities. The more embedded a pub is in its local community, the more social value it can deliver – and the evidence suggests that this has a positive effect on turnover, too. Pubs with higher engagement tend to have higher revenues and so an average pub could raise its annual revenue by as much as £150,000 a year] by driving social value and community engagement.

As part of the report, the Community Engagement Index (CEI) was created. This framework brings together information on a wide range of community activities, such as hosting community events, supporting charities,

and working with local organisations. The CEI data shows how pubs are far more than commercial venues – they are vital community hubs that provide inclusive spaces for social interaction, support for local organisations and charities, create employment and pathways into skills and careers, and contribute to a shared sense of identity and belonging.

Andy Spencer, CEO of Punch Pubs & Co, said: “Hospitality is an incredible industry to be a part of, and what continues to inspire me is the extraordinary creativity and adaptability I see demonstrated every day. It’s no secret that, in common with many other industries, the operating environment is currently challenging, but Publicans are responding with innovation and a real commitment to their communities.

“Our report highlights an important factor in the sector’s ongoing success and resilience: pubs with strong community engagement tend to be more commercially successful, whilst also building lasting guest loyalty that supports repeat visits, recommendation and long term growth.

“We also know the hospitality industry doesn’t just create value through its own activity; it also has a ripple effect on the wider economy. The value of the pub to society is undeniable, protecting and supporting the sector isn’t just about safeguarding businesses, it’s about strengthening our communities.”

Sara Cox, Radio 2 DJ, presenter and author, added: “I’m hugely passionate about pubs, my Mum ran The Pineapple Pub in Bolton while I was growing up, so pub culture has been a big part of my life. Pubs, for me, are a place where brilliant memories are made and friendships for life are formed.

“This research is a powerful reminder of just how much pubs matter, yet more than one pub a day closes, and we lost 366 of them last year alone. That a pub provides local jobs and supports local farmers, butchers and bakers is evident, but this research also illustrates what the pub means for ordinary folk up and down the country.

“The group of bereaved and lonely men who use the pub to gather and chat, the dementia sufferers and their families that gather in a pub to find support and respite, the school parents able to use a pub carpark when dropping off and picking up their children, all know the true value of a pub.

“Nowadays, you can eat, drink, sing, play board games, knit, natter, or attend a book club in a pub – but it doesn’t matter what you do, the most important thing is that we use them. If we don’t, it’ll be far more than somewhere to go and have a pint that we’ll miss out on, our social links and community support will be lost as well.”

Food Inflation Could Treble by the End of 2026, FDF Warns

The Food and Drink Federation (FDF) has sharply revised its forecast for UK food inflation, warning that prices could rise to at least 9% by the end of 2026—more than triple its previous estimate.

The industry body, which represents around 12,000 UK food and drink manufacturers, had previously anticipated that inflation would ease to approximately 3% this year. However, escalating geopolitical tensions in the Middle East, including the effective closure of the Strait of Hormuz following the conflict involving Iran, have prompted a significant reassessment, with serious implications for operators across the hospitality and licensed trade.

Under its updated outlook, the FDF now expects food and non-alcoholic drink inflation to reach between 9% and 10% by December 2026, compared to its September 2025 forecast of 3.2%.

The revised figures are based on assumptions that cargo traffic through the Strait of Hormuz resumes within two to three weeks and that critical infrastructure—including oil, gas and fertiliser facilities—returns to normal operation within a year. However, the federation cautions that the situation remains highly volatile.

As one of the UK’s most energy-intensive sectors, food and drink manufacturing is particularly exposed to fluctuations in global oil and gas markets. Energy is a core cost at every stage of production, and while many medium and larger businesses mitigate volatility through fixed contracts, significant cost increases are expected as agreements expire.

Smaller producers, which are more likely to purchase energy on short-term or spot markets, are already experiencing acute price spikes.

Rising fuel costs are also driving up transportation expenses, while disruption to global shipping routes continues to impact delivery times and supply chain reliability—further compounding cost pressures for suppliers to the hospitality sector.

The crisis is also affecting UK exports, particularly to Middle Eastern markets. Shipments of key products such as cereals, chocolate, cheese and biscuits have been delayed or cancelled, creating additional uncertainty for manufacturers.

At the agricultural level, the impact is equally pronounced. The cost of red diesel—used extensively in farm machinery—has surged by around 80% since the onset of the conflict, with availability tightening in parts of the UK. Fertiliser supplies remain constrained, posing a particular challenge for livestock producers.

Crop growers, especially those reliant on energy-intensive greenhouse operations, are also facing escalating costs, which are likely to feed through into reduced supply and higher prices further along the chain.

Dr Liliana Danila, Chief Economist at the FDF, said the sector is already grappling with the scale of the disruption.

“The food and drink sector is already feeling the force of this geopolitical shock. As one of the UK’s energy intensive industries, manufacturers are facing mounting energy bills, rising transport and packaging costs and disruption across key supply chains. These pressures are hitting simultaneously, and are a significant challenge for businesses to absorb.

“The current situation is unprecedented and hard to predict. However, given the scale and speed of these cost increases, and despite companies’ best efforts not to pass price increases on, it’s clear that food inflation is going to rise in the months ahead.”

For hospitality and licensed trade operators already contending with tight margins, the revised outlook signals further cost pressures across food and drink procurement as the industry navigates an increasingly uncertain global landscape.

Half Moon Putney Reopens Following Full Refurbishment

The Half Moon in Putney has reopened its doors following a comprehensive refurbishment that has introduced a new first-floor dining space and a redesigned beer garden, while retaining the southwest London venue’s long-standing identity as one of the capital’s most celebrated live music pubs.

The pub, which has operated as a live music venue since 1963, has previously hosted acts including The Rolling Stones, Kate Bush and Ed Sheeran, and continues to programme nine shows a week. The refurbishment has been carried out with the venue’s musical heritage as a central design reference point, with the ground floor bar featuring exposed brickwork, stripped timber and worn leather seating alongside framed instruments, album artwork and neon signage.

The Music Room, the venue’s dedicated performance space, retains its black-and-white diamond flooring and music-themed detailing, with the stage now framed by a new red velvet curtain. A cinema-style overbar has been introduced as part of the updated fit-out. The most significant change to the venue is the conversion of the first floor into a dedicated dining and

events space. Previously underutilised, the upper level has been fitted with a bar featuring reclaimed artwork and antique mirrors, alongside a new rooftop terrace with a retractable roof and indoor-outdoor seating. The space is available for private hire in addition to general use.

A new food menu has been introduced across the venue, centred on Deep South Americana-influenced sharing plates. Offerings include BBQ platters, buffalo wings, surf and turf boards and popcorn chicken alongside pub classics, plant-based options and Sunday roasts.

The drinks range features craft lines including DEYA’s Steady Rolling Man IPA and beers from South London independent Gipsy Hill Brewery, as well as fruit lager from Jubel.

The pub’s events programme remains a core part of the operation. Monday night New Moon sessions continue to platform emerging artists, with alumni including Cat Burns, Jalen Ngonda and Sophie & The Giants. Monthly comedy nights, weekly quizzes, garden parties and matchday screenings are also part of the regular calendar, with further headline acts to be announced through the venue’s website.

Why 0% Belongs on the Wine List, Not Off It

Moderation is no longer a niche behaviour. Today’s on trade consumer is increasingly conscious about when, how and how much they drink, yet crucially, they still want to participate in social occasions. For operators, that presents an opportunity rather than a threat.

As a wine business, we firmly believe that zero alcohol options work best when they sit alongside full strength wines, not instead of them. A well curated 0% sparkling offer keeps mixed occasion tables together, protects dwell time and ensures no guest feels excluded from a celebratory moment.

Two standout examples in our portfolio are Tommy Bacco 0% Sparkling from Tombacco in Italy, usually known for its Prosecco. And Moutard M0% Sparkling from Famille Moutard in France, usually known for its high end Champagne and Burgundy wines.

Tommy Bacco 0% brings Italian flair to the category. Made from premium grape must, it delivers freshness, balance and persistence rather than overt sweetness. Importantly, it looks and serves like sparkling wine, making it an easy swap. Its quality credentials were recognised

with a Silver award at the People’s Choice Drinks Awards, reinforcing that alcohol free no longer means compromise.

From France, Moutard M0% reflects the pedigree of a historic Champagne house applying the same care and expertise to a zero alcohol expression. Crisp, refined and food friendly, it offers operators a credible alcohol free option that sits comfortably on premium wine lists. Consumer data consistently shows that around half of on trade drinkers are now moderating their alcohol intake, driven by health, lifestyle and financial considerations. Many are not abstaining completely, but alternating between alcoholic and alcohol free serves over the course of an occasion.

For operators, the message is clear: offering high quality 0% sparkling alongside wine keeps guests engaged, supports inclusive hospitality and protects revenue. Done well, alcohol free doesn’t dilute the wine offer, it strengthens it.

Independent Breweries Capitalise On Local Roots To Win Over Consumers Despite Tough Trading Conditions

Against the backdrop of record pub and brewery closures, the UK’s small and independent breweries have shown how acting nimbly and capitalising on local roots can win over consumers.

During Indie Beer Week, the Society of Independent Brewers and Associates (SIBA) published its in-depth report into the state of independent brewing.

It illustrates how breweries have expanded their local offering and are now selling more beer directly to drinkers. Around half of independent breweries now have a shop (51%) and 46% have a taproom on their brewery sites with a third (33%) selling beer through market stalls and events. To help manage this expansion, breweries say they intend to create over 780 jobs this year and more see investment in developing staff as a top priority.

This is in response to growing consumer interest with the latest SIBA/YouGov survey showing that eight out of 10 beer drinkers, along with 89% of 18-24 year olds, say it’s important to have a range of beers from small breweries on offer alongside Global brands. And in positive momentum for the sector, the number of consumers that ever drink beer has clocked up to 50% in this year’s results, reversing the declines seen in previous years.

The majority of the beers made by independent breweries continues to be packaged into cask (58%) with pale ales, bitters and golden ales dominating the top three beer styles. While only nearly a quarter (27%) of beer consumers drink cask beer, our survey shows the best ways to engage with consumers. Four in ten would try cask beer if they were offered a free sample and 31% would try it if it was made locally. And to demonstrate the importance of advocacy, 43% of drinkers said they would try a new drink if it was recom-

mended by a friend or family member.

Despite this evolving demand, the market remains restricted. While the new report shows that 82% of small breweries can sell some beer to local pubs they report being unable to sell on average to 62% of the pubs in their local area due to the dominance of the larger Global brewers.

The report also shows that the independent sector remains fragile. Significant pressures – such as from the cost of living crisis, government regulation and taxation and overseas uncertainty – are combining and threatening to storm the sector. Almost half (49%) of breweries say that survival is their top priority and nearly a third (32%) expect turnover to fall this year. More than half (53%) of brewers sought no investment last year which saw 137 independent breweries close and one pub a day shutting its doors.

“There is no doubt that trade is tough and events are changing rapidly, but small independent breweries demonstrate what successful local community businesses can achieve if they have the right conditions”, says SIBA Chief Executive Andy Slee.

“Small breweries are nimble and innovative and want to expand and grow. Consumer interest for their products is there, they just can’t always get their beers in front of them. Having their own taproom and shop is part of the solution and it’s great to see that more are doing so. But it’s also important to have the chance for local pubs to put them on the bar and access continues to be too restrictive for most small breweries.”

More information can be found at https://indiebeer.uk/

Travel & Tourism Sees Best Year Ever and Emerges as the World’s Fastest Growing Sector

Travel & Tourism has strengthened its position as the world’s fastest-growing sector in 2025, with new data from the World Travel & Tourism Council (WTTC) and Chase Travel, Lead Research Partner, revealing the sector significantly outpaced global economic growth.

According to WTTC’s latest Economic Impact Research (EIR), Travel & Tourism’s global GDP contribution reached a record US$11.6 trillion in 2025, accounting for 9.8% of the global economy. The sector’s growth (4.1%) exceeded overall global economic growth (2.8%) by almost 50%, underscoring its role as a primary engine of global expansion.

In a landmark milestone, Travel & Tourism supported 366 million jobs (10.9%) worldwide in 2025 — a figure greater than the total population of the United States — reinforcing its critical role in global employment and livelihoods. The sector also accounted for 1 in 3 new jobs created globally.

This exceptional performance confirms Travel & Tourism not only as a driver of recovery, but as a leading force shaping the future of the global economy.

WTTC’s data also reveals a clear divergence in regional performance, with Asia-Pacific emerging as the fastest-growing region globally, while North America trails behind other major markets.

Asia-Pacific recorded the strongest expansion in Travel & Tourism GDP in 2025, with growth of 8.1%, driven by reopening momentum, rising international demand, and strong regional connectivity, reaching US$3.29 trillion.

In contrast, North America saw significantly slower growth of just 1.0%, with Travel & Tourism GDP totalling

US$3.05 trillion, reflecting continued challenges in international visitor recovery and more mature market dynamics.

This regional imbalance highlights how policy, investment, and international openness continue to shape the pace of growth across global markets.

Gloria Guevara, President & CEO of WTTC, said: “Despite the global challenges of 2025, the Travel & Tourism sector had its best year ever, which demonstrates its resilience. In a truly record-breaking year, the sector contributed an unprecedented US$11.6 trillion to the global economy. This exceptional performance underscores not only its economic strength, but its resilience and ability to outpace wider global growth.

“The scale of global travel is equally remarkable. With 1.54 billion international overnight arrivals this year — equivalent to 4.2 million people travelling every day — Travel & Tourism continues to connect the world at an extraordinary pace, surpassing both last year’s levels and pre-pandemic benchmarks.

“This is a defining moment. Governments around the world must recognise Travel & Tourism as a strategic priority and continue enabling policies that support growth, investment, and connectivity.”

Jason Wynn, CEO of Chase Travel, said: “What we’re seeing today is not just sustained demand for Travel & Tourism, but a reacceleration, as travellers prioritise meaningful experiences and plan with greater intention.

“At the same time, the recovery remains uneven across markets, with affordability and capacity constraints influencing where and how people choose to travel. In this environment, delivering seamless end-to-end journeys, expanding access and connectivity, and investing in smarter, more flexible travel experiences will be critical for Chase Travel and the industry at large.”

Why Wine on Tap Is Becoming a Smarter Part of a Modern Wine Offer

By Ben Cotts, Lanchester Wines

As the UK hospitality sector prepares for another busy summer season, operators are once again focused on maximising outdoor trading, improving service efficiency and meeting evolving consumer expectations. While glass bottles remain central to any quality wine list, wine on tap is increasingly being used alongside them as a practical way to support seasonal demand, particularly in high volume and alfresco settings.

At Lanchester Wines, we work closely with venues that successfully combine traditional bottled wine service with keg wines to create flexible, profitable wine programmes that adapt to changing trading patterns without compromising quality or choice.

Supporting Summer and Outdoor Service

Outdoor trading presents unique challenges for wine service. Increased footfall, faster turnaround and limited storage space can all put pressure on teams during peak summer days. Wine on tap offers a practical solution in these environments, allowing pubs, bars and terraces to serve wine by the glass quickly and consistently.

Dispensing wine from a keg speeds up service at busy bars and outdoor counters, helping reduce queues and maintain momentum. Many venues retain premium bottled listings for table service, while using keg wines in beer gardens or terrace areas, ensuring customers can enjoy wine in the format that best suits the occasion.

Freshness and Reliability in Warmer Conditions

Summer heat can be challenging for wine storage, particularly in outdoor or temporary bar setups. Key Keg systems keep wine protected from oxygen throughout service, preserving freshness even during extended periods of warm weather. This reassurance allows operators to offer wine by the glass more freely across the day, from lunchtime through to evening trade.

It also opens up the opportunity to list styles that work beautifully chilled in summer, with reliability and consistency across every serve.

Broadening the Wine Offer by the Glass

Wine on tap also gives operators more freedom when building by the glass wine lists. It opens up the opportunity to offer indigenous or regional varietals at a more accessible price, encouraging guests to trade up or explore beyond familiar choices.

For many venues, keg wine supports a relaxed, informal style of drinking, offering wines that you will find yourself drinking in tavernas and enotecas whilst holidaying across the Med. These are approachable, food friendly wines designed for enjoyment rather than ceremony, well suited to casual dining, sharing plates and sociable outdoor settings.

Sustainability Without Sacrifice

Sustainability is now an important consideration for both operators and consumers. Wine on tap offers a clear sustainability advantage, with one 20 litre keg replacing the equivalent of around 26 glass bottles, significantly reducing packaging and transport weight.

At the same time, bottled wine continues to play an essential role, particularly for premium selections, special occasions and provenance led listings. For many operators, the most effective approach is a balanced one, using different formats to suit different needs.

Ease of Service During Peak Trading

Seasonal trading often brings influxes of new or temporary staff. Wine on tap helps simplify training and service during these periods. Consistent portion control, reduced handling and faster pours all help teams work confidently and efficiently during busy summer service.

From a management perspective, tighter stock control and minimal wastage make keg wine a valuable tool during high turnover periods.

A Versatile, Food Friendly Range

Lanchester Wines’ 20 litre keg range has been developed with versatility in mind, featuring approachable styles such as Pinot Grigio, Sauvignon Blanc, Merlot and Malbec, alongside lighter, aperitif style options including Bianco Frizzante and Glera. These wines sit comfortably alongside bottled lists and pair well with seasonal menus.

Planning for a Profitable Summer

Wine on tap is not about replacing bottles, but about building a wine offer that works harder across all parts of the business. With the right balance, operators can deliver speed, sustainability and consistency while retaining depth, theatre and choice.

For venues planning for summer, keg wine has become a valuable addition, helping future proof the wine offer, whatever the weather brings.

BBPA Launches An Open Door – A Guide to Accessibility in Pubs

The British Beer and Pub Association has launched a refreshed Accessibility in Pubs guide to ensure pubs have all the advice they need to be places where everyone feels they belong.

“An Open Welcome” shows how barriers for disabled staff and customers can often be removed without significant cost.

The BBPA said improving accessibility is essential if the sector is to strengthen its role at the heart of communities and unlock the economic potential of millions of disabled customers and their families.

Emma McClarkin OBE, Chief Executive of the BBPA, said: “Our pubs are national institutions; places where people connect, celebrate and find community. The open welcome we pride ourselves on is fundamental for us to remain a treasured part of our society.

“This guide is a blueprint for progress. Simple and thoughtful changes can transform someone’s visit, and clearer information alone can give disabled customers confidence to choose a pub they know will meet their needs.

“We know many have made real changes to improve their accessibility, yet there is always more work to be done, and this guide shows it needn’t be complicated or expensive to make changes that benefit all.”

The guidance highlights practical actions that any pub can take, from improving online access information and offering menus in large print or digital formats to adjusting layouts, increasing staff awareness and providing quieter spaces. It sets out how small changes can deliver a better customer experience while also supporting a more inclusive workforce.

The guide brought together pub companies, charities, accessibility experts and individuals with lived experience, all of whom contributed to the development of the guide. Their insight is reflected in real world case studies that show how inclusive design and employment can strengthen teams, widen customer reach and support growth. Examples include the provision of safe, quiet spaces for employees with narcolepsy to rest and the promotion of guidance for neurodiversity among staff.

Sonia Thimmiah, Director of Corporate Affairs at Heineken UK, said: “Pubs sit at the heart of our communities, and they should be places where everyone feels genuinely welcome. This new BBPA guide is a brilliant step forward because it focuses on simple, practical actions that can

make a big difference for people with disabilities.

“Accessibility isn’t just about compliance –it’s about culture, awareness, and creating spaces where people feel they truly belong. At HEINEKEN UK and Star Pubs, we’re proud to support this work and will continue helping licensees embed these principles across their pubs so that every venue can offer a warm, open welcome to all.”

Chris Welham, Chief Executive Officer of the Licensed Trade Charity, said: “The BBPA’s Accessibility Guide is a valuable resource for pubs looking to improve accessibility for their customers and communities. We’re grateful that it brings together a range of practical tools, including LTC’s neurodiversity guide, which helps operators better understand and support neurodivergent colleagues. It’s encouraging to see the sector taking practical steps together to make hospitality more inclusive and welcoming for everyone”

Antonia Lee-Bapty, Chief Executive Officer of Euan’s Guide, said: “Accessibility doesn’t have a one-size-fits-all answer, and that’s what’s great about the British Beer and Pub Association’s Accessibility Guide – it offers so much information for venues to learn about and understand the importance of disabled access, whilst showing a commitment to disabled people. Only 9% of people who completed our most recent Access Survey said finding accessibility information was easy – Euan’s Guide is the largest free directory of accessibility information. By listing your venue on our website, you make a difference while promoting your business to our community of tens of thousands of disabled people looking for great places to go.”

Nicola Rule, Operations Manager and Former Trustee at Narcolepsy UK, said: “Narcolepsy UK is pleased to collaborate with the British Beer and Pub Association in helping share the stories of individuals with direct experience of Narcolepsy in the licensed trade.

“Many people living with Narcolepsy can unexpectedly fall asleep without having consumed alcohol, or experience a Cataplexy attack (sudden muscle weakness), which can be mistaken for intoxication and lead to unfair reprimands.

“This guide provides valuable support for landlords and security staff to better understand and manage this complex condition.”

Ross Calladine, Accessibility and Inclusion Lead at VisitEngland, said: “VisitEngland is committed to ensuring that England’s visitor economy works for everyone, and that means supporting businesses across the hospitality sector with practical tools and guidance. We’re delighted that our Accessible and Inclusive Tourism Toolkit has informed this guide, and we hope it gives publicans the confidence to take meaningful steps towards welcoming all customers.”

Eleanor Briggs, Head of Policy, Public Affairs and Campaigns at Guide Dogs, said: “Guide Dogs welcomes the British Beer and Pub Association’s new Accessibility in Pubs guide. Pubs are an important part of community life, and everyone should feel confident and comfortable visiting them.

“Clear information, well trained staff and thoughtful adjustments can make a meaningful difference to blind and partially sighted people. We hope this guidance encourages positive change across the sector and helps create more welcoming, inclusive spaces for all.”

Ruhel Ahmed, Senior Adviser at Acas, said: “We welcome the timely publication of this new accessibility guide and the commitment to inclusion in breweries and pubs across the UK.

“Acas was asked to be involved with this guide to help ensure it highlighted the value of disability inclusion in the workplace and the importance of reasonable adjustments for disabled workers.”

Helen Jenkins, Digital and Marketing Manager at Dementia Friends, said: “We were delighted that the British Beer and Pub Association wanted to include Dementia Friends in their Accessibility in Pubs Guide and we welcome the sector’s commitment to making pubs safe, supportive environments for every customer. By following the simple steps in the guide and becoming a Dementia Friend, staff can help customers with dementia feel comfortable and included.”

Key recommendations in the guide include:

• Publishing clear and accurate accessibility information online.

• Offering accessible menu formats and flexible ordering options.

• Training staff to confidently support customers with visible and nonvisible disabilities.

• Enhancing signage, lighting, layouts and seating to improve ease of movement and comfort.

• Creating inclusive recruitment processes and providing reasonable adjustments for staff.

• Considering accessibility when installing EV charging facilities.

The BBPA is encouraging pub operators to make use of the guide and embed accessibility into refurbishment planning, staff training, customer communication and day-to-day decision making.

Abu Dhabi Investor Acquires Caring Empire In £1.4bn Landmark Deal

One of the most significant ownership changes in the history of British hospitality has been confirmed, with restaurateur Richard Caring agreeing to transfer a controlling interest in his portfolio of restaurants and private members’ clubs to Abu Dhabi-based luxury investment platform DIAFA in a transaction understood to be worth £1.4 billion. The scale of the deal places it among the largest ever recorded in the UK’s licensed and hospitality trade, encompassing some of the country’s most recognisable dining and leisure brands across three distinct business pillars.

DIAFA, an affiliate of Abu Dhabi’s International Holding Company (IHC), has acquired a majority stake in a portfolio spanning The Ivy Brasseries, the Caprice Holdings restaurant group — which includes Scott’s, Sexy Fish and Noema — and The Birley Clubs, home to Annabel’s, George, Harry’s Bar and Mark’s Club.

IHC is chaired by Sheikh Tahnoon bin Zayed al-Nahyan, deputy ruler of Abu Dhabi and younger brother of

UAE president Sheikh Mohamed bin Zayed al-Nahyan.

Caring, 77, is set to stay on in an executive capacity. He will serve as executive chairman, taking a lead role in driving the international expansion of Scott’s, Sexy Fish and Noema, with Annabel’s in New York cited as the first planned new opening under the combined group’s ownership. The Ivy Brasseries, which operate across the UK and Ireland, are among the highest-profile assets in the transaction. The new ownership structure is expected to accelerate expansion, with the US market among the territories under active consideration for future openings.

DIAFA group chief executive Ravi Thakran, said: “This transaction marks the beginning of a new chapter in global luxury hospitality. We are curating a portfolio of the world’s most iconic and culturally defining brands, with the ambition to shape how the next generation experiences dining, social connection, and lifestyle. Together with Richard Caring, we are building a platform of enduring value and global influence.”

Versatile Food Order, Label and Receipt Printing

Given the rise in multichannel ordering in recent years we are seeing growing demand for customer collection and third-party delivery, resulting in the need for versatile printers to print food and drink ingredient labels, food orders, clear permanent and repositionable delivery and customer collection labels as well as bag seals.

With more focused legislation around accurate ingredients and allergy identification for pre-packed food and drinks, label printers increasingly have a range of tasks to perform resulting in the emergence of versatile multifunctional printers that can respond and adapt to any environment and application.

Integrating printers into the food preparation process which allow different sizes and types of labels to be printed from one easy-to-use device; variable length food and allergy labels, nutrition information alongside food delivery orders and labels, means businesses can meet today’s requirements as well as future-oriented labelling applications.

In line with growing demand for versatile omnichannel labelling solutions, Star has significantly expanded its Cloud-connected label printer range. These solutions meet the requirements of both local printing as well as printing from central databases, while providing simple set-up and provisioning of wireless printers to facilitate printing ‘out-of-the-box’.

NEW Star mC-Label2 printer

For businesses that require both order and label printing solutions, the new multi-media mC-Label2 printer

offers two distinct models; an entry-level model with tear bar for printing traditional liner backed die cut labels and a multifunctional model which features an auto cutter for printing traditional pre-formatted die cut labels, high adhesive permanent and semi-permanent linerless labels as well as receipts. These include labels such as permanent food and allergy labels for food storage, customer collection and delivery labels in addition to customer orders.

The compact mC-Label2 printer is ideal where space is limited and thanks to its IP22-rated design the printer can be used safely in a variety of environments. At less than 10cm wide and with a unique front-loading design for easy paper loading, the mCLabel2 fits neatly on or under the counter, on a shelf or where workspace is limited. Despite its compact size, the mC-Label2 can accommodate high-capacity media rolls up to 102mm in diameter, reducing the frequency of paper roll changes. Paper width is fully adjustable from 25mm to 60mm, while the high-resolution 300dpi print head ensures small format text, barcodes and graphics are clear and legible, even in paper saving mode. The larger mC-Label3 printer is ideal for wider media up to 80mm. For more information on Star’s complete range of food order, label and receipt printing solutions, visit www.Star-EMEA.com

See the advert on the back cover for further details.

Efficiency at the Heart of Hospitality: Why 3R EPOS is the Operator’s Choice

In an industry where margins are under constant pressure and guest expectations are higher than ever, the right operational foundation isn't just a luxury - it’s a lifeline. For modern hospitality operators, the goal is simple: reduce administrative friction to focus entirely on the guest experience.

Built on over 60 years of combined industry experience, 3R EPOS offers a bespoke approach to point-of-sale and payment processing. Powered by CES Touch, a marketleading software designed specifically for the daily realities of the hospitality floor. 3R EPOS provides systems that arrive ready to go, pre-configured to minimise setup time and allow businesses to hit the ground running from day one.

Beyond processing transactions, CES Touch provides a comprehensive management suite. Real-time stock control and detailed financial reporting allow managers to move away from guesswork, offering the clarity needed to identify high-margin items and minimise waste. Integrated loyalty features and modules for tableside ordering further empower businesses to cultivate a database of regulars while driving operational effi-

ciency.

In today’s economic climate, transaction costs are a critical consideration. By offering competitive merchant rates and a variety of hardware - from fixed terminals to portable units for tableside service - the focus remains on speed and security. What truly sets 3R EPOS apart is their commitment to partnership. With UK-based support, free on-site installation, and a rapid hardware replacement guarantee, they ensure that the "open" sign stays in the window. In a trade where downtime equals lost revenue, having a reliable, human-centric support network paired with the robust capabilities of CES Touch is the ultimate competitive advantage for any venue, from boutique hotels to bustling restaurants.

discover a solution tailored to your venue, visit www.3repos.com or call 01992 574 650. See the advert on page 9.

Is Cheffing Losing Its Bright Young Futures to Admin Stress and Paperwork?

What was once a place for creative, hardworking youth to flourish, could now be falling to the same exclusionary stagnance as so many other once thriving industries. Unlike many professions, hospitality takes in new workers from as young as schooling age, offering individuals the opportunity to develop their careers and excel regardless of academic credentials. Where the schooling system may fail neurodiverse individuals, hospitality has historically gained some of its brightest stars, from Heston Blumenthal to MasterChef UK semi-finalist Vanessa D’Souza. Indeed, Dyslexia, ADHD and Autism are reportedly prevalent in the hospitality workforce, with an estimated 1 in 2 workers being neurodiverse (1). As standards for hospitality businesses rise, it's no wonder more and more are leaving the profession, overwhelmed by complicated admin and excessive paperwork (2).

Leafe provides a solution. The hygiene compliance app, Leafe, is designed specifically to streamline user experience, gamifying necessary but often overwhelming, temperature records, delivery checks and cleaning checklists, amongst other features. Virtually type-free, Leafe simplifies operational management at every tier;

managers can set up clear, concise routines for both Front and Back of House, monitor team progress and ensure compliance.

The mounting burden of paperwork is a bottleneck for both business growth and professional development. For a business to scale, consistency is key; however, when admin demand leads to inconsistent record-keeping, the entire organisation’s reputation and legal standing are put at risk. Leafe bridges this gap by transforming complex compliance into an intuitive, digital process, ensuring administrative friction never stalls operational excellence. Leafe Pro even offers personalised HACCP and safety document creation, ensuring literacy levels never damage your chances of a 5 hygiene rating.

See the advert below or visit www.leafeapp.com/lpclh

1. (Burnt Chef, 2022)

2. (RSPH, 2019)

Love British Food Urges Chefs To Join In With 25th Anniversary Celebrations

Love British Food has unveiled ambitious plans for its 25th anniversary to unite the supply chain and champion seasonal diversity and sustainable home-grown produce.

A dedicated programme of activity builds momentum towards the biggest national celebration of British food on the calendar –British Food Fortnight, which runs from 26 September to 11 October 2026.

Love British Food founder, Alexia Robinson is urging everyone in the industry, from chefs and hospitality operators to retailers, brands and producers to get involved this year and help build on the initiative’s previous achievements.

“Over 25 years we’ve built a dynamic community who share our commitment to forge connections across the supply chain by sourcing, serving and selling British produce. Throughout 2026 we are continuing our mission to inspire, enable, and support the industry to Love British Food.

“This year presents an exciting commercial opportunity for businesses to engage and champion British food to consumers. We have a formidable story and one with a proven track record of significantly increasing sales through British Food Fortnight promotional activity across menus and in-store.

“Through sampling, meet-the-producer events and special offers, businesses can directly benefit from tapping into consumers’ recognition of British foods quality and taste. Together we can drive real change and increase awareness of the diverse and delicious food and drink that Britain has to offer.

It’s time to think big and capitalise on Love British Food’s rich heritage during this landmark anniversary.”

David Scott, Director of Corporate Affairs at Morrisons, official retail partner of Love British Food, says: “Love British Food does a fantastic job championing the diverse and delicious food Britain produces, and we are incredibly proud to be their official retail partner.

“Their work over the last 25 years has had a deeply positive impact on both producers and consumers by putting homegrown quality front and centre. We are absolutely thrilled to celebrate this 25th-anniversary milestone with the team and look forward to an exciting, momentum-filled year ahead!”

James Armitage, Marketing Director at Fresh Direct, a leading supplier of fresh produce to the foodservice industry, says: “At Fresh Direct, championing British produce has always been at the heart of what we do, and our longstanding relationship with Love British Food reflects that shared commitment. As Love British Food celebrates its 25th anniversary, it’s inspiring to see just how far the movement has come in bringing the food supply chain together – from farmers and growers, through to chefs, caterers and consumers.

“While our commitment to British runs year-round, British Food Fortnight gives us a moment in time to shine the spotlight on the quality, diversity and sustainability of food produced right here in the UK. It gives us an opportunity to celebrate the people behind British food and to reinforce why supporting local sourcing matters – not just for provenance and freshness, but for resilience, livelihoods and the future of our industry. We’re proud to continue working alongside Love British Food as part of that journey.”

Alexia adds: “We’ve created a robust movement, unique in being embraced by both industry and communities. We are the leading established promotion of British food in retail and hospitality. And we connect directly with people across the country through British Food Fortnight, the national food celebration. This 25th year is all about scaling the impact and providing practical routes to attracting new customers and enhancing sales through a shared call to action: ‘Make British produce your first choice.’ I encourage you to join us.”

Further advice for retailers looking to take part can be found on the Love British Food website: www.lovebritishfood.co.uk/advice-for-retailers

Marston’s Recognised at Downing Street for Leadership in Supporting Prison Leavers into Employment

Marston’s was represented at 10 Downing Street as its very own Senior EDI & Communities Manager, Todd Lockley, joined fellow employers and Employment Advisory Board Chairs at a special event hosted by Deputy Prime Minister David Lammy and Lord Timpson.

The reception, held to celebrate national progress in helping prison leavers secure meaningful employment, highlighted the extraordinary impact of employers committed to second-chance recruitment.

Lord Timpson praised the “hard work and determination” of all involved, recognising that employment rates for people leaving custody have doubled, rising from 18% to 36% within six months of release. He challenged employers across the UK to go further through the ‘Challenge 50’ initiative, aiming for 50% of all prison leavers to enter paid employment in the years ahead.

The Deputy Prime Minister echoed this sentiment, thanking organisations who not only provide opportunities for people with convictions but also deliver positive change

for families, communities and those affected by crime. During his speech, he highlighted the transformative work being delivered inside prisons and offered a special mention to Marston’s, praising the success of our Excel programme.

Marston’s hospitality academies at HMP Liverpool, HMP Stoke Heath and HMP Styal, Excel continues to help prison leavers develop industry-ready skills and secure long-term employment within its pubs.

On the event, Todd Lockley said: “It was an honour to be invited. This reflects not only the hard work we’ve put in over the last three years, but also the incredible support from our partners at Novus, the New Futures Network and HMP Prison and Probation Service in driving this important programme forward.”

Since launching in 2022, more than 90 prison leavers have begun new careers with Marston’s through Excel, achieving retention rates well above the industry average.

commuter activity and demand for convenient, premium products increase.

Commenting on the findings, Linda Haden, Insight Lead at Lumina Intelligence, said: “The UK food-to-go market remains structurally resilient, but the way growth is being generated is changing. We’re seeing consumers spend more per visit as expectations around quality, health and personalisation rise. At the same time, operators are navigating a more complex cost environment, which means innovation in formats, pricing and technology will be critical to sustaining growth in the years ahead.”

The team at LittlePod have spent the last 16 years focusing on the importance of vanilla to the environment.

Having established a thriving forest orchard in Indonesia, where the LittlePod farmers’ pioneering polyculture system is bearing fruit in more ways than one, the natural ingredients company’s emphasis has switched from planet to people.

Introducing Wellbeing and Happiness with LittlePod!

“It’s time for the next chapter in the LittlePod story,” said Janet Sawyer MBE BEM, LittlePod’s managing director and founder. “In 2025, I wrote my second book – Real Vanilla, Nature’s Unsung Hero – and with our forest orchard in Bali having proved so successful, we are excited to be focusing our efforts elsewhere this year.

“LittlePod continues to care for the environment – of course – and the team will still work closely with our farmers to protect, preserve and regenerate the rainforest.

“But closer to home, we are set to embark on a number of exciting projects and initia-

tives – all with wellbeing and happiness at their heart.

“The team will be working on recipe development with Master Chef Peter Gorton, launching a LittlePod podcast, and, perhaps most excitingly, embracing our sporting side with a top-secret project that is in the pipeline here.

“I can’t say anything further about this last one, but all will be revealed in due course. Please do be sure to keep following LittlePod to find out more!”

Winners of the King’s Award for Enterprise (Sustainable Development), LittlePod’s longrunning Campaign for Real Vanilla continues to go from strength to strength both at home and abroad.

Having long exported their responsibly-sourced ingredients to countries all over the world, further international expansion in planned for 2026, with the appointment of the company’s first European Sales Manager, Jakub Miniewski.

littlepod.co.uk / sales@littlepod.co.uk / 01395 232022

LittlePod's Next Chapter: Wellbeing and Happiness Take Centre Stage Sharpening Innovation from Sweden

In a professional kitchen, sharpness isn’t a luxury — it’s a necessity. From the first prep of the day to the final plating at night, chefs count on their knives to deliver precision. That’s where the Tormek T-2 Pro Kitchen Knife Sharpener comes in — a sharpening solution trusted by culinary professionals around the world.

Backed by over 50 years of sharpening expertise, and developed for the intensity of the commercial kitchen, the Tormek T-2 Pro Kitchen Knife Sharpener gives chefs full control over their edge. The machine is gentle on knives — it sharpens, not shortens. Thanks to the slow-rotating diamond grinding wheel and high-precision guide, it only removes minimal steel, preserving the life of your knives while delivering exceptional sharpness.

What sets the Tormek T-2 Pro Kitchen Knife Sharpener apart is its blend of simplicity and professional-grade results. No guesswork. No overheating. Just consis-

tent, razor-sharp edges — time after time. With its low-noise operation and compact design, it integrates seamlessly into even the busiest culinary spaces — and is also suitable for sharpening other blades commonly used in food preparation.

The Tormek T-2 Pro Kitchen Knife Sharpener is designed to handle a wide range of kitchen knives — from large chef’s knives to small paring blades — and can also be used to sharpen other common kitchen blades, including mandoline blades and S-blades.

No matter the task, a properly sharpened knife is essential for efficiency and control. The Tormek T-2 doesn’t just sharpen knives — it elevates the entire kitchen workflow.

tormek.com | Phone: +46 581-147 90 | Email: info@tormek.se

Hospitality Hit Hardest by Inflation Over the Past Decade

Ashworth,

of

says, “While operating costs have risen significantly over the past decade, with the right insight into their cost structure, businesses can be better equipped to respond to these pressures.

“For business owners, the opportunity lies in control and efficiency. With labour, energy, insurance and technology costs all contributing to long-term structural change, understanding where your exposure sits is now a strategic advantage. Reviewing supplier contracts, improving operational efficiency, reducing unnecessary overheads, and optimising payment systems can all help protect margins in a higher-cost environment.

The cost of running a business has risen significantly in the past decade, reshaping the business landscape across the UK. However, new research suggests that not all industries have been impacted on the same scale, as the severity of a business’s impact depends on its cost structure.

To understand which industries have faced the greatest pressure, Dojo have analysed ten core cost categories, including business rates, energy, and industry-relevant supplies, between 2015 and 2025, to create the UK Inflation Index, a sector-by-sector breakdown revealing where operating costs have risen fastest, and how business inflation now compares to consumer inflation.

The analysis shows that on average, UK business costs for SMEs have outpaced consumer price growth by 11.75%, creating an “inflation gap”. How much have operating costs increased for hospitality businesses in the past decade?

Dojo’s research found that catering businesses have been hit harder by inflation than any other industry in the index, with overall running costs increasing by 62% in the last decade. Unlike traditional restaurants, caterers must also factor in transportation for every job, making each more expensive to deliver, as logistics costs alone have risen by 57% for catering businesses.

Food prices remain volatile, making supply chains increasingly unpredictable, too. Materials and supplies costs have increased more for caterers than for any other business type, now costing 113% more on average than they did a decade ago.

Of all costs, hotels were the most affected by an 83% rise in payment processing costs, while pubs and bars were most impacted by technology and software, a 167% increase. Over the past decade, hospitality has become increasingly automated, with greater reliance on technology and software across operations.

“With increases of this scale, businesses must take a more strategic approach to operations and managing their supplies. Understanding the supply chain is critical, and business owners should really look into how much they pay per item and whether there are more competitive suppliers available without compromising quality. Another option is to investigate how usage can be reduced, or processes improved to minimise waste. In times of sustained inflation, careful supply management can make a meaningful difference to overall profitability.

“Businesses that regularly assess their operating model, adapt pricing strategies where possible, and invest in tools that streamline transactions and reduce friction are often better positioned to absorb cost pressures without compromising service or growth.

“The past decade shows that the cost of running a business has evolved. The next decade will reward those who evolve with it.”

Easter 2026 Delivers a Bumper Weekend for UK Pubs

Britain's pubs enjoyed a barnstorming Easter Bank Holiday weekend, with new industry data revealing a near-5% surge in pint sales as consumers flocked to the on-trade for longer, more leisurely visits.

Figures from The Oxford Partnership show that across the five-day holiday period, UK pubs collectively sold 32.9 million pints — up from 31.3 million in 2025 — translating to an average of 983 pints per venue and generating approximately £5,185 per pub.

The results will provide a welcome boost of confidence for operators still navigating a challenging trading environment.

The standout finding from the data is a marked shift in how consumers are choosing to spend their time in the pub. Average dwell time climbed to 153 minutes, up from 147 minutes the previous year, pointing to a growing appetite for experience-led occasions rather than fleeting visits.

Occupancy also edged forward to 65.4%, suggesting that stronger footfall and deeper consumer engagement combined to drive the overall volume uplift — a dynamic that operators and suppliers alike will be keen to replicate beyond the seasonal spike.

Rural pubs emerged as the clear destination of choice, recording the longest average visits at 156 minutes and reinforcing their enduring appeal as go-to venues for unhurried, occasion-driven drinking. The consistency of improved dwell times across all venue types, however, signals that the trend towards more meaningful pub visits is broad-based rather than niche.

City centre and urban locations continued to benefit from strong footfall, while suburban venues also saw

Entries to this year’s S.Pellegrino Young Chef Academy are now open. The worldrenowned global talent program returns with a stellar jury line up for the UK’s Regional Final, taking place in October 2026.

Bringing together emerging culinary talent with some of the industry’s most respected chefs and partners, the seventh edition of the program invites chefs aged 30 and under to apply before 9 June 2026. Each chef will submit a signature dish that reflects their individual technical skill, creativity and personal approach to cooking. The International School of Italian Culinary Arts (ALMA) will produce a shortlist to progress to the regional finals.

This year’s jury features a prestigious line up of industry experts spanning restaurant operators, chef-owners and some of the most distinctive voices in the UK hospitality scene, including Paul Ainsworth (The Ainsworth Collection), Nieves Barragán Mohacho (Sabor and Legado), Chantelle Nicholson (Apricity), Angelo Sato (Humble Chicken), Emily Roux (Caractère), Stuart Ralston (Lyla), and Will Murray (Fallow Group).

The group will select a UK winner who will go on to represent the region at the Grand Finale in Milan in 2027, competing alongside leading young chefs from around the world. The esteemed jury will look well beyond the plate’s execution, expecting the regional winner to express their identity through their cooking and the trajectory they see for their food. Each dish will be assessed on technical skill, creativity and personal belief, with as much weight given to flavour and precision as to originality and the thinking behind it.

notable increases, suggesting a broader shift towards longer, more social visits across the market.

Category performance revealed a market increasingly driven by premium and distinctive choices. Stout emerged as the standout performer, surging 23.1% year-on-year, while World Lager grew 6.1% and Premium Lager rose 3.4%. In contrast, more mainstream segments such as Core Lager and Premium 4% declined by 2.0%, indicating ongoing pressure on traditional, volume-led offerings.

Overall rate of sale increased by 4.7%, reflecting the combined impact of higher footfall and longer dwell times, and reinforcing the resilience of the on-trade when supported by strong consumer occasions.

Commenting on the findings, Alison Jordan, CEO of The Oxford Partnership said: “Easter 2026 highlights a clear shift in how consumers are engaging with the on-trade. We are seeing more deliberate, experience-led visits, with people staying longer and making more of the occasion.

“This is translating into tangible volume growth for operators. What is particularly encouraging is the strength of premium and distinctive categories such as stout and world lager, which continue to outperform. It underlines the importance for operators and suppliers of aligning their offer with evolving consumer preferences, especially during key trading moments like Easter.”

The data suggests that incremental gains in both footfall and dwell time are combining to deliver sustained growth, pointing to a market that is increasingly driven by quality, occasion and experience.

The Academy has a strong track record of identifying chefs at a pivotal moment in their careers. Alumni include Mark Moriarty (2015), now a prominent TV chef and leading voice in modern Irish cooking, and Killian

Crowley (2017–18), who was previously at Michelin-starred Aniar in Galway. Most recently, UK winner Ben Miller (2024–25) has just been promoted to Head Chef at Alex Dilling at Hotel Café Royal. Reflecting on the impact of the competition, Miller comments: “Taking part in the competition was a turning point for me. It pushed me to reflect on who I am as a chef – not just what I cook every day, but what I want to communicate through my food. Presenting to chefs you admire pushes you in a different way, and the level of learning is hard to match. It gave me a much clearer sense of my cooking.”

Alongside the competition itself, the Academy is designed to support chefs beyond the event, offering mentorship, career development opportunities and prizes that help nurture the next generation of talent. Additional awards include the S.Pellegrino Social Responsibility Award (judged by the Sustainable Restaurant Association), the Acqua Panna Connection in Gastronomy Award, and the Fine Dining Lovers Food for Thought Award.

Paul Ainsworth, Chef Owner of the Ainsworth Collection, says: “It’s a privilege to be involved in something that genuinely supports young chefs at such an important stage in their careers. What’s exciting about this competition is that it’s not just about technical ability, it’s about seeing personality on the plate. You’re looking for chefs who understand flavour and craft, but who also have a point of view and a clear sense of where they’re heading. The UK has an incredible pool of talent coming through, and it’s always inspiring to see that first hand.”

Applications remain open until 9 June 2026. For more information and to apply, please visit www.sanpellegrinoyoungchefacademy.com

Turning Food Waste into a Sustainable Asset

Reducing food waste is no longer simply a question of good housekeeping; it is a commercial, environmental, and reputational priority for professional kitchens.

Rising disposal costs, growing legislative pressure and ever-more environmentally aware customers mean operators must adopt smarter, more responsible waste strategies. This is where technologies such as the Meiko Green BioMaster® are making a measurable difference.

BioMaster transforms unavoidable food waste into a manageable, hygienic and environmentally responsible output at the point of production. By breaking down food waste and reducing its volume significantly, the system enables kitchens to cut waste collections, lower transport costs and reduce associated carbon emissions, all without adding complexity to busy operations.

What distinguishes the BioMaster is its integration into daily kitchen workflows. Waste is disposed of where it is generated, eliminating the need for exter nal bins, manual handling and the associated hygiene risks. Fully enclosed processing helps maintain a clean and safe foodservice environment, while auto-

mated operation ensures consistency without additional staff workload.

From hotels and restaurants to pubs and contract catering, the BioMaster allows operators to futureproof their waste infrastructure. As legislation tightens around food waste separation and reporting, on-site treatment provides reassurance that compliance is built into the operation.

Equally important is the opportunity food waste systems provide for sustainability reporting. Accurate data capture and clear reductions in waste volumes allow businesses to demonstrate tangible environmental progress, a critical factor for investors, clients and consumers alike.

In an industry where margins are tight and sustainability expectations are rising, tackling food waste effectively is one of the few initiatives that delivers operational, financial and environmental returns simultaneously. With solutions such as the Meiko Green BioMaster, food waste becomes not just a challenge to manage, but a valuable opportunity to lead by example.

Read more here: www.meiko-uk.co.uk

First Mile Celebrates the Hospitality & Catering and Entertainment Sectors' Top Recycling Champions

First Mile, the UK’s leading recycling and waste management provider celebrated the hospitality & catering and entertainment sectors' highestperforming recycling businesses as part of its annual Recycling Standard campaign.

In the past year, First Mile worked with more than 30,000 businesses across the UK, welcoming 8,000 new customers, collecting 207,540 tonnes of waste and recycling 94,128 tonnes. Hospitality continues to be one of the most dynamic sectors within its network, with hotels, restaurants, pubs, cafés and entertainment venues increasing the number of separated waste streams and driving higher recycling rates in response to evolving regulation and customer expectations.

The top three hospitality & catering and events businesses by recycling tonnage are ATG Entertainment Limited, which recycled 3,468 tonnes; Gail’s Bakery, which recycled 2,279 tonnes; and Caffè Nero (Nero Holdings Ltd), which recycled 1,079 tonnes.

Together, these organisations represent the highest-volume hospitality recyclers in the First Mile network, demonstrating the scale of impact that consistent, data-driven recycling can deliver across theatres, hotels, cafés and bakery estates nationwide.

From managing high footfall in theatre venues to handling significant volumes of food waste and coffee grounds in busy city centre locations, these businesses face unique operational challenges. The performance of this year’s top three reflects sustained investment in back-of-house processes, staff engagement and the expansion of specialist services including food waste, glass, coffee cups and cooking oil recycling.

Within the scheme, accreditation levels are awarded based on verified recycling rates and the number of services used. Gold-accredited customers achieve an 80 per cent or higher recycling rate alongside four or more services, or three or more services where one of these is food recycling.

One of these services must be general waste, which is required to be zero to landfill. Silver accreditation recognises businesses achieving a recycling rate of 50 per cent or above with at least two services. Zero to Landfill status is awarded to customers with recycling rates of up to 49 per cent whose general waste is diverted from landfill.

Gold-performing hospitality businesses typically operate streamlined waste systems across multiple sites, implement clear front-of-house and back-ofhouse separation, and introduce initiatives to influence both staff and customer behaviour. They also comply with the government’s Simpler Recycling regulations, which came into effect in April 2025, requiring mixed recycling and food waste collections alongside residual waste.

Talking about the scheme, Bruce Bratley, First Mile founder and CEO, said: “Hospitality businesses operate in fast-paced, high-pressure environments, yet the leaders in this sector show that recycling can be embedded into day-to-day operations at scale. Our Recycling Standard is built on real operational data, giving businesses a clear picture of performance and a credible way to demonstrate progress. It is fantastic to see operators like ATG Entertainment Limited, Gail’s Bakery and Caffè Nero setting the benchmark for the sector.”

Visit www.thefirstmile.co.uk for more information.

Cleaning and Hygiene

Food Hygiene Inspections: What Every Business Should Know

The purpose of a food hygiene inspection is of course to ensure that a food business is preparing, handling, and storing food safely so it does not pose a risk to public health.

A recent survey by Virtual College has highlighted that 40% of people avoid venues with a food hygiene rating of 3 or less and 19% choose where to eat based on food hygiene ratings more than the menu.

The Food Hygiene Rating Scheme (FHRS) is one of the most common signs in restaurant, takeaway and café windows and is one of the best ways a customer can judge the cleanliness and quality of the establishment.

THE PROCESS OF A HYGIENE INSPECTION

Katherine Pavling, Head of Product at Virtual College, explains, “A hygiene inspection involves individuals arriving, typically unannounced, on the site of a food vendor to check the cleanliness of premises and equipment, how food is handled and cooked, whether it is stored at safe temperatures, and if measures are in place to prevent contamination. The aim is for the inspectors to see how the business operates under normal, everyday conditions rather than a prepared set of conditions, to assure it is safe for public health.

“Inspections aren’t solely about monitoring cleanliness of the site, it also includes checks on staff hygiene, training, and the business’s food safety system, often based on HACCP principles, to make sure risks are properly identified and controlled.”

WHAT IS A HACCP FOOD SAFETY SYSTEM?

By Katherine Pavling, Head of Product at Virtual College

A food safety system based on HACCP principles (Hazard Analysis and Critical Control Points) is a legal requirement for businesses in England that helps to identify potential hazards in food handling and putting controls in place to prevent those risks.

Katherine says, “In practice, this means things like setting rules for cooking temperatures, keeping food stored correctly, cleaning regularly, training staff, and keeping records to prove everything is being done properly. During a hygiene inspection, the inspector will look at these procedures and records and check that staff are following them in practice and ensuring hazards are properly identified, monitored, and controlled to keep food safe.”

BUSINESSES HAVE A RIGHT TO CHALLENGE RATINGS

Importantly, businesses are able to act if they feel a rating does not accurately reflect their standards. Katherine says, “There’s a right to challenge or appeal the outcome of an inspection, as well as the opportunity to request a re-inspection once improvements have been made. This ensures the system remains fair, while still holding businesses accountable to the compliance measures designed to protect public health.”

WHAT TRAINING DO BUSINESSES NEED?

“While the law doesn’t require a specific training qualification, it does require that all food handlers are adequately trained or supervised, which means they need to understand safe food handling, hygiene practices, and allergen awareness relevant to their role.

“Most businesses support this through recognised courses, such as Achieving a Five Star Food Hygiene Rating training by Virtual College, which provides practical guidance on how inspections are scored, how to meet hygiene standards, and how to achieve top ratings.

“The most important is that businesses have a clear and effective food safety management system in place, and that staff are properly trained appropriately to follow it in practice.”

The Hidden Cost of “Looks Clean”

Around 90% of consumers check online reviews before choosing a restaurant, and they’re increasingly candid about what disappoints them. Cleanliness is one of the fastest ways to trigger negative feedback, especially when expectations aren’t met.

A quick scan of TripAdvisor highlights comments like:

“Our table looked clean, although sticky.”

It’s a small detail, but one that carries weight. Sticky tables instantly signal poor hygiene to guests, even in venues that otherwise appear spotless.

In many cases, the issue isn’t whether tables are being cleaned, but how. Commonly used sanitising sprays containing quaternary ammonium compounds (quats) can leave behind an invisible residue. Over time, this builds up, particularly when damp cloths are reused across tables or when heat and

humidity come into play. The result is a surface that looks clean, but feels anything but.

For operators, the risk is reputational. Guests may say nothing in the moment, yet share their experience online, influencing future bookings and loyalty.

Reducing residue starts with better surface hygiene practices: cleaning before sanitising, using residue-free products designed for food-contact surfaces, avoiding dilution errors, and allowing surfaces to fully air dry.

When nearly every guest is checking reviews, perceived cleanliness matters just as much as compliance.

At Sani Professional®, we’ve developed Protect 360° biodegradable sanitising wipes to solve this challenge sustainably. Their plant-based active formula cleans effectively and dries residue-free, helping hospitality teams deliver a spotless, guest-ready finish every time.

Request your FREE Protect 360° samples by writing an email to samples@sanipro-intl.com

Tork Issues “Washroom Guide” to Help Hospitality Businesses Unlock Hidden Value

Tork has released new guidance aimed at helping pubs, restaurants and hotels transform their washrooms into assets to enhance user satisfaction and benefit business performance. Based on research which shows that 73% of people will not return to a washroom after a bad experience, Tork’s “Washroom Guide”, available on its website, provides recommendations on improving inclusive hygiene, environmental sustainability and operational efficiency. According to the survey, a negative washroom experience at a venue can also lead to: 23% of people spending less time there, 13% avoid eating and drinking and 10% will choose not to return to that venue.

“Our data shows that when washroom users and cleaners’ needs aren’t met, a business can suffer as people spend less time and/or money there,” said Olivia Slater, Commercial Director, Professional Hygiene at Essity. “With three in four people concerned about washroom hygiene,[1] and one in two likely to face barriers to meeting their needs, small, targeted updates to the washroom – the most visited room in a facility –can make a substantial difference for both users and cleaning staff, ultimately benefitting the business.”

Recommendations:

1. LEAN INTO INCLUSIVE HYGIENE

Washroom users said that when the following “must have” elements are provided, which exemplify inclusive hygiene, the majority (59%) of people say a business can improve its positive image:

• Toilet paper and paper hand towels in dispensers that are easy to grasp (67% said these are a “must have”)

• Spaces and design elements that enable privacy (63%)

• Disposal bins in the stall for personal items including incontinence and menstrual products (60%)

• Physical accessibility – including grab bars and ramps – for everyone (58%)

• The availability of paper hand towels (57%)

• Features in public washrooms that enable caregivers to meet their needs (40%) such as changing tables

2. PROMOTE SUSTAINABILITY

Respondents reported experiencing, without limitation, diagnosed or self-diagnosed physical/cognitive conditions, e.g. eczema, chronic pain, general anxiety, claustrophobia.

The washroom is an overlooked place for reducing environmental impact by businesses, yet 67% of people want washroom managers to prioritise environmental sustainability.[2]

Tork recommends the following actions:

• Promote sustainability practices with signs in the washroom

• Ensure teams understand the importance of responsible sourcing and look for third-party certified products using training and educational assets.

• Control consumption with one-at-a time dispensing to reduce waste.

• Support sustainability goals – avoid landfill with recyclable packaging and

recycling schemes like Tork PaperCircle® paper towel recycling.

3. SUPPORT EMPLOYEE EFFICIENCY

Investing in washroom features and supporting cleaning teams can improve business revenue. To empower cleaning staff, many of whom feel unsupported1 and enhance guest experiences, Tork recommends:

• Working smarter with data-driven cleaning that identifies service needs in a facility.

• Installing high-capacity dispensers that reduce the need for frequent refills, allowing cleaning staff to focus more on cleaning rather than refilling.

• Using compressed towels for refills to serve more guests before cleaners need to refill again.

• Sourcing products with ergonomic packaging including Tork Easy Handling® packaging for easier carrying, opening and disposal.

Olivia continued “By addressing these critical aspects, hospitality businesses can help washroom users and cleaners meet their basic needs and deliver an experience that meets the needs of as many as possible. Investing thoughtfully in inclusive hygiene, sustainability, and operational support not only meets evolving public expectations but also improves business performance.”

Tork helps businesses realise the benefit of sustainable hygiene with a focus on four key areas materials & packaging, use & waste, carbon and hygiene for all. It also provides free training and educational assets. For more steps businesses can take, visit: www.torkglobal.com

Food Allergies and Intolerances

Hospitality Sector Handed New Data To Improve Support For Diners With Food Allergies

New data has revealed the most searched for allergens by consumers making a decision on where and what to eat when dining out.

Allergymenu.app looked at its annual data to highlight current consumer behaviours in relation to food allergies and intolerances. Its aim is to help businesses in the hospitality sector understand the concerns and priorities of customers managing food allergies.

It found that gluten was the most searched for allergen amounting to over 58% of all searches, with milk (16.8%), peanuts (17.9%) and tree nuts (16.8%) being the other most searched allergens. Over 136,000 searches were analysed.

The volume and consistency of searches captured from Allergymenu.app confirms that food allergies and intolerances are not niche concerns and play a central role on where and what customers chose to eat.

Recent statistics from the Food Standards Agency highlight six percent of the adult population in the UK has a clinically recognised food allergy. That’s around 2.4 million adults.

It also found more than 30% of adults reported some types of adverse reactions when eating food. The allergy search behaviour shows users typically engage with allergy searches at the point of decision-

making, before entering a venue or placing an order, suggesting accessible and easy-to-understand allergy information can directly influence footfall and conversion.

Juliet Moran, founder of Allergymenu.app said: “This analysis highlights that food allergies are a big concern for customers eating out within the UK hospitality sector. The prominence of gluten, milk, peanuts and tree nuts shows when the biggest concern is. Searches for these accounted for over three quarters of all searches.

“What this data reinforces is the need for food businesses to prioritise easily accessible and detailed information for these allergens so customers can make an informed choice based on their requirements. They can also be reassured the establishment is taking its legal responsibility seriously.

Juliet continues: “Ensuring accurate, detailed and easily accessible information to meet legislative requirements is the minimum. Many consumers manage multiple allergens which increases the importance of robust allergen management systems.

“This is where the role of digital tools plays its part. The data shows many allergy searches are made during a visit to the customer’s website, as shown in the website referral data.

“Transparent allergen information can directly influence customer confidence, venue selection, and overall dining experience. The allergen information becomes a key component of customer service and trust-building.

“Systems which reduce ambiguity, standardise allergen communication and minimise reliance on verbal explanations can help lower the risk of serious incidents and support staff.

Juliet concludes: “Our hope after publishing this data is that food businesses and industry bodies will improve allergen communication which will boost customer confidence and reduce the risk of avoidable incidents. Ultimately, a hospitality environment that meets both regulatory obligations and the real-world needs of allergy-aware consumers.”

Catering To Every Customer With Pureoaty

With the UK Free From market now worth £4.2bn1 and an estimated 2.9 million consumers following a gluten free diet2 demand for high quality free from options has never been greater. For caterers and hotel operators meeting these dietary needs without compromising on taste or quality is essential and that's exactly where PureOaty delivers.

The award-winning range offers gluten free, oat-based products that work brilliantly across catering environments. Whether you're running a breakfast station with our porridge oats or using our oat drinks for hot beverages, PureOaty provides versatile, crowd-pleasing and 100% allergen free solutions for every service occasion.

What sets us apart starts on the farm. Our pure, British oats are grown by us and a network of local farmers within a 70-mile radius of our Cambridgeshire farm, then produced and milled in our dedicated allergen free facility. The result is a product that tests at under <5ppm of gluten - four times purer than the industry standard, giving you genuine peace of mind.

That commitment to quality carries through to our finished products, Our oat drinks contain just four simple ingredients, with absolutely no preservatives or added sugars. They're actually less processed than dairy milk, fruit juice and even beer! And for customers who want a nutritional boost, our Creamy and Enriched variant is fortified with essential vitamins and calcium.

And none of that comes at the expense of taste. The PureOaty portfolio is Great Taste accredited, with our most recent stars awarded to PureOaty Tea-rrific Oat Drink and PureOaty Porridge Oats. Independent proof that free from and genuinely delicious can go hand in hand.

To find out how PureOaty can work across your menu, get in touch with the Glebe Farm Foods team today! Visit www.glebefarmfoods.co.uk or email office@glebefarmfoods.co.uk

1 https://ofplus.com/sector-updates/free-from-sector-update/ 2 Coeliac Society 2024

Products and Services

CLEAN Do The Workwear, So You Can Do The Work

CLEAN Linen & Workwear are one of the UK's most trusted laundry companies. They supply tailored workwear solutions provided by real people. Their comprehensive laundry network means they can service customers throughout England and Wales, providing chefswear, workwear and linen rental services. Whether you operate from a single-site hotel, pub or restaurant or have multiple locations, CLEAN can tailor a workwear rental solution to suit your business requirements. They offer various uniform options to support the entire kitchen brigade, from Executive Chefs to Kitchen Porters.

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

chase costs, spread the payments over your contract, and ensure quality and care with every wash. Delivery is free, and there are no hidden charges; contracts even include repairs. Each item of clothing can be branded and tailored to the wearer with logos and embroidery. Their managed service prevents issues compiling when supplying your team with work clothes; a convenient locker valet service helps

Avoid Losses, Increase Profits and Build Relationships

Offering your customers the best possible customer service is key to building trust and relationships. It will also increase profits, encourage repeat visits, and offer positive peer recommendations.

The good news is that CardsSafe can help. The system wirelessly and securely holds customers' bank cards while they run a tab. As a result, staff can spend more time with customers, upsell and build valuable relationships. Customers will also feel more relaxed knowing that their cards are safe. As a result, the technology not only protects against credit card fraud but also eliminates dine-and-dash and allows checking the validity of bank cards.

The CardsSafe system has revolutionised how hospitality businesses manage their customers' payment obligations. Wireless technology can be safely tucked away behind the bar, POS, or service station. The units are easy to install, and the system does not collect data, so it never breaches GDPR.

Snack Brands Lead the Way In Curious

Comeback of Loose-Serve Pork Scratchings

But in the more relaxed, post covid era, pubs, bars and restaurants are increasingly turning to bulk snack servings to boost the average spend of their customers.

Snack Brands offer a bulk 1kg bag of Uncle Alberts Porkshire Pig Pork Scratchings at just £16.75 and have seen a growth in the bulk business from venues up and down the country.

‘’Loose servings elevate the customers experience, they can be placed in a nice dish or presented with a range of other snacks’’, says Alex, sales director at Snack Brands. ‘’We recommend our customers offer an 80g serving with a RSP of £2.45, giving them a POR of 34%’’. Alex goes onto say, ‘’we recognize that some venues prefer using the heated machines and our scratchings are perfect if this is the avenue venues want to go down’’.

The rise of craft beer and premium spirits has played a big role in this shift, drinkers are becoming increasingly

interested in pairing flavours and loose pork scratchings fit naturally into this world.

Loose servings also tap into a growing trend of small plate menu offerings, a bowl of scratchings placed in the centre of the table invites conversation and communal eating in a way that individual packets don’t.

The return of loose pork scratchings might seem minor but it reflects something larger about British food culture today, there is a renewed appreciation for traditional snacks and a determination to refine them without losing their identity.

See the advert on the inside front cover for further information or visit www.snackbrands.co.uk

Fry Food Faster with OilChef

Kitchen Equipment and Fit Out Kitchen Equipment and Fit Out

Getting the Kitchen Right: The Considerations

Every Pub and Restaurant Operator Must Prioritise

food operation — yet the decisions made at fit-out stage will shape efficiency, compliance and costs for years to come.

For pub and restaurant operators embarking on a new build, refurbishment or change of use, the commercial kitchen is rarely the most glamorous element of the project — but it is almost certainly the most consequential. Get it wrong and no amount of front-of-house charm or marketing spend will compensate. Get it right and you lay the groundwork for a smooth, profitable food operation from day one.

The challenge is that commercial kitchen design demands the simultaneous navigation of regulatory compliance, workflow logic, equipment specification, utilities infrastructure and long-term operational needs — often within tight footprints and tighter budgets. Here, we outline the key considerations operators should address before a single piece of equipment is ordered.

SPACE PLANNING AND WORKFLOW

The foundation of any successful kitchen design is the workflow — the logical progression from goods-in through preparation, cooking, plating and service, with waste and washing-up operating in the opposite direction. In practice, this means avoiding cross-contamination by keeping raw and ready-to-eat food preparation zones physically separate, and ensuring that clean and dirty routes do not intersect.

Most professional kitchen designers apply zonal planning principles: a goods-in and dry store area, a cold storage zone, dedicated preparation areas, a cooking suite, a pass, and a pot wash and dishwash section. Even in smaller pub kitchens, adhering to this logic — however compressed the layout — significantly reduces food safety risk and improves throughput during service.

"The most common and costly mistake operators make is purchasing equipment before finalising the layout. Specification must follow design, not precede it."

VENTILATION AND EXTRACTION

Extraction is frequently underestimated at planning stage and disproportionately expensive to correct after installation. A canopy extraction system must be sized correctly for the heat and moisture output of the cooking equipment beneath it, and replacement air (make-up air) must be supplied in adequate volume to prevent negative pressure — a common cause of extraction failure and uncomfortable working conditions.

Building regulations in England, Wales and Scotland require kitchen ventilation to meet specific air change rates, and Local Authority Environmental Health Officers will assess extraction adequacy during inspections. Operators in older buildings should commission a structural survey before specifying extraction, as ductwork routing through historic fabric can involve unforeseen complications and cost.

UTILITIES: GAS, ELECTRICITY AND WATER

Before finalising an equipment specification, operators must understand the capacity of existing utilities. A commercial kitchen running a six-burner range, combi oven, fryer bank and salamander simultaneously will place significant demands on both gas and electrical supply. A gas capacity survey by a Gas Safe registered engineer and an electrical load assessment by a qualified electrician should be commissioned early — upgrading supply infrastructure is expensive and time-consuming.

Water supply and drainage are equally important. Pot wash and dishwash areas require adequate hot water supply and correctly sized waste drainage. Grease traps or grease management systems are now a standard requirement of most commercial leases and are increasingly enforced by water authorities to prevent fats, oils and grease entering public sewers.

EQUIPMENT SPECIFICATION

Equipment selection should be driven by menu analysis and projected covers, not by what a neighbouring venue uses or what a supplier is promoting. Over-specification wastes capital and energy; under-specification creates operational bottlenecks and shortens equipment lifespan through overuse.

Combination ovens (combis) have become the workhorse of the modern pub kitchen, offering steam, convection and combination cooking modes that maximise output from a compact footprint. Operators should also consider induction cooking where gas supply is limited, noting the lower ambient heat output — a meaningful factor for staff welfare and air conditioning costs.

All equipment should carry CE or UKCA marking, and where gas appliances are specified, they must meet current Gas Appliance Regulations. Operators should request equipment data sheets prior to purchase to confirm utility connection requirements.

FOOD SAFETY AND REGULATORY COMPLIANCE

Every commercial kitchen serving food to the public must comply with Regulation (EC) No 852/2004 on food hygiene as retained in UK law, the Food Safety Act 1990, and relevant guidance from the Food Standards Agency. At fit-out stage, this means specifying appropriate surface materials — sealed concrete, stainless steel and food-grade tiles for walls and floors — with coving at floor-wall junctions, no exposed timber, and surfaces that can withstand commercial cleaning chemicals.

Adequate refrigeration must be specified to maintain food at or below 8°C (and ideally 5°C), with freezers operating at -18°C or below. All refrigeration should be monitored, and new installations should consider digital temperature logging systems as standard.

ENERGY EFFICIENCY AND RUNNING COSTS

With energy costs remaining elevated, the efficiency ratings of commercial kitchen equipment now materially affect profitability. When comparing equipment, operators should look beyond purchase price to total cost of ownership — energy consumption data (measured in kWh), duty cycle information and maintenance intervals. The Foodservice Equipment Association (FEA) publishes guidance on energy-efficient procurement, and some local energy providers offer commercial kitchen efficiency surveys.

Working with professionals

A well-executed kitchen fit-out almost always involves a professionals and contractors working in coordination. Operators who attempt to manage these trades independently, without professional design input, consistently encounter the most expensive and time-consuming problems.

Seeking quotes from multiple professional kitchen design & refurbishment companiies and engaging an environmental health consultant during the design phase rather than after the build, represent straightforward steps that deliver significant returns in reduced remedial costs and faster sign-off from regulatory authorities.

The kitchen is not a back-of-house afterthought. It is the commercial heart of every food-led pub and restaurant — and the operators who treat it as such from the very earliest stages of a project are consistently those who build the most resilient and profitable operations.

When it comes to commercial kitchens, cleanliness isn’t just a about presentation – it’s a matter of safety, compliance and operational efficiency.

Two critical areas often overlooked are kitchen extract systems and deep cleaning routines. Neglecting either can lead to serious fire hazards, hygiene issues and costly long-term issues.

Kitchen extract systems, responsible for ventilating heat and smoke, are prone to grease buildup. This accumulation doesn’t just hamper airflow – it dramatically increases the risk of fire. Regular professional extract cleaning removes flammable residues and ensures your ventilation operates efficiently.

At Jasun Envirocare, our Kitchen Extract Cleaning Service helps reduce fire risks, improves hygiene and ensures you stay aligned with insurance and inspection standards. It’s not just recommended – it’s essential.

Equally important is a full-spectrum kitchen deep clean. Surface-level tidying may suffice for appearances, but bacteria and grime often linger in hidden corners and all over equipment.

Kitchen Equipment and Fit Out Kitchen Equipment and Fit Out

Discover Your Perfect Kitchen Partner with Atosa

Atosa Catering offer a wide variety of catering equipment for the commercial kitchen, and pride themselves on being a one stop shop for all your catering needs.

Based in the midlands, the Atosa distribution centre is a purpose-built innovative building with access to our office facilities, an immersive kitchen to allow our clients to experience and stress test our products in a ‘live’ environment, and over 63,000 sq ft of warehousing space, ensuring we are holding high levels of stock and can react quickly to any orders placed, with plans to open a second distribution centre in Scotland to increase our service offering and further support our clients in the North and Scotland. Atosa have expertise in Refrigeration and Hot Cooking, with a product portfolio including Combi Ovens, Blast Chillers, Bottle Coolers, Horizontal Gas, Electric Cooking, Upright Refrigeration and Counter Refrigeration.

An innovator within the hospitality space, Atosa were one of the first companies to offer the option of an extended warranty up to 5 years. (t’s and c’s apply.)

Atosa products can be found in a variety of establishments from local cafes and takeaways to high-end 5-star restaurants and everywhere in-between.

Atosa has experienced huge growth in the past few years which has been due to their mantra of ‘Premium Products at Non-Premium Prices’, alongside the outstanding service which they provide, and listening to their core audience, reacting appropriately and constantly evolving their product portfolio in sync with their customers’ requirements.

Recent additions include the Combi Oven, which is available in 5, 7 and 10 Grids in both a GN1/1 and GN 2/1, which has proven a huge success with outstanding feedback from our customers, who appreciate its versatile functionality, and consistency of performance. We have also introduced a new range of Wi-Fi enabled refrigeration, hot banquet trollies and sushi showcase units, as well as many others. atosauk.com | enquiries@atosauk.com | 01604 700853

Caterquip - Specialists in Ventilation Systems

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

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

They have strong relationships with all leading kitchen equipment suppliers, and they offer a kitchen design service to help you build your ideal kitchen.

Fridge Seals Direct

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

The management team at Fridge Seals Direct have over 30 years of experience in the refrigeration industry and have each spent many of those years installing gaskets and hardware for a range of styles, brands and sizes of fridges.

Projects undertaken have included Olympic Villages, Basildon Hospital, The Mitre

at Hampton Court, The Truck Stop at Anglesey, The Lodge at Old

Colleges, Schools, Hotels, Restaurants and Public Houses. They ensure their systems are compliant with the current guidelines whilst maintaining an efficient and dynamic facility.

With extensive knowledge of manufacturing and installing ventilation systems, they can help you design the best kitchen within the space available.

Call: 01926 887167, visit: www.caterquipventilation.co.uk, email: info@caterquipventilation.co.uk

From restaurant kitchens to food warehouses - we have experience in dealing with fridge & freezers of all sizes and scales. To learn more about fridge seals, be sure to explore our range of extensive guides on how to replace a refrigerator door seals. Otherwise, find your specific guides in how to identify, measure, install or maintain your fridge or freezer door seal.

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

• Be ready for your inspections

• Damaged fridge seals are unhygienic

• Make your fridge more energy efficient with a good seal on your fridge

• We provide custom seals for cold rooms, discontinued models, and units with no identification information

• Next-day delivery service

• Discounted prices on large orders WhatsApp, phone, and email support

07936807320

sales@fridgesealsdirect.co.uk

Outdoor Spaces

Spring Into Summer: How Pub Banners Turn Beer Gardens into Profit-Driving Destinations

As the days grow longer and the first pints spill into sunlit beer gardens, Britain’s pubs and hotels enter their most important trading season. Spring and summer are no longer just “busy periods” — they’re the defining months that shape customer loyalty, brand identity, and revenue for the year ahead.

THE OUTDOOR REVOLUTION: WHY BEER GARDENS MATTER MORE THAN EVER

Across the UK, hospitality venues are embracing a powerful shift: the outdoor experience. Beer gardens, terraces, and alfresco spaces are no longer an afterthought — they are now central to customer expectations. Well-designed outdoor areas can increase capacity, boost dwell time, and drive higher spend per visit, all while creating memorable guest experiences that keep people coming back.

But there’s a crucial element many venues overlook… Visibility. First impressions. That split-second decision to walk in.

BANNERS: THE UNSUNG HERO OF THE BEER GARDEN

A great beer garden hidden from view is a missed opportunity. High-impact pub banners transform your outdoor space into a magnet for passing footfall — turning curious glances into paying customers.

From promoting “Cold Pints in the Sun” to advertising live music, BBQ events, or seasonal menus, banners act as bold, flexible marketing tools that work around the clock. In a competitive market with thousands of pubs vying for attention, standout signage isn’t optional — it’s essential.

Even a simple, well-placed banner can:

• Attract new customers from the street

• Reinforce your brand identity

• Highlight seasonal offers and events

• Guide customers into your outdoor space

• The Go-To Size for Maximum Impact

When it comes to visibility, size matters — and the most popular choice for pubs across the UK is the 8ft x 3ft banner. It’s the perfect balance of bold presence and practical placement, ideal for fences, railings, and beer garden boundaries.

Better still, these high-impact banners are available from just £40.25 + VAT, making them one of the most

cost-effective marketing tools you can invest in this season.

Even more value:

• Free delivery when you order two

• Free professional design service to make your banner stand out

It’s a simple, affordable way to upgrade your outdoor space and attract more customers without stretching your budget.

BUILT FOR THE BRITISH SUMMER (RAIN INCLUDED)

British weather is famously unpredictable — but modern banner materials are built to handle it. Durable PVC and weather-resistant inks ensure your message stays sharp and vibrant, whether it’s blazing sunshine or a sudden downpour.

That means your marketing never stops working — even when the clouds roll in.

TURNING OUTDOOR SPACE INTO A DESTINATION

Today’s most successful pubs don’t just have beer gardens — they brand them. Thoughtfully designed outdoor areas, combined with strong visual signage, create a clear identity and a sense of place. Customers don’t just stumble in — they choose you.

Clear, attractive signage helps customers instantly understand what you offer and feel confident stepping inside, especially during busy summer months when competition is at its peak.

MAKE THIS SPRING & SUMMER COUNT

If you’re investing in your outdoor space this season, don’t stop at furniture and flowers. Make sure people know it’s there.

�� Discover durable, eye-catching options here: https://www.hfe-signs.co.uk/pub-hotel-banners.php

Because when the sun is shining and the drinks are flowing, the pubs that stand out are the ones that get seen first.

This season, turn your beer garden into your most powerful marketing tool.

See the advert on page 3 for the latest offers.

Create The Perfect Summer Space With Durable Picnic Tables

A cold drink in a beer garden is the first thing many people imagine when looking forward to warmer days ahead. Here at Trent Furniture, we offer a wide range of durable contract-grade furniture designed to withstand anything the great British summer can throw at it. A cornerstone of the range is our bestselling Chunky Picnic Table.

Here’s just a few reasons why this bestselling table is a solid investment for your outdoor space:

• Versatility: No-one wants a small group taking up a large table, so the Chunky Picnic Table is available in sizes to seat 4, 6 or 8 in comfort.

• Superior quality: Chunky by name, chunky by nature, our picnic table is constructed from fully dip treated 4cm thickness spruce wood for dependable durability.

Extra Strength: Galvanised metal fixings and a strong double strut across the A-frame reinforces the table’s durability and suitability for commercial use.

• Sustainability: The timber used to construct the Chunky Picnic Table is sustainably sourced.

• Easy assembly: Your tables will arrive flat packed, with assembly taking two people around 10 minutes.

Comfort: You can choose to have an umbrella hole to provide shade. Also, rounded edges and corners offer a pleasant and comfortable experience.

• Value: Starting at £145.90, our Chunky Picnic Table offers the contract-grade quality you need at a budgetfriendly price point.

• Flexibility: Although the beer garden or outdoor seating area is the natural home of the Chunky Picnic Table, this comfortable and stylish table is increasingly popular in indoor settings such as large commercial venues as well as bars and restaurants with outdoor rooms and conservatories.

If you would like to find out more about the Chunky Picnic Table and the rest of our range of outdoor furniture, please call us on 01162 864911 or email sales@trentfurniture.co.uk

Design and Refit

Spring Into Action: Smart, Cost-Effective Ways to Refresh Your Pub for the Season Ahead

As the days lengthen and temperatures begin — however tentatively — to climb, British pub operators face one of their most significant commercial opportunities of the year. Spring and summer collectively represent the peak trading period for the licensed on trade, with footfall rising sharply as customers seek out venues that offer not just good drink and food, but a genuinely welcoming atmosphere. The question for many operators, particularly those managing tighter margins, is how to make their venues shine without embarking on a costly full-scale refurbishment. The good news is that a well-targeted, strategic approach to freshening up your pub can yield impressive results at a fraction of the price.

FIRST IMPRESSIONS: KERB APPEAL AND THE EXTERIOR

Your exterior is your silent salesperson. A customer walking past a pub with peeling paintwork, tired hanging baskets and faded signage will unconsciously form a negative association before they have even stepped inside. Conversely, a well-maintained, inviting frontage signals quality, pride of ownership and — critically — that people are welcome. Start with a fresh coat of paint on fascias, window frames and external woodwork. Choose your colour palette carefully: heritage tones such as deep greens, navy blues or warm burgundies are perennially popular and rarely date. Power-wash external walls, paving and any permanent signage — the difference can be remarkable for minimal cost. Ensure your pub

sign is clean, legible and well-lit; if it has been years since it was updated, this modest investment pays dividends in brand recognition.

Window boxes and hanging baskets, refreshed seasonally, add warmth and character that is almost impossible to replicate through expensive fixtures alone. Work with a local nursery or garden centre for costeffective planting schemes, and consider hardy perennials alongside seasonal colour to reduce ongoing maintenance.

INTERIOR REFRESH: HIGH IMPACT, CONTROLLED

COST

Interior refurbishment need not mean gutting and rebuilding. A targeted approach — focusing on the elements customers interact with most directly — delivers the greatest perceptible improvement per pound spent. Begin with the bar itself: polish or refinish the bar top if worn, replace tired bar stools, and ensure all optics, fonts and glassware are pristine. A clean, well-organised bar communicates professionalism before a single drink is poured.

Lighting is transformative and frequently overlooked. Switching from cold, fluorescent overhead lighting to warm LED alternatives — particularly in dining and lounge areas — fundamentally changes the atmosphere of a space. Dimmer switches add flexibility for different trading periods. Accent lighting on artwork, shelving or back-bar displays adds sophistication with minimal installation complexity.

Soft furnishings — cushions, bench pads, curtains — age faster than

Mayfair Furniture

Mayfair Furniture will be celebrating 12 years this year of providing the UK’s fastest and affordable commercial furniture. Supplying all kinds of establishments from high end hotel chains to small local takeaways. We keep in stock a huge variety of items ready for immediate dispatch, and can fulfil a wide range of bespoke orders. We deliver to all areas of the UK, Ireland & Europe.

hard fixtures and are relatively inexpensive to replace. A cohesive, freshly upholstered seating area in quality fabric communicates care and investment even in an otherwise traditional interior. For communal or games areas, ensure furniture is sturdy, well-maintained and appropriately scaled for the space.

SERVICE AND ATMOSPHERE: THE INVISIBLE REFURBISHMENT

No amount of fresh paint or new furniture will retain customers if the service experience falls short. Spring is an ideal time to revisit your team's training, particularly around seasonal menu knowledge, upselling and pace of service — all of which tend to be stretched as volumes increase through summer. Consider a pre-season briefing session that energises the team and ensures everyone is aligned on standards. Finally, ensure your toilets are exemplary. It sounds unglamorous, but toilet quality remains one of the most cited indicators of overall venue standards among customers. A freshly painted, well-stocked and fragranced WC sends a powerful signal about how a pub views its guests. It costs very little to get right — and an enormous amount to recover from if neglected.

The pubs that emerge from this season with genuine commercial momentum will be those that recognised the opportunity early, acted decisively — and understood that the finest refurbishment of all is the one a customer simply feels, without ever being able to name.

We are not just a supplier; we understand that from time to time hospitality and leisure establishments like to give themselves a fresh new look. That's why not only do we supply contract furniture, but when it's time for your establishment to go through a refurbishment we also offer a complete clearance service. We'll organise everything from a suitable time and date, professional clearance staff to remove contract furniture whether fitted or unfitted. Along with our sister company Caterfair who provides commercial catering equipment for your kitchens we are the ideal people to speak to when you are looking to refurbish.

01733 310115

sales@mayfairfurniture.co.uk

www.mayfairfurniture.co.uk

Get Ready for the World Cup with Flexible Pub Furniture Design and Refit

As the World Cup approaches, let’s hope success on the field leads to a big boost for the hospitality industry! With most of the group games for England and Scotland taking place late at night, it’s time to think about how to maximise your space to cater for all those nocturnal goal celebrations during the extended licensing hours!

The good news is that here at Trent Furniture, we’ve got a great range of traditional furniture that combines classic style with lightweight flexibility. When groups are getting together, bar stools are a must. High stools such as the Tall Brass Rail Stool are perfect for getting a bird’s eye view of the match, and with 15% off much of the range, now is the perfect time to invest. Low stools are the ultimate way to offer punters flexible seating, and again we have a great range, with a fantastic 20%

off the hard top and button top designs of our bestselling Small Wooden Stool and Small Shaker Stool.

Alternatively, our extensive range of easy-to-store stackable chairs is a perfect solution for busy periods. The York Crossback Stacking Chair is a popular option for pubs as it combines traditional wooden style with lightweight stackability. You can even add a seat pad for added comfort! Or why not go for a stackable chair that can be used both indoors and out, such as the Plaza Chair , constructed from rust-resistant aluminium and hardwearing goes-with-anything synthetic black rattan.

To find out more about our great range of lightweight, flexible furniture, available well before the first match kicks off, please email us at sales@trentfurniture.co.uk or give us a call on 0116 286 4911

Need to Increase Footfall? Our Custom Made Quality Furniture Could Help!

Have you recently taken over premises, just fancy a change or need to replace your tired old fixed seating and fixtures? At Drakes, we can help you realise your dreams with our bespoke furniture design service. Every week we build new tailor-made furniture up and down the UK, working with owners to come up with design concepts for fixed seating, booths and even bars and fixtures. We can take ideas from you, or your interior designer, or we can design something ourselves, all done efficiently, with professional quality and on time within budget.

Our service provides a unique opportunity to make your establishment stand out from others and add additional comfort for your customers.

We have been providing bars, pubs, restaurants, cafes, clubs, and hotels with high-quality furniture and fixtures for decades. We employ over 15 joiners, upholsterers, polishers and designers who are capable of installing fixed seating

MST Auctioneers Ltd

MST AUCTIONEERS Ltd specialise in handling & auctioning a wide variety of goods.

We act for Insolvency Practitioners, Receivers, Bailiffs and Solicitors as well as large PLCs.

and bespoke joinery, new bars and full refurbishments, or simply making stools for the front of the bar, or providing quality tables that last. Our dedicated team are either timeserved officially trained craftsmen or externally based professionals.

Got you interested? We are available for a chat on 01422 839 690. If you prefer, email us at sales@askdrake.com, and of course please visit our website www.askdrake.com

We are members of The National Association of Auctioneers and Valuers (NAVA). For the past 25 years, we've provided a unique disposal service tailored to suit, liquidators, banks, receivers as well as private and corporate vendors. We carry out probate valuations and conduct complete house and commercial clearances. We have the largest Auction venue in the South of England. Our regular monthly Auctions occupy 45,000 sq.ft. of undercover space, selling over 2500 lots from 3 rostrums over two days.

We also hold regular Auctions ”On Site” and "On Line" Visit www.mstauctioneers.co.uk for further information.

Design and Refit

Capricorn Contract Furnishings

Capricorn Contract Furnishings are now firmly established as one of the countrys largest stockist and supplier of quality contract furnishings to cafes, bars , restaurants , pubs, clubs and hotels.

Capricorn are based in a large showroom and distribution warehouse on the outskirts of Exeter in Devon. From within the distribution area we are able to offer a next day delivery service on thousands of products including tables , chairs , stools and lounge furniture.

Customers are encouraged to visit our large showroom to

view an extensive range of furniture ideally suited for the leisure market. Here you can relax and let Capricorn help and advise you with your requirements. Opening hours for the showroom are appointment only

We are able to offer a full polishing and upholstery service so many items can be custom made to the customers requirements .

For more information or a Capricorn Contract Furnishings catalogue and price list contact Brian Pengelly on 07767 387 962 or visit www.ccf-ltd.uk

The Perfect Night’s Sleep for Your Guests

At HotelContractBeds, we’ve been supplying the hospitality industry with premium contract beds and mattresses for over 40 years. Whether you're running a boutique B&B, a busy hotel chain, or student accommodation, we offer a bespoke service that ensures you get the perfect beds to suit your needs.

As specialist UK manufacturers, we take pride in delivering high-quality, durable, and comfortable beds that meet strict UK & EU fi re safety regulations (BS 7177:2008 – Crib 5), ensuring your guests sleep safely and soundly.

Why Choose HotelContractBeds?

✓ Premium Quality Beds & Mattresses – Zip & Link, Divan, Bed Bases & More…

✓ No Minimum Order Value – Whether you need one bed or a whole hotel’s worth

✓ FREE UK Delivery – Reliable weekly deliveries for your convenience

✓ Competitive Prices – Exceptional quality without the premium price tag

Our zip & link beds offer ultimate fl exibility, allowing rooms to convert from twin to double in minutes—perfect for hotels catering to varied guest needs. From luxury hotel mattresses to budget-friendly options, we cater to all types of commercial accommodation.

Join thousands of satisfi ed customers across the UK who trust HotelContractBeds for unmatched quality, comfort, and service.

Ready to upgrade your guest experience? Visit HotelContractBeds.co.uk today or call us (01234 834693) to discuss your requirements!

Please mention the Caterer, Licensee & Hotelier News when replying to advertising

Property and Professional

The UK Employment Rights Act and Hospitality: The Hidden Clause Set To Reshape Shift-Based Work

By Russell Howe, Group VP

The UK Employment Rights Act has dominated headlines, with much of the public debate focusing on zero hours contracts and changes to statutory sick pay. But tucked away in the legislation is a lesser-known clause with outsized consequences for frontline-heavy, shift work industries like hospitality, where fluctuating hours are commonplace.

Under the Act, businesses must now give workers “reasonable notice” when shifts are changed or cancelled. If they fail to do so, they will be required to compensate the affected employees. For hospitality operators already battling rising labour costs, tight margins, and ongoing recruitment challenges, providing frontline managers with real-time workforce visibility and more accurate labour planning has never been more critical.

HOW SHIFT WORK HAS TRADITIONALLY OPERATED

For many shift workers, particularly in hospitality, last minute changes have long been part of working life. Rotas are often adjusted at short notice and shifts cancelled close to start times, and workers have long been expected to take that uncertainty in stride.

This kind of flexibility has helped businesses respond to fluctuating demand. Over time, however, it has also meant that many employers have grown used to giving their people very little notice when schedules need to change.

WHAT THE NEW BILL BRINGS INTO FOCUS

We know shift workers are central to day-to-day operations and hospitality customer service as frontline brand ambassadors—and now the way their schedules are managed is under much closer scrutiny. Unfortunately, many UK organisations are not equipped to efficiently comply with the law or easily provide audit reports if their scheduling practices come into questions.

UKG and YouGov surveyed 2,000 workers in January – February this year, which showed how fragmented shift communication still is. One-third of shift workers receive updates via WhatsApp, text or email, while a further 26% still rely on physical noticeboards or verbal messages. This patchwork of channels makes it hard for staff to keep track of the latest rota, and even harder for employers to maintain consistency across teams and locations to match labour demand or give employees easy self-scheduling and shift swapping options. Additionally, with 64% of shift workers receiving updates through tools that provide no clear audit trail, many

hospitality businesses lack dependable records of when changes were issued or acknowledged. As legal expectations around notice increase, this absence of verifiable evidence leaves employers exposed to compliance risks and uncertainty when disputes arise.

THE EXPECTATION GAP

Legal requirements set the parameters, but employee expectations often reveal a more nuanced understanding of what is acceptable within the industry. While “reasonable notice” is currently undefined by the law, what is clear is the gap between employee expectations and current scheduling practices. In the same survey, 1 in 3 shift workers say they one week’s notice of changes is considered reasonable, with a further 27% preferring two weeks or more as employees push for more visible scheduling timelines.

With restaurants and hotels already facing annual staff turnover rates of 70 and 80% according to reports, and poor retention estimated to cost the hospitality sector £272 million each year, a lack of advance notice and giving employees the shifts they want also makes it harder to keep the staff they have. Against this backdrop, employers cannot afford to overlook employee preferences.

Clearer notice requirements will offer employers a chance to rethink how shifts are managed day to day. Hospitality brands that use transparent technology for shift needs and scheduling can see fluctuating demand in real-time and reallocate staff to areas that have a surge in demand, or even schedule their people to work across multiple locations. That starts with moving away from paper rotas, group chats and last-minute messages towards something that connects time, attendance, scheduling, absence, skills and certification, and employee preference data in real time.

When schedules, attendance and vacation data sit in one compliant digital platform, workers have a better sense of what their week looks like, and managers have clearer oversight when shift changes are required before they miss the “reasonable notice” cutoff. With only 23% of shift workers reporting that they are compensated for last-minute shift cancellations, this will be a major change for the employers of the other 77%.

THE ROLE OF TECHNOLOGY IN PLANNING AND COMPLIANCE

As workers’ rights reforms create new requirements around advance notice, hospitality operators will need to rethink how they organise and record shift changes. Systems built around text, email, verbal or sign-posted notice are difficult to defend when missing notice periods carry costs and legal consequences.

Technology, like an AI-led workforce operating platform, has a role to play in helping organisations comply with changing regulations and, more importantly, run operations more efficiently and provide a better employee experience. Workforce management tools make it easier for managers to plan further ahead, whether for busier periods or to align staffing with demand, or maintain clear records of rota updates. They also bring more consistency to day-to-day operations, replacing ad hoc processes with clearer workflows that give both managers and employees a better view of what’s coming.

Moving workforce data from manual, fragmented reconciliation to transparent real-time intelligence via technology-supported systems will help businesses meet today’s requirements – and stay prepared for whatever compliance changes come next.

Back To Basics: Why Discipline, Not Reinvention, Will Define Hotel Revenue Performance

By Jamie Blackmore, Lecturer at Glion Institute

Periods of market volatility often trigger calls for transformation in hotel commercial strategy. Yet in reality, the most effective response to unpredictable demand patterns is rarely reinvention. Instead, it is a disciplined return to the fundamentals of revenue management – executed with clarity, consistency and strategic intent.

At present, one of the most critical areas requiring renewed focus is segmentation clarity. Without a precise understanding of customer behaviour by segment and source market, including booking windows and price sensitivity, pricing decisions inevitably become reactive rather than strategic. When hotels lack this clarity, revenue strategies become driven by short-term signals rather than meaningful demand insight, which ultimately weakens rate positioning and long-term performance.

Equally important is a more dynamic approach to pace and booking window analysis. The traditional cadence of weekly pick-up reviews is no longer sufficient in an environment where forward visibility can change rapidly. Demand signals, short-term inflection points and shifts in booking behaviour now require continuous monitoring, particularly as geopolitical disruption and uneven recovery across global markets continue to influence travel patterns.

Inventory discipline also remains essential. Rate integrity should be protected through data-led conviction rather than optimism. Too often, hotels adopt long-lead pricing that exceeds realistic market positioning, only to discount aggressively closer to arrival in order to stimulate demand. This pattern not only erodes credibility with customers but also destabilises average daily rate (ADR) performance over time. Longlead pricing must therefore remain market-appropriate and aligned with the property’s positioning.

Technology, of course, plays a critical role in enabling these decisions.

Automation is now indispensable within modern revenue management practice. However, its value lies in informing strategy rather than replacing human judgement. Revenue management systems excel at identifying patterns and optimising within defined parameters, but they cannot interpret broader commercial intent. Strategic repositioning, brand evolution, competitive dynamics and the implications of geopolitical disruption remain fundamentally human decisions.

The role of leadership is therefore to establish clear strategic direction and allow automation to operate within those boundaries. Artificial intelligence adds value when it enhances real-time demand interpretation and accelerates decision-making, but indiscriminate adoption risks introducing unnecessary complexity. The most effective approach combines computational efficiency with commercial insight.

Distribution strategy represents another area where discipline is often lacking. Channel mix directly influences net ADR and margin, yet many hotels continue to manage distribution tactically rather than strategically. Channel presence should reflect the segments and source markets a hotel intends to attract. Simply increasing distribution exposure does not automatically improve profitability and may instead introduce additional acquisition cost and operational complexity.

Higher-cost intermediaries can play a valuable role during softer demand periods, supporting occupancy when needed. However, without careful management they can also displace lower-cost direct demand and compress margins. Promotional activity must therefore be evaluated on true incrementality rather than volume alone. One persistent weakness across the industry remains inconsistent long-lead pricing, where delayed market positioning followed by short-lead discounting conditions customers to wait before booking and ultimately weakens rate integrity.

At the same time, revenue management must increasingly operate as an integrated commercial function rather than a standalone discipline. As guest expectations evolve, collaboration between revenue management, marketing and operations becomes central to driving total revenue performance.

Marketing activity, for instance, should align with forecasted need peri-

ods and demand compression rather than follow rigid campaign calendars. When promotional activity is disconnected from demand signals, it risks undermining pricing strategy rather than supporting it.

Operational alignment is equally important. Decisions around arrival patterns, length-of-stay controls and upsell initiatives influence both profitability and the guest experience. Beyond rooms revenue, there is considerable untapped opportunity in coordinated food and beverage packaging, event space utilisation, ancillary pricing and structured prearrival upsell strategies. Hotels that align pricing, marketing and operational planning around total revenue optimisation consistently outperform those operating in functional silos.

Looking ahead over the next 12 to 24 months, the real differentiator between high-performing hotels and the rest will not necessarily be technology. Most properties now operate broadly similar commercial platforms, and in many cases technological complexity has increased without delivering proportional strategic benefit.

What will matter more is commercial clarity. High-performing hotels will demonstrate disciplined thinking, a deep understanding of their audiences and the confidence to make decisions grounded in core principles.

This includes adopting a longer-lead perspective on pricing strategy. Rather than reacting to short-term fluctuations, leading hotels will position rates earlier and make measured adjustments as demand evolves. Performance evaluation will also broaden beyond Revenue Per Available Room to include acquisition cost, contribution and margin by segment and channel. Greater value will be created by integrating insights from existing systems – including PMS, RMS, CRM and digital analytics –rather than continuously layering new tools onto already complex technology stacks.

Ultimately, the competitive advantage in uncertain markets will not come from chasing every new system or trend. It will come from composure, consistency and strategic conviction. In an environment defined by uncertainty, the hotels that return to the fundamentals – and execute them with discipline – will be the ones best positioned to outperform.

Property and Professional

Fair Business Discussions In Changing Times: What Tied Tenants Need On The Record

Running a tied pub can be an unpredictable business, and tenants must react to market developments and unexpected events, like tax and legal changes. Margins shift, forecasts change, and tenants must juggle multiple pressures. In this environment, fair conversations with the pub company’s Business Development Manager (BDM) will be more important than ever. But anyone in business knows how important it is to keep a paper trail of a promise or agreement made verbally.

RECORDS OF CONVERSATIONS MATTER

The regulated pub companies must ensure their BDM deals fairly with tied tenants, and the Pubs Code gives vital protections to those tenants when having key conversations. The BDM, or anyone representing the pub company, must make notes of discussions which relate to business planning, repairs or rent negotiations. These notes must then be sent to the tenant within 14 days to check. The tenant must be asked to respond within 7 days if they do not agree with any aspect of them.

This is not just admin. Tied tenants have the right to have all commitments, promises and action points recorded and provided to them while their memory is still fresh. These notes form part of the official record of the relationship between pub company and tenant, so that clear, reliable BDM notes can be a point of reference down the line. This makes BDM meetings, and the notes that follow them, an important formal protection for tenants. The PCA has created a new short video about this right, which is part of our new series of bite-sized video guides about key Code protections.

So, for example, if a BDM verbally promises marketing support, it must appear in the notes. If it doesn’t, that could be a breach of the Code. The Code Compliance Officer (CCO) is employed by the pub company to verify compliance with the Code and can be the first port of call for a tied tenant who is concerned they have not received appropriate meeting notes. The CCO must report breaches of the Code to the PCA, and to ensure maximum transparency the PCA publishes details of pub company breaches in its searchable database, so reported failures to provide BDM notes on time can be identified.

Most tied tenants say their BDM relationship works well. The PCA’s 2025 tied tenant survey found that 70% of tenants are satisfied with their BDM relationship, and 72% think their BDM provides accurate notes of discussions. Most BDM notes are issued promptly though automated systems. The PCA team regularly accompa-

Why Use a Specialist Hospitality Consultant? Answer: because we can help your business to succeed.

With over 30 years of industry experience in the Hospitality sector, The Bowden Group’s Managing Consultant David Hunter will work with you to address the following elements:

Profitability, Operational Strategy, Staff Management, Marketing and The Future of your business.

Our experts will analyse your entire operation and also its key operating figures if they are available. We then help you to identify strategies to manage costs and overheads associated with the core Profitability of running a Hospitality business.

The largest overhead, even higher than Cost of Sales, is the Labour cost, so, with detailed analysis of your wages and being able to understand ‘’the way

your business actually works’’ we can ensure that you are maximising the labour usage in your business.

Budgeting, Forecasting, Menu Management, Stock Controls, Purchasing, and controlling Variable Costs are just a few of the other areas that David Hunter, your Restaurant Consultant, will work on with you, and improve with you.

Managing people brings with it a whole set of new skills that are now needed more than ever. From ‘’Managing the Managers’’ through to Service and Kitchen staff, your team needs careful and skilful Management, Motivation, guidance and Development.

If your business is actually struggling, or if you just feel that it could be doing some things better, give David Hunter a quick call on 07831 407984 to arrange a ‘’Free of Charge’’ initial consultation (please quote CLH Offer), when David will discuss with you what could be achieved if you ask us to work with you.

Finding Your Perfect Hospitality Investment

For over three decades, Stonesmith has established itself as the South West's premier business transfer agent, specialising in the sale of licensed, hospitality, and catering businesses throughout Devon, Cornwall, Somerset, and Dorset. Whether you're an aspiring publican seeking your first freehold pub, an experienced hotelier looking to expand your portfolio, or an entrepreneur wanting to enter the thriving restaurant sector, Stonesmith's unrivalled local expertise makes them the natural choice for navigating the Westcountry's dynamic hospitality market.

nies BDMs on visits to tied pub tenants, to see how discussions work in practice, hearing on a recent visit about Marston’s work to improve its process to make it more user friendly and ensure that meeting notes are shared automatically with the tenant once the document is completed.

STAR BDM BREACHES

Proper note-keeping of BDM meetings is not optional—it is a legal requirement. The PCA exists to protect tied tenants' rights under the Code and can take action to ensure that pub companies comply. A failure to take and share notes of these key business discussions was the subject of a recent report on breaches by Star Pubs. The PCA issued a formal, written censure to Star on review of the evidence gathered after Star reported that, owing to systematic errors, some BDM meeting notes between 2019-24 had not been provided within 14 days or, in some cases, at all.

Star informed the PCA that it had taken remedial measures to prevent a repeat of the breach, including retraining BDMs through regional development programmes. Star has now transitioned to a new IT system for the completion of BDM notes for onboarded tenants. The PCA will be looking closely at this year’s tied tenant survey results to see the level of tied tenant satisfaction with the BDM relationship across all six of the regulated pub companies. Fieldwork for that survey kicked off in January and results will be published in early June.

NEGOTIATING TENANTS

The right to notes of discussions about rent negotiations, repairs and business planning also applies to applicants who are negotiating to take on a tied pub. This is important given that this is the time when matters like deals, discounts, rent and repairs may be thrashed out face-to-face or over the phone. Early accuracy prevents later disputes about what was said and can provide protection for tenants if things go wrong. The pub company must ensure that these discussions and agreements are recorded in writing and that the record is sent to the prospective tenant. This is one part of how the Pubs Code supports tied tenants to get off to the right start. The PCA is currently working with the regulated pub companies to understand their approaches to complying with this duty.

GETTING IT RIGHT EARLY MAKES IT EASIER

The Pubs Code requires that pub companies must provide appropriate training for BDMs about their duties under the Code. Good notes support better business planning for tenants and provide confidence, clarity and control, helping to create a transparent, professional relationship with the pub company.

This article is intended to aid understanding of the Pubs Code and its impact. Nothing in it should be understood to be a substitute for the pubs code legal framework.

For more information on the Pubs Code and Pubs Code Adjudicator, including comprehensive resources for tied tenants, visit www.pubscodeadjudicator.org.uk.

The team at Stonesmith understands that no two hospitality businesses are alike. From traditional country pubs and coastal hotels to contemporary restaurants and boutique guest houses, each property presents unique opportunities and challenges. Their approach centers on listening to clients' individual needs and crafting bespoke marketing strategies that align with specific objectives. This personalized service, combined with their deep knowledge of the regional market, ensures that both buyers and sellers receive guidance tailored precisely to their circumstances.

Choosing Stonesmith means partnering with specialists who genuinely understand the hospitality sector's nuances—from licensing requirements and valuation complexities to the seasonal dynamics that define Westcountry trade.

Thinking of selling or buying? Visit www.stonesmith.co.uk