audit bureau circulation Hotel OCTOBER 2014 £3.50 ... · The company, which manages a portfolio of 54 hotels throughout the UK and Africa, has agreed a partnership with New College

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Hotel BusinessOCTOBER 2014

03 NEWS10 BIG INTERVIEW14 REFURBISHMENT21 HOTEL CLINIC22 LAST WORDS

THIS MONTH

Access All AreasDisabled facilities

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Kitchen ManagementStay in control

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Clear AlternativeIn-house filtered water

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In-Room ComfortsA home from home

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Check out our websitewww.hotel-magazine.co.ukfor a choice of almost150 new roles!

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T he cost of rooms in central London’s hotel and serviced apartment sector has hit record highs, according to a new report, ‘Sleeping in London’, released by Wetherell. The average cost of renting a 1,038sqft, one-bedroom, five-

star hotel suite in Mayfair, the capital’s most expensive destination, is £2,050 per night – eight times more expensive than the equivalent cost (£248 per night) of staying in a private rented furnished apartment of a similar size. The cost of a five-star Mayfair hotel superior room at £497 per night is double the cost of private rented accommodation, while a serviced Mayfair apartment averages £325 per night.

Average occupancy rates in this luxury sector are a steady 78-80%, clearly indicating a strong demand across the market. On an international comparison, London’s five-star hotel occupancy rates are now among the highest in the world, outstripping Dubai (79%), Paris (78%), Munich (77%), Moscow (70%), Barcelona (69%) and Rome (69%).

A spate of luxury boutique hotels has opened recently in London to meet this growing demand, including the 175-bedroom Edition by Marriott and 90-bed Ham Yard.

Others in the pipeline include the 75-bedroom Beaumont Hotel in Mayfair (opening Autumn 2014), the refurbished Lanesborough (scheduled to re-open at the end 2014), Galliard Group’s 235-bedroom five-star hotel conversion of the former Scotland Yard headquarters at 3-5 Great Scotland Yard (scheduled to open in 2016), and Admiralty Arch, which is planned to become the 100-bedroom Armani London Hotel (opening in 2016).

The findings also revealed that the hotel suite and rented apartment markets are becoming increasingly similar, and branded residences that provide hotel suites, serviced apartments and private sale flats are set to grow and become a major sector of the London hospitality market.

Chief executive Peter Wetherell said: “Our new report shows the astonishing strength of the recovery in values in the luxury hotel, serviced apartment and private rented markets in PCL since the global

Cost of London Hotel RoomsHits Record High

Welcome to the October issue of Hotel Business

Well, that’s summer over for another year – I hope it was both enjoyable and profitable for you. A change in the season always brings a whole new set of challenges for hoteliers. And, of course, the arrival of autumn heralds the long run-up to Christmas.

With the weather turning cooler and the nights drawing in, it’s only natural that many hotel guests will be spending less time outside and seeking the comfort of their rooms. With that in mind, we’ve gathered some expert advice on providing the in-room entertainment and facilities required to create a real home-from-home (page 18).

We also present industry opinion on providing comfort and access for disabled guests (page 20), as well as professional guidance on kitchen management (page 16), with tips on health and safety, dealing with waste and more.

I hope you enjoy the issue.

Editor@hotel

_business

“Mayfair takes the crown as the most expensive place to sleep in London, and one of the most expensive in the world

alongside New York and Monaco”

New report reveals high prices and strong demand

recession of 2007 to 2009. Since 2009, hotel and rented apartment rates have risen by over 25% and the cost of renting a room and sleeping in London is now at a record high. In the hospitality sector, Mayfair takes the crown as the most expensive place to sleep in London, and one of the most expensive in the world alongside New York and Monaco.”

4 www.hotel-magazine.co.uk

news

The latest headlines from the industryNEWS

84% of businesses in the hospitality sector agree that playing music createsa better atmosphere for customers.* If you play music in your business,it is a legal requirement to obtainthe correct music licences.

In most instances, a licence is required from both PPL and PRS for Music.PPL and PRS for Music are two separate companies. PPL collects and distributes money for the use of recorded musicon behalf of record companies andperformers. PRS for Music collects

and distributes money for the use ofthe musical composition and lyrics on behalf of authors, songwriters, composers and publishers.

A PPL licence can cost your business as little as 19p per day. For more information on how to obtain yourPPL licence visit ppluk.com or call 020 7534 1070.

can work for your business visit musicworksforyou.com

*MusicWorks survey of 1000 people, conducted May 2012.

MAKE SUREYOU’RE LICENSED.

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Accor has announced the signing of five new hotels in the UK, spread across London and Edinburgh and due to open throughout the second half of 2014 and 2015.

The first of the London openings, Novotel Brentford, is to be operated under a lease agreement with Brentford Hotels Limited, a subsidiary of the Pedersen Group.

The 202-room hotel joins the midscale brand’s growing network of 31 Novotel hotels across the UK, and a global network of 395 hotels in more than 60 countries.

Accor has also announced a new-build Novotel at 40 Marsh Street, Canary Wharf, which is due to open during 2016.

The second London opening, Mercure London Heathrow, is opening in the spring under a franchise agreement with Crimson Hotels Limited. The 184-room hotel located close to the Heathrow International Airport is being thoroughly upgraded as part of a multi-million pound refurbishment programme.

Three of the upcoming openings are within the ibis brand, Accor’s economy network of 1,739 hotels in key European city destinations.

The 115-bedroom ibis Styles, Kensington, is due to open at the end of the year and will be operated under a franchise agreement with Chatteris Kensington Ltd, subsidiary of the Singapore-listed Heeton Group. The building is undergoing an extensive renovation programme to update the infrastructure and restore the elegance of its Victorian architectural features.

Two hotels will be opening in the popular tourist destination of Edinburgh during the summer: ibis budget, Edinburgh Park, with 161 bedrooms, and ibis Styles, St Andrew Square, with 103 bedrooms.

Redefi ne|BDL Hotels Supports Launch of National Hotel SchoolRedefine|BDL Hotels has signed a deal to support the launch of the country’s first national hotel school.

The company, which manages a portfolio of 54 hotels throughout the UK and Africa, has agreed a partnership with New College Telford in Shropshire to create a hospitality centre for excellence.

Based at the Whitehouse Hotel in Telford, the new hotel school will be operated and managed by New College Telford, while the hotel remains operating as normal under the management of Redefine|BDL Hotels.

The training hub, which welcomed its first intake of 20 students in September 2014, will focus on preparing students for a variety of roles within the hospitality industry. Working alongside the hotel’s experienced staff and management team, students will study on courses such as culinary skills, apprenticeships, and a Foundation degree in Events Management, which is offered in partnership with the University of Derby.

Stephen Bench, divisional director at Redefine|BDL Hotels, said: “We’re incredibly passionate about attracting new talent into the hospitality industry. The National Hotel School will offer a fantastic opportunity for young people to get their foot in the door and gain some of the best training available.”

As part of the training initiative, students will gain first-hand experience through work placements and internships at a selection of Redefine|BDL Hotels’ national network of hotels – which includes private

Five New Hotels Signed by AccorGroup Continues to Expand its UK Network

label, Hilton Worldwide, Best Western and IHG brands among others.

The group will also fund 10 apprenticeship places as part of the agreement, as well as hosting guest masterclasses at the National Hotel School, giving the students expert insight and advice on running a successful hospitality business.

Mr Bench added: “There is already a vast talent pool within the UK and the new National Hotel School will provide the perfect outlet to nurture it. We’re working closely with New College Telford to ensure the students are given extensive hands-on training as well as the relevant academic support.

“In addition to theory and understanding of key business areas, the training will equip the candidates with real-world skills and prepare them for an active work environment. On top of all this we’ll also guarantee each candidate an interview place for a relevant role within Redefine|BDL Hotels following successfully achieving their accredited qualification.”

Young people interested in finding out more about National Hotel School can contact 01952 641892 for full details.

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Craig Hill, resident manager at Dale Lodge and Tweedies, Grasmere, gives us an insight into his varied role

A DAY IN THE LIFE

8amThis is a quiet period for us as it’s pre-breakfast, so I take the time to do the required daily admin jobs, such as reconcile the previous day’s PDQs, print bills and invoices. It’s also the best time to have a catch-up with the team to discuss the previous day and prepare for anything we need to be aware of for the coming day of business.

8.30amAround this time our breakfast service begins, so I’ll check the breakfast buffet is set up correctly and welcome guests as they come down. I’ll give support throughout the service, taking any a la carte orders and check if the buffet needs to be replenished, but I will also juggle this with any early checkouts or customer enquiries that we have.

10.30amFollowing breakfast service, I move on to financial reporting, balancing tills and posting the previous day’s sales to our accounts. At this time of the day my role is more office-based and I’ll work on our in-depth accounts, which involves reconciling the sales and purchase ledger, checking and posting any online bookings and chasing customers for payments. I’ll also check in with our PR team to discuss our on-going promotional activity – a key element of our strategy in such

Industry Insight

Only by anticipating and responding to customer needs will we become a world-class industry, says Ufi Ibrahim, CEO of the British Hospitality AssociationAccording to estimates, some 20% of people in the UK believe they have a food allergy. In fact, the NHS suggests just 1-2% of adults in the UK have a food allergy, while 5-8% of all children are allergic to certain ingredients. However, experts predict the number of people in industrialised countries suffering food allergies is on the increase – a combination of environmental and diet-related factors.

In time for the Christmas party season 2014, every restaurant, hotel, pub, take-away, motorway service station, café owner and festival caterer, as well as schools, hospitals and prison meals services, will have to accurately track, record and communicate to the public 14 of the most common foods to cause allergic reactions. As food businesses gear up for new EU Allergen Regulations, The British Hospitality Association estimates the cost of implementation for businesses will be between £90-150m per year to implement new sourcing and management processes, adapt menus and websites and train staff.

To support businesses, the BHA has created a Guidance Toolkit, designed to help hotels, restaurants and caterers understand and implement the new regulations and minimise implementation costs for the business. The Toolkit will be supported by a series of regional workshops and its aim is to minimise the cost and impact of the regulations for food vendors and offer guidance and support to all BHA members.

The new regulations will make it easier for the public to understand what allergens are present in the food they are eating out of home, but they do keep the onus on members of the public to inform staff about food allergies before ordering.

The challenge will be greatest for restaurants that frequently change recipe or menu items; pop-up or event caterers; establishments with high staff turnover and smaller establishments who struggle without the resources to track, identify and record all allergens used from main dishes through to garnishes and drinks. In total, some eight billion out-of-home meals are served every year, so the enormity of the task is clear.

While supermarkets have had to tighten up their food sourcing and labelling in the wake of issues like the horsemeat scandal, these new regulations are about improving information for people eating food out of home. It will require establishments to track and record 14 of the most common allergenic foods including nuts, shellfish and eggs.

While some food vendors may label the new regulations excessive, this EU legislation is binding for all member states. It is designed to ensure food businesses can confidently inform their customers about food allergens so they are able to make informed choices about what to eat.

After all, if the UK is to achieve its vision to shape the future of hospitality and tourism as a driver for international competitiveness, economic growth and valuable careers, it must continually evolve and raise its standards. It is only by anticipating and responding to customer needs and raising the bar that we will become a world-class industry. Understanding and implementing these new regulations is definitely a step in the right direction.

a competitive area of the hospitality market.

2pm This time of day sees me change hats once again as we have appointments with brides and grooms who have booked us as their venue. Meetings could be for an initial show-round or to discuss the finer details of their special day. This is a growing area for us and we are keen to position our offering as something very unique. Mid-afternoon is also a busy time for check-ins, so between appointments I will support the reception team in ensuring that our visiting guests are checked in smoothly and efficiently.

4pm This is normally the close of play for me, but due to the varied, busy nature of the hotel business, I might find myself ducking in to support the team on a busy evening. This could be in any number of guises, from receptionist to waiter or even working behind the bar in our popular pub, Tweedies.

I really enjoy the variety and range of challenges that my role encompasses at Dale Lodge and Tweedies. Every day is different and it certainly helps that we’re surrounded by some of the UK’s most beautiful scenery!


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Paul Bray, general manager at the Westerwood Hotel and Golf Resort, discusses the sense of achievement and enjoyment he derives from his role

VIEW FROM THE TOP

How long have you been a general manager and what was your first job in hospitality?My first introduction to the hospitality industry was as banqueting staff when I was just 15. I was only allowed to clear plates and glasses, which was just as well as the fear of pouring jus over a guest while attempting silver service was pretty real for my 15-year-old self.

I first became a general manager in 2008 following my completion of the general manager development programme with a previous company. The first hotel I managed happened to be the largest hotel in Scotland and one of the company’s top profit-generating hotels, with 321 bedrooms. I joined QHotels in October 2013, as general manager of the Westerwood Hotel and Golf Resort.

What have your career highlights been?A definite personal highlight was being offered my first general management position within a year of completing the development programme.

athletes and be part of such a fantastic event for the city.

I have also met some great hotel guests over the years that have gone on to become good friends.

What challenges do you face as a general manager?As a GM you must take full accountability and responsibility for everything. Ultimately, the buck stops with you – whether that relates to guest satisfaction, developing the team or generating profit for the business.

Managing people can be a challenge, especially when you

company that shares my values in putting the customer at the heart of what we do and has a great reputation. The team I work with are some of the most talented people in the UK hospitality industry and I am very lucky to be offered the chance to lead them to further success.

What has been the most important lesson learnt as a general manager?My early management positions within hotels were in sales and marketing, which meant spending a lot of time out on the road on my own and my results were very dependent on myself and my abilities.

Since taking on more operational roles and leading teams I have really identified that it is having the right people with the right attitude that really makes the difference in our industry and on results. Customer service is so crucial to what we do, and we care about our customers’ experiences. This is reflected in the attitudes of our staff.

Financial results will be achieved by guiding a team with great attitudes. It is also vital to really look after your people, get to know them as individuals, treat people how you wish to be treated and ensure your team has the right work/life balance.

What are your future plans?I have every intention of progressing within QHotels over the coming years. Short term I am intent on driving the team at The Westerwood Hotel & Golf Resort to realise its full potential and develop a pool of talent that can see the hotel continue to go from strength to strength.

QHotels is a very progressive company with many exciting opportunities and an ambitious driving force leading it, so I believe my future is here. At some point in the future I would love to travel and test myself in a new market but certainly for the next three to five years, I’m perfectly happy where I am!

“I have met some great hotel guests over the years that have gone on to

become good friends”

Over the past 20 years I have been lucky enough to work with some amazing people and recently have been a part of some award-winning teams. It’s been a fantastic year for the Westerwood – we kicked off the year by being named the No.1 Hotel in the UK by VenueVerdict, then took home three gongs in the Scottish Hotel of the Year Awards, and we were honoured with the Customer Service Excellence award at the Lanarkshire Business Excellence Awards.

The Westerwood was part of the accommodation team for the Commonwealth Games in Glasgow. It was a true honour to meet some of the amazing

have a large team. At QHotels, we always strive to provide the best possible guest experience, which is a challenge but one we feel we’re more than able to deliver on.

The hours are long and a general manager’s job isn’t for the work-shy, but the feeling you get from a positive guest comment, when a member of your team progresses their career or when you lead the team to deliver a result for your company makes it worthwhile. This is what makes QHotels and the hospitality industry so special.

What is your favourite role?I genuinely love what I do right now. I’m part of a progressive

What else has got people talking this month?

Leisure Travellers Dissatisfi ed with Hotel CoffeeNew research has revealed that seven out of 10 hotel guests (75%) are dissatisfied with the quality of coffee in their hotel bedroom, rating it either poor or average. The survey of 1,000 UK consumers by UCC Coffee UK & Ireland also found that quality of coffee influences leisure travellers’ hotel choice, with 30% saying they would consider not returning to a hotel that served poor coffee.

BHM To Take the Reins at Three HotelsThe Hampton by Hilton – Corby/Kettering and the Park Inn by Radisson Doncaster Hotel are now under the management of Branded Hotel Management (BHM). The announcement of the latest additions to the group follows the appointment of BHM as operator of the Pullman Liverpool, forming part of the development of the new convention centre on the waterfront at Liverpool’s Echo Arena. The Pullman Liverpool will be operated by BHM under a franchisee agreement with Accor Hotels & Resorts and is scheduled to open in September next year.

Chinese Visitors Rate our IndependentsChinese visitors to the UK have rated their favourite places to stay with online booking site Booking.com, with the Holiday Inn Express Birmingham in Snow Hill attracting the biggest score. However, independents came out well, with The Old Town Chambers, off Edinburgh’s Royal Mile, rated second best, and Bath House in Somerset earning the third ranked spot. Visitors to the UK from China have doubled in the last five years, according to VisitBritain, and it is hoped that these numbers will treble in the next six years.

Bespoke Hotels Welcomes Hallmark GroupBespoke Hotels has announced the arrival of the Hallmark Hotels portfolio into its managed estate, following the purchase of the group by Topland. Comprising eight properties across the UK in locations such as Manchester, Bournemouth and Gloucester, the deal sees Bespoke Hotels expand to 120 hotels across the world, having previously added 12 Menzies Hotels in late 2013. The Hallmark Group comprises 730 rooms and 600 employees across the UK.

IN BRIEF


news

PROPERTY NEWS

DIARY DATESSeptember 17, 2014 Hotel Investment Conference Europe (Hot.E)Jumeirah Carlton Tower, London

September 24, 2014The Big Hospitality ConversationCity Hall, London

September 25, 2014 National Waiters Day Hyde Park, London

October 6, 2014The Restaurant ShowEarls Court Exhibition Centre, London

MAKING A MOVE

Brazilian FlavourLeeds-based Best Western Plus Milford Hotel has expanded its catering team at its new-look Watermill Restaurant with the appointment of Rafael Da Silva, 37, as chef de partie. Mr Da Silva, from Seacroft, Leeds, came to the UK in 1999 from his home in south-east Brazil after leaving the army.

Local LassHOAX Liverpool, Starboard Hotels’ flagship boutique hostel, has appointed Emma Wright as general manager. Originally from the Wirral, Ms Wright has over eight years’ experience in managerial roles within the hospitality industry and was most recently a general manager for Macdonald Hotels & Resorts, where she managed a team of 70.

The Connaught

The Berkeley

Claridge’s

Novotel Liverpool Centre Bought Out of AdministrationAlgonquin, along with a group of investors, has completed the acquisition of the four-star, 209-room Novotel Liverpool Centre hotel for around £13.5m. The hotel has been acquired from joint administrators David Oprey, Richard Toone and Adrian Hyde of Chantrey Vellacott DKF.

The hotel opened as a new build in November 2009. It comprises 209 rooms, an interconnecting bar and restaurant, leisure facilities including an interior pool and fitness room, and 310sqm of conference and banqueting facilities.

The hotel occupies a central location in Liverpool, minutes away from Lime Street Station, Kings Dock and Liverpool’s Arena and Convention Centre. Liverpool’s latest redevelopment, Grosvenor’s £1bn retail-led Liverpool One, is located in the immediate vicinity.

The hotel is leased to Accor, who will continue to operate it under the Novotel Brand. Stéphane Obadia, head of acquisitions and development for Algonquin, said: “We have been impressed by the quality of this asset and by the overall development of the city of Liverpool. This is our fourth hotel operated by Accor in the United Kingdom, and we are delighted to further strengthen this relationship.”

St Davids’ Old Cross Hotel Changes HandsHotels in Wales are offering great value to potential owners as an alternative to the higher prices on the other side of the Severn Bridge, according to hospitality sector specialist Peter Brunt from Colliers International, who has just sold the Old Cross Hotel in Wales’s smallest city of St Davids.

The profitable three-star hotel – situated opposite the famous cross in the tourist hotspot – was sold to experienced regional operators at the asking price of £750,000 freehold. The Old Cross last changed hands in 2002.

Mr Brunt said: “Prospective buyers are beginning to appreciate the value available in Wales. There has been a noticeable increase in viewing activity for hotels

across the country, including the Elan Valley Hotel in Mid Wales, the Penrallt hotel and self-catering complex near Aberporth – on the market at £1.5m – and the 18-bedroom Brynafon Hotel at Rhayader, which also includes lovely owner’s accommodation in the asking price of just £395,000.”

He added: “There is no doubt that in the depth of recession the hotel market in Wales was in poor shape because buyers were cautious. Today, the market is far from the doldrums, with a breeze picking up that heralds a sustained rise in prices as operators find their revenues and profits recover with the economy.”

Splendid Acquisition of Cedar Court Grand Hotel & SpaThe five-star Cedar Court Grand Hotel & Spa in York has been sold to Splendid Hospitality Group for an undisclosed sum. Jon Patrick, director of Christie and Co, who coordinated the sale, commented: “It was a very competitive bidding process with international interest.”

Splendid, which controls a portfolio of 13 hotels with nearly 1,300 bedrooms across the UK, also owns the Express by Holiday Inn near Monks Cross and is currently developing a boutique hotel in Walmgate, York, which will operate under Intercontinental Hotel Group’s Indigo brand.

The Grade II listed Cedar Court Grand Hotel & Spa was built in 1906 as the headquarters for North Eastern Railways. It was redeveloped, following a £30m investment, as a luxury hotel by Cedar Court Group in 2010. The hotel comprises 107 guest rooms, including 13 suites, as well as restaurants, bars and conference and banqueting facilities.

Kevin Henry, group managing director of Cedar Court Hotels, said: “The sale of our York hotel represents a good result for Cedar Court Hotels and is part of our wider group strategy to concentrate resource and investment into our core estate of four-star hotels.”

Shiraz Boghani, chairman of Splendid Hospitality Group, said: “The York hospitality market is an exceptionally robust one.”

A n exterior clean not only improves the all-important ‘great first impression’ for your customers but adds immediate value to your hotel room rate, increasing profit potential

overnight.This summer, London’s leading hotel group,

Maybourne, commissioned exterior cleaning and restoration experts, Thomann-Hanry, to restore and rejuvenate the exterior of their three iconic London hotels - Claridge’s, the Connaught and the Berkeley. When? In the summer, during peak trade. How?

At the centre of London’s Mayfair, Claridge’s has benefited from a scaffold-free ‘façade gommage’ to its stonework. With the unique scaffold-free exterior cleaning service Thomann-Hanry offers, Claridge’s was able to ensure ‘business as usual’ while the operation took place, with no security risk or disruption to its customers at all.

Marble shop surrounds were also cleaned, stone restored, joints repaired all in peak season. The final look was impressive – clean, in good repair and of standards

expected of an institution that embodies such grand English five star style.

Round the corner at the Connaught, Thomann-Hanry was also busy rejuvenating the façades at this second iconic Maybourne hotel. In addition to a scaffold-free façade gommage clean, the Connaught benefited from added protection with Aqua Fend – an invisible, all-in-one protection against water, oil, dirt, pollution and graffiti, ideal for façade protection in city locations. Aqua Fend is a sound investment and can play an essential part in the preservation of a façade reducing ongoing maintenance costs and protecting the structure. It has a life expectancy of 15 years.

In leafy Knightsbridge this summer, Thomann-Hanry has also completed a facelift to the Berkeley Hotel which boasts contemporary chic, two Michelin star cuisine and a roof top pool, all a stone’s throw from Hyde Park. Standards are high. A façade gommage clean was undertaken to the majority of the hotel’s façades – and again without the use of scaffold meaning the busy summer tourist season was not affected at all during

the works. A huge benefit to busy hotels not wanting to disrupt trade due to maintenance. All work was completed to budget and on time.

Mark Styles, Managing Director at Thomann-Hanry comments “To be commissioned to carry out work on not one, but all three of the Maybourne Hotel Groups’ iconic London hotels is a testament to the quality of the work that we offer at Thomann-Hanry. Whether restoring, cleaning or protecting we offer a full, professional service for the maintenance and cleaning of buildings. As we don’t need scaffold to carry out the work, businesses can carry on as normal without any disturbance to trade or profit – a unique benefit only Thomann-Hanry can offer, and something the Maybourne Hotel Group has cleverly capitalised on during the busy summer tourist trade.”

For more information on how Thomann-Hanry can help improve the exterior of your hotel today, without business disruption, then please call 0203 188 7820 or email [email protected]

Scaffold-free exterior clean with Thomann-Hanry


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Quick fi re questions Last hotel you stayed at?Sofitel New York (USA)

Your favourite food?I secretly love dark chocolate – it is a genuine weakness.

The one item of technology you can’t live without?My iPhone, to always be connected.

What is the most important life lesson you’ve learnt?Do not be afraid to launch new ideas on the market and fight for it if you really believe in your idea.

“I am a tough negotiator, strive for challenge, and I am not afraid of debate and taking painful decisions if need be”

Interview

The

BIGMartine Balouka-Valette, CEO of Aparthotels Adagio, discusses the challenges of satisfying a mixed and multinational clientele, the rise of the aparthotel concept and why she never wants to leave the hotel industry

Can you tell us about your background and how you came to your current roleI began my career at 27 as sales and marketing director for the Meridien Paris. I was responsible for a hotel ideally located in Paris with over 1,000 bedrooms. It was my first real undertaking in the hospitality sector and immediately I felt it was the right industry for me: each and every staff member – whether back-office or front-office – was entirely dedicated to fulfilment of all guest needs and 100% focused on customer satisfaction.

At the age of 32, I was promoted to vice president of marketing and sales for Europe. After eight years in this position, I knew my job inside out and began looking for another challenge, one where I could prove my intrinsic value and my ability to run a business. So I set up my own consultancy, which was a huge success and grew even faster than I expected. I eventually sold my company to KPMG, where I became partner in charge of tourism.

The backing of this global name helped me meet even larger clients, including my next boss to-be – Gérard Brémond, president of the Pierre & Vacances – Center Parcs Group. I managed an organisation audit

and reorganisation plan for him. I had been working with him for a year before he offered me the role of chief executive officer for the tourism activity. For me this was a big leap, as I would be managing over 5,000 people and a £1bn-plus turnover! Also, this was at the beginning of the 2000s: there were very few women in that kind of position, heading major corporations. I accepted enthusiastically, nevertheless, and restructured the brand portfolio, the revenue management and pricing policy, the product, etc.

After seven years managing one of France’s major players in the tourism industry, I was ready for a new challenge and in 2007 I became CEO of Aparthotels Adagio, the joint venture between Accor and Pierre & Vacances. Aparthotels Adagio was undergoing a huge transformation and needed to be organised for international expansion. Both groups share a common target: to become the worldwide leader on the extended stay segment – a target we continue to strive towards daily. We are currently the European market leader and have expanded successfully into other territories in the last two years.

What do you fi nd most challenging about your job? The hotel industry is international, with a mixed and multinational clientele. You need to understand their needs and be completely dedicated to ensuring their satisfaction is met while they are staying in your hotel. Working with so many people, you learn how to adapt your product and to target their needs and demands effectively. It ensures you think above and beyond the norm and go beyond the standard. Also, a hotel lives 24/7. It never stops and there is always an exciting new task to be carried out. You are never bored when you work in the hospitality industry! I do not want to leave the hotel industry – I am happy where I am!

What is the best part of your job?To ensure the Adagio concept is promoted and everyone is working with me towards our shared goals. I am a tough negotiator, strive for challenge, and I am not afraid of debate and taking painful decisions if need be.

At the top, you can feel alone because even if you listen carefully to your executive committee and to your employees, the final call is yours alone and directly affects the livelihood of 1,200 people. Therefore, you need to be sure you are taking the right decision, and at the right moment for the company. To do this you need to be pragmatic, optimistic and not afraid of a challenge. You also need to have the best working relationship with shareholders and – even more importantly – gain their trust.

How do you explain the rise of aparthotels over the past few years?Greater availability and increased consumer demand are driving the serviced apartment growth in the UK, and Adagio will play a major part of this continued growth in years to come. There is mounting awareness of the value of the long-stay market. Corporate demand grows year on year and the leisure market continues to gather momentum across the globe. It is an exciting time for the business and the sector as we look to the years to come and the continued investment and development of Adagio in key international cities in the UK and worldwide. Today we have 100 aparthotels in 10 countries around the world: UK, France, Germany, Belgium, UAE, Brazil, Italy, Austria, Switzerland and Russia. Our growth plans are exciting and we are on target to have 150 aparthotels worldwide by 2016.

Adagio’s innovative aparthotel concept has been successfully rolled out across Europe and is now developing across the UK, following the UK launch of Adagio in Liverpool last year and the planned openings in Birmingham, Edinburgh and London.

How do aparthotels differentiate from a more typical hotel offering?Aparthotels Adagio represents a travel concept for “city breakers” that is smart, economical and immersed in the heart of the city. It is aimed primarily at long-stay visitors and provides hotel services and fully furnished studios and one- and two-bedroom apartments, complete with kitchens and bathrooms, to provide high-quality self-catering accommodation.

Today’s new generation of tourist is looking to stay in a convivial and comfortable space that offers hotel services. Our guests are looking for flexibility and autonomy during their stay. Aparthotels Adagio offers it through our modular furniture and our attractive tiered pricing from the fourth night onwards, so the longer you stay the less you pay. With an aparthotel guests can enjoy all the benefits of the hotel service but at a more cost-effective

long-stay rate and with all the flexibility of their own apartment in the city.

In general, how do you think the hotel industry is performing at the moment?The extended stay market, to which Adagio belongs, is confirming an exponential growth across EMEA, and our development in Latin America in recent years has given us an exciting new market.

We are seeing a growth both in the experience and offer to customers as the Aparthotel and serviced apartment sector develops, and in occupancy and rates which have been extremely strong and consistent.

What are Aparthotels Adagio’s plans for the future?Concerning the UK market, the first Adagio opened in Liverpool last year, a second Adagio will open in Birmingham in 2015, and we just signed in Edinburgh and two projects in London.

Our brand, which comprises more than 100 aparthotels in 10 countries, is now developing its network in a number of high-potential markets, such as Latin America, the Middle East, Russia and soon Africa. Our ambition is to become the market leader in each of these territories.

This network has been rapidly expanding since 2007, the year of its creation, and aims to double its size by 2016, with 150 aparthotels in 15 countries – a dynamic development process, with 30 projects already signed and under construction.

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food and drink

Paul Proctor, managing director of EcoPure Waters, explains the economic, environmental and ethical benefi ts of in-house fi ltered water for hoteliers

Alternative

Product Round-upSome of the latest off erings in the world of food and drink

“The advantage of an in-house fi ltration system

is that it eliminates the need to buy in and store

expensive, environmentally unfriendly bottled water”

Because EcoPure offers bottles with tamper-evident screw caps it provides a number of benefits. Operators can offer guests a product with a much higher perceived retail sales value, which is ideal for revenue-generating areas such as the restaurant and bar where the water can be sold. The tamper-evident caps are also perfect for use in the bedroom, where guests favour the security of a fresh, sealed product.

Because this guest amenity is usually offered free, operators will benefit from the lower costs that the filtration system achieves compared with bought-in bottled water.

H oteliers have, for a number of years, recognised the importance of reducing the expense and environmental impact of bottled water to help reduce their carbon footprint, shrink costs and improve sustainability.

More and more organisations are turning to in-house water filtration systems that allow you to create your own chilled still and sparkling drinking water to serve in reusable, own-branded glass bottles. These systems can provide an ideal solution for hotels, restaurants, contract caterers, hospitality venues and corporate environments.

The advantage of an in-house filtration system is that it eliminates the need to buy in and store expensive, environmentally unfriendly bottled water. A limitless supply of chilled still and sparkling drinking water can be created on demand, so the waste associated with over-ordering or out-of-date stock is completely avoided. Also, the system avoids the energy consumption associated with manufacturing, transporting and recycling plastic water bottles, as well as handling, storing, refrigerating and disposing of the bought-in bottles – so your carbon footprint is greatly reduced.

What are the other environmental and ethical benefi ts?Your own-branded bottles can be reused, after warewashing, over and over again. These multi-use glass bottles have a number of environmental benefits over bought-in water supplied in single-use bottles: they eliminate the need to manufacture a new bottle each time; they have a lower carbon footprint over their lifetime; they remove the need for waste and recycling; they have zero landfill potential; and they reduce food miles.

In-house bottled water systems can also provide ethical benefits which improve an organisation’s CSR aspirations. EcoPure is now supporting the charity Just a Drop, which provides clean water and sanitation projects in poor communities around the world. For every system we sell in the UK, we make a financial contribution that could provide 50 children with clean, safe water for up to ten years. Our clients are also offered the opportunity to make a similar long-term commitment to the charity through a ‘donation per bottle’ scheme – either way helps.

What are the fi nancial benefi ts of in-house bottled water?The overall cost of in-house filtered water is substantially lower than buying in bottles of water. A still and sparkling water filtration system can be designed and fully installed, with free bottles, dishwasher trays and carry-crates, for less than £4.50 a day (including regular servicing and full parts replacement cover). With bought-in bottled water typically costing around 40p per litre, if you’re using more than around 12 litres per day, you’ll be saving money from the outset.

And, it’s not just the purchase price of the bottles themselves – it’s also the financial savings of not having to order, handle, store, refrigerate and dispose of the bottles of bought-in water. These cost reductions are helping many operators to improve profitability.

Selling your own-brand, filtered water is definitely a realistic option for certain areas of a hotel, allowing the possibility to more than replace profits previously enjoyed through selling bought-in bottled water.

Danone DanioDesigned for snacking when on-the-go, Danio is a nutritious, thick yoghurt available in nine, low-fat and 0% fat, fruit-layered varieties including blueberry, strawberry, mango and cherry.Contact: 0208 799 1191, www.danio.co.uk

From Tap to TableVivreau managing director Stephen Charles explains the Vi Tap Plus water bottling System

The Vivreau table water bottling system means that hotel staff can serve either still or sparkling, perfectly pure bottled water directly from the mains supply, bottled in designer glass bottles that can be branded to complement the aesthetics of their establishment. While having a variety of brands on offer can suggest a wide range of products for guests to choose from, sticking to one type of bottled water as a complimentary offering – branded to the hotel’s specifications – will be held in high regard, and high-quality drinking water will only serve to increase customer satisfaction.

For hoteliers looking to implement a water system that encompasses more than just bottled water, the Vivreau Vi Tap Plus is ideal. Offering the same advantages of the original Vi Tap – the ability to dispense purified boiling, chilled still or sparkling water from one uniquely designed font – it has the added benefit of font extension to accommodate designer glass bottles.

The Vi Tap Plus is a multifunctional water filtration system that makes serving high-quality water a simple task to undertake, no matter where it is served in your hotel. Utilising the very latest advances in touch control technology, the Vi Tap Plus beverage system merges sleek aesthetics with a user interface that has been developed for the upmost hygiene. With a sleep mode, anti-leak detection and intelligent safety feature, the Vi Tap Plus serves to increase the efficiency in any setting.Visit: www.vivreau.com

A Clear

Essential Cuisine GlacesEssential Cuisine has added three new flavours to its collection of Glaces, with the entire range of 10 receiving a packaging makeover. The new flavours are duck, pork and wild mushroom.Contact: 01606 541490, [email protected], www.essentialcuisine.com

JarritosJarritos sodas are made from 100% natural sugar in the heart of Mexico, giving them an authentic feel, and are both low in sodium and cholesterol. They are also made with real fruit.Contact: 01707 321321, www.funnybones.co.uk

Tails cocktail rangeThe entire Tails range has been reformulated in collaboration with Bols of Amsterdam, working with their master distiller and head mixologist. The cocktails are made with new, even higher quality ingredients, including Bols liqueurs.Contact: 01932 252100, email [email protected], www.hi-spirits.com

How does a fi ltration system work?An EcoPure Waters’ in-house system filters and chills mains water on demand. There are independently graded filters with UV technology that provide water purity that is guaranteed. The water, still or sparkling, is served in glass bottles that are reused, after warewashing, over and over again. For daily use or special occasions, bottles can either be pre-filled or filled, as required, on demand. Thanks to the practical font, which can be conveniently located either back- or front-of-house, staff can fill bottles quickly and easily. The important point is that you’ll never run out of fresh, chilled bottles of water.

A key advantage of an in-house filtration system is that water can be served in your own-brand bottles, ensuring a consistent message throughout your offering. This is surely the best brand an operation could offer – your own mark of quality and excellence. Elegant, champagne-strength glass bottles provide an outstanding branding opportunity when printed with your logo or sustainability message – the high-quality printing process guarantees a striking and permanent statement.

Contact EcoPure Waters on 01844 290 088 or visit www.ecopurewaters.com


product innovations

Stay ahead of the most current developments with our round-up of this month’s top productsLatest Innovations

DANONE LAUNCHES SUPER SNACK DANIODanone is bringing its super thick, super tasty, high protein yogurt Danio to the out-of-home market.

Helping caterers profit from the 70% of adults who snack when on-the-go, Danio is a nutritious* ‘spoonbendingly’ thick yogurt available in nine, low fat and 0% fat, fruit layered varieties including Blueberry, Strawberry, Mango and Cherry.

For more information on Danio please call 0208 799 1191 or visit www.danio.co.uk

RATIONAL RELEASES ENERGY STAR FIGURES FOR THE SELFCOOKINGCENTERSelfCookingCenter energy saving figures back up coveted accreditation

Rational, the leading combi oven manufacturer has been awarded the coveted Energy Star label.

For information and brochures, or to arrange to come to a free SelfCookingCenter® 5 Senses ‘Rational CookingLive’ seminar, contact your dealer, freephone Rational UK on 0800 389 2944 or see www.rational-UK.com

SUNCREAM DAIRIES OPENS NEW £900,000 FACTORY DEVELOPMENTWholesale ice cream manufacturer Suncream Dairies has officially opened its new £900,000 factory extension.

“The expansion project represented a major investment for us but ultimately the new facilities and equipment will mean a faster and more efficient service for our customers while also allowing for future expansion of the business,” commented Suncream managing director Rebecca Manfredi. “We’re delighted that everything was completed on time and to budget, and we’re confident that we’re now better equipped than ever to meet the increasing demand for our award-winning products.”

KIDS STUFF MAKESKIDS MEALS INTERESTINGA new approach to the vexed question of how best caterers can meet the needs of young customers has been unveiled by Snowbird foods. The innovative supplier of fully cooked and frozen sausages and meatballs has developed an exciting new range of products specifically for children – and, because sizes can easily be varied, they are suitable for young customers of all ages.

Sample packs are available for caterers from Snowbird foods. Contact Roy Anderson on 020 8805 9222.

SMARTFIL® ‘TINY FIBRES’ CREATE A REVOLUTION IN HOTEL BEDDINGThe Fine Bedding Company Hotels Division, a brand from multi award winning British owned manufacturer Trendsetter Ltd, is set to create a revolution in hotel bedding with a new and exclusive range of Smartfil® luxury duvets and pillows which offer guests a great night’s sleep whilst significantly reducing laundry costs.

For further information please visit www.finebeddinghotels.co.uk or contact Kevin Swart, 07780 443 224

BUFFALO TRACE ANTIQUE COLLECTION 2014 HEADED FOR THE UK The UK’s limited allocation of the Buffalo Trace Antique Collection 2014 is on the high seas, with the eagerly-awaited five-strong collection of bourbon and rye whiskies available to the UK market from mid-October.

For more information on The Buffalo Trace Antique Collection 2014 and to secure orders of the limited quantities available, please contact Hi-Spirits on 01932 252 100,


refurbishment

How the Best Western Plus Pinewood on Wilmslow has built on its success, with the ‘One Eighty’ restaurant and lounge at the heart of a £1.5m refurbishment

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T he four-star Best Western Plus Pinewood on Wilmslow is set in its own private gardens, located close to the bustling town of Wilmslow in south Manchester. Four miles from Manchester Airport and 10 miles from Manchester city centre, the hotel is

close to the motorway network and offers 70 en-suite bedrooms, three function rooms and is licensed for civil weddings.

Since its purchase in 2011 by Pinewood on Wilmslow LLP, a partnership of the four directors from the award-winning Best Western Plus Castle Green Hotel in Kendal, business has gone from strength to strength – meaning time was right for a substantial investment to take the hotel to the next level.

A £1.5m refurbishment programme was completed at the hotel in June, which involved the addition of 12 en-suite bedrooms, a new 85-seat ground-floor restaurant overlooking the gardens, increased lounge space on the ground floor, a new state-of-the-art kitchen and the redecoration of the Cheshire and Tatton conference and banqueting rooms. As a result of these major changes, 17 new jobs have been created at the hotel.

John Scott, general manager at the Best Western Plus Pinewood on Wilmslow, explains the reasons for the changes and the thinking behind the project:

“It wasn’t the fact that the hotel needed refurbishing – it was more about increasing the facilities within the property to meet business demands. We purchased the establishment over three years ago from Menzies Hotels and the year-on-year sales growth has been very encouraging.

“We spent the last three years developing the hotel’s reputation as a provider of high levels of hospitality and service, with a consistently good quality food product and accommodation that is comfortable, well maintained and competitively priced. As a result, our corporate and leisure business grew by 23% and so the addition of new guestrooms became a must for us to capitalise on this success.”

Best Western PlusPinewood on Wilmslow Wilmslow Road, Handforth, Wilmslow, Cheshire SK9 3LFName of interior consultant – Elizabeth Holcroft, Allison Pike Partnership

Cost of refurbishment – £1.5m

Date of project completion – June 2014

How long did the project take from start to finish? Six months

Angle


refurbishment

“It wasn’t the fact that the hotel needed refurbishing – it was more about increasing

the facilities within the property to meet business

demands”

Open invitation“Originally, the main restaurant was located on first floor, offering little visual impact for the guests’ arrival at the hotel. But now, when guests arrive, they are met with a large, inviting, open-plan space, including the new lounge and restaurant.

“Our new restaurant, One Eighty, has been created on the ground floor overlooking our beautiful landscaped gardens. Lounge One Eighty extends the theme, with a purpose-built outside dining terrace in the gardens – proving very popular with guests during the summer months.”

Modern touch“The look and feel of Restaurant and Lounge One Eighty is very much a modern, trendy, contemporary, open-plan look, with muted, earthy tones – and a 180-degree view of the hotel gardens. We researched various different types of standalone restaurants in the local area and further afield in order to determine the look and feel we wanted to achieve.

“Our aim with Restaurant and Lounge One Eighty was to move away from a typical hotel restaurant and create a standalone restaurant for the local community to enjoy as much as our residential guests.”

Popular demand“We have also created 12 new en-suite bedrooms, increasing our stock from 58 to 70 bedrooms. With demand for bedrooms in the local area also increasing, and in anticipation of the new Manchester Airport expansion planned for January

VOGUEUK

Vogue (UK) Limited, Strawberry Lane, WillenhallWest Midlands, WV13 3RS, United Kingdom

Email - [email protected]

www.vogueuk.co.ukT+44 (0) 1902 387000 | F+44 (0) 1902 387001

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Main Contractor: J Wilkinson GroupSoft furnishings: Geometric FurnishingsFurniture: Geometric FurnishingsBathrooms: Wilkinson and Anthony GricesKitchen: CHR Catering SuppliesNew technology: Dawsons ElectricalLighting: Dawsons Electrical and Northern LightsFlooring: Aspire FlooringsWallpaper: J Wilkinson Group

Key Suppliers

■ New ground-floor restaurant and lounge area – ‘One Eighty’■ 12 additional en-suite bedrooms, two with balconies■ Refurbishment of the hotel’s largest function room, the

ground-floor Tatton Suite, including new external entrance■ Fully landscaped gardens and purpose-built outside dining

terrace area■ New state-of-the-art kitchen■ New fire alarm system and new disabled alarm system for four

new UA bedrooms

Key Areas

2015, it made perfect sense to add further bedrooms as part of the overall hotel development.

“We feel the 12 new bedrooms, which include family, executive king and balcony rooms overlooking the gardens, have greatly enhanced and improved our bedroom offering.”

Extended project“Restaurant and Lounge One Eighty is a new-build development, which has been added onto the existing building and extends into the gardens. The additional 12 bedrooms have been created within the retaining walls of the old house – however, structural work was carried out to strengthen this part of the building before the bedrooms could be created.”

Clear view“Sourcing the large glass panels for the restaurant and bar proved challenging, as we wanted to create a 180-degree panorama of the gardens (hence the name), and resulted in a two-week delay with the window areas having to be boarded up. It was well worth the wait though, as the views are stunning and provide just the effect we wanted!”

Wide appeal“Aesthetically, the hotel looks and feels far more appealing to all guests. Having a purpose-built restaurant and lounge area certainly improves the overall guest journey and enhances the outlook of the property. The hotel has become a lot more functional, both for the guests and the staff, mainly due to having all of the food and beverage facilities on ground floor, alongside a new state-of-the-art kitchen. This all helps improve the service to the guests and makes for a more pleasant and productive working environment for my team members.”

Building on success“The hotel has been successful over the years. However, business is now better than ever. Our occupancy is very encouraging, with the hotel often fully booked Monday to Friday, and the weekend business increasing due to the leisure market and social banqueting business.

“The average room rate has moved significantly in the right direction and our corporate market is growing at a very good pace. One Eighty is proving to be a success, not only with our residential guests, but also with our non-resident guests from the local community, which is very encouraging.

“Overall, the guest feedback has been fantastic. My existing clients are thrilled with the work that has been carried out and are very impressed. New clients are delighted with how the hotel looks and feels, which is also very encouraging.”

Two top-of-the-range, built-in gas fires from Faber are taking centre stage at The Belfry, one of the UK’s leading hotel, golf and leisure resorts.

Faber’s Relaxed Premium L frameless fire was supplied and installed through Allwood Fireplaces in the Presidential Suite as part of a multi-million-pound refurbishment at the five-star venue near Birmingham, which is known as the spiritual home of the Ryder Cup.

Relaxed Premium L incorporates Faber’s patented Step Burner, which is divided into three sections to allow the full width of the burner to be lit or just the centre section, each in high and low flame settings.

The fire and flue were installed by Allwood Fireplaces, leaving The Belfry’s contractors to build a frame and finish around it in the suite’s living area.

A Faber Aspect ST-XL was also installed in the hotel reception area as part of the £26m refurbishment project, which was completed this year and saw every bedroom and meeting room, sofa and cushion upgraded.

Allan Gent from Allwood Fireplaces said: “We suggested Faber for the Presidential Suite because we knew it could deliver a genuinely premium product that would be fitting for the top suite in such as prestigious hotel.

“The look and feel of the Relaxed Premium range, the flame picture and the overall quality of the product means it is one of the best fires you can buy on the market, not to mention the impressive service and aftercare package. We had no hesitation recommending it when we met with the architect, contractor and project team at the hotel and it’s a fantastic installation.”Contact Faber on 0844 879 3587 or visit www.faberfireplaces.co.uk.

Faber Fires Burn Bright At The Belfry Hotel


Kitchen management

One of the biggest challenges for hoteliers is keeping the kitchen running smoothly. We talk to the experts for advice on organisation, hygiene, health and safety and dealing with waste

Avoiding Chaos in the Kitchen

F rom organising staff to managing waste, running a hotel kitchen effectively and efficiently is no mean feat – but it’s nonetheless essential. It’s often said the kitchen is the heart of the home – and it’s equally true for a hotel. A chaotic kitchen will cause problems throughout the establishment, result in unhappy staff

and guests, and perhaps even lead to disaster. So here we present expert advice on some of the key areas to address.

Team Eff ortAndy Lowe, head of food and beverage at Thistle Hotels, says one of the fundamental principles of eff ective hotel kitchen management is having the right people in place

Too Much Waste?David Adams, managing director at 707, discusses the issues and challenges surrounding waste management in hotel kitchens

“The most important thing is having a management

structure that works”

“Waste elimination at source needs to

be a hotelier’s main priority”

What are the foundations of an effi cient, hygienic and productive hotel kitchen?In the first instance the most important thing is having a management structure that works – where everyone knows their roles and responsibility in terms of managing the kitchen. At Thistle Hotels we have VCGM (Value Centre General Managers) who ultimately support and manage their teams to ensure this happens. Our business also has clearly defined processes and procedures around ordering and storage of food, stock rotation, cleaning, food and health and safety which are designed to support our food and beverage managers and executive chefs in achieving great back-of-house standards.

What are the biggest challenges in hotel kitchen management?The biggest challenge I believe is recruiting the right people for the various roles. We endeavour to create a team of enthusiastic and well-supported managers who can develop and grow their careers at Thistle Hotels.

What steps are necessary to put in place in case of emergencies or disaster?At Thistle Hotels we have a crisis team of senior managers and directors who, if required, can call further specialists in to support. Our head of food and health and safety leads the team and it comes together regularly to rehearse different scenarios.

How often is it necessary to upgrade kitchen equipment?Essentially, the rate at which kitchen equipment is upgraded is derived from the quality and type of equipment bought in the first place, along with the on-going development of food trends and types of dishes and menus produced.

At Thistle Hotels we are continually investing and keeping ahead of trends. In the past couple of years we have

Kitchen waste is a key concern for the hotel sector. Food waste represents a cost to the hotel industry of £318m each year.

One of the main challenges in a busy hotel kitchen is finding the time to separate food waste from other waste. Also, there’s often minimal space inside and out for adequate waste bins and separation facilities. However, advice and space saving solutions are available from good suppliers.

Environmental FactorsWill the food waste end up in a hole in the ground (landfill) or will it be used to make energy in a biomass facility? There is a real opportunity for those in the hotel industry to implement an effective environmental strategy with separate food waste collections. We at 707 work to deliver effective solutions for large hotel groups across the UK and, if done right, waste recycling does not have to cost the earth.

The other benefit to consider is the positive PR of doing the right thing and telling your guests. A hotel chain could, for example, illustrate that an effective waste policy could produce the energy to run one hotel in the group for a year – powerful stuff.

How to Reduce CostHoteliers need to start from the bottom – it makes good business sense to create minimal food waste in the first place – and waste elimination at source needs to be a hotelier’s main priority.

It can be argued that two-thirds of the food that is thrown away by the hospitality industry could have been eaten if it had been better portioned, managed, stored and prepared. Hotels don’t have to make drastic changes to their business to reduce food waste and ultimately reduce costs. Small but key changes are the way to do this – for example, controlling portion sizes, reviewing stock management and food delivery processes for food items with a short shelf life and training staff so they are aware of the hotel’s recycling policy.

Where food waste is unavoidable, a separate recycling collection enables the waste to be captured and sent for anaerobic digestion, where energy can be removed. With UK hospitality businesses paying around £1.02bn a year to buy all the food that is wasted, anaerobic digestion could potentially save businesses £6.6m a year. This is typically a cheaper option than landfill – where a large proportion of this food waste currently goes – with it being around £11 cheaper per tonne to dispose of.

Kitchen Waste ManagementSeparate, clearly labelled bins are the most effective choice for food waste in the kitchen. They will allow staff to easily distinguish which bin is for what type of product, avoiding confusion and contaminated waste. It is a simple but effective measure.

It is about balancing policy and motivation to do the right thing. Some simple ideas to launch a scheme and make sure it becomes a habit could include:■ Starting an environmental employee of the month/week scheme – the most environmentally friendly employee that recycles and reuses gets a day off.■ Considering waste implications at the menu planning stage – what type of waste will be produced and how will it be segregated?■ Reviewing menus – consider options for smaller portions to create less food waste, allowing diners to be able to pick and choose what they want on their plate (e.g. being able to make substitutes), offer re-useable bottles and buy reusable condiment bottles.

If every hotelier took these small steps to improve their business and their costs, we could certainly improve the amount of food and other recyclable materials diverted from landfill in the UK.

purchased some Sous Vide equipment, allowing us to prepare some dishes in a water bath at a controlled temperature for a long, slow cooking time. We are also now using the latest Merry Chef ovens. These are pre-programmed with our dish recipes and cook food combining microwave and convection cooking, delivering great quality food in a quick time.

What other technologies and innovations do you use to help with kitchen management?We are currently upgrading a piece of software that we use at Thistle Hotels so that when we develop recipes and dishes, we will be able to record the allergen declarations, which will be required by law in December this year. We are also upgrading software that will allow us to link together our sales forecasting, rota construction and actual sales through the tills. Having this information to hand will allow us to make decisions based on true commercial reality.




Kitchen management

Allergy AlertJames England, director at Fourth – software provider to the hospitality industry – off ers advice on the EU allergen regulations coming into force in December 2014

Extraction Systems: Keep Clean, Stay SafeJohn Ellis of Manadon Hygiene emphasises the importance of regular deep cleaning of kitchen extraction systems

“Work must start now to ensure businesses are prepared for the inevitable changes”

“It’s important to use companies that can provide

the correct level of certifi cation”

due diligence with suppliers, staff training, creating in-venue signs, changing kitchen and till systems, and menu reprints among other factors.

It is clear that technology in a wider sense has a keen role to play. Low-cost software is available, such as StarChef, that will do the heavy lifting in calculating nutritional values and the presence of allergens in dishes and dish components. Such systems can be owned centrally by a multi-site company but be made available to each restaurant via PC, tablet or smartphone.

For more information on the legislation, visit http://www.food.gov.uk/news-updates/news/2014/6140/sme-allergen-guidance

In-restaurant technology has a massive role to play in helping chefs and dining rooms deal with the biggest commercial kitchen challenge of 2014 – new EU-wide laws that put the ball firmly in a venue’s court when it comes to ensuring customers know what potential allergens are in their food.

Like most pieces of legislation this is well intentioned but nevertheless causes a major headache for the sector, as it makes it mandatory for restaurant, hotel, pub and bar operators to provide customers with key allergen and nutritional information about the content of their food dishes, with the 14 allergens affected including cereals, eggs, milk, nuts, fish and celery.

The legislation comes into force on 13th December 2014, so work must start now to ensure businesses are prepared for the inevitable changes. It has obvious implications on the freedom of head chefs to create limited-period ‘specials’ dishes or a fresh menu that changes daily, or regularly, with boards potentially required to carry precise information regarding dish contents. There is also a clear expectation that all staff will be able to answer questions regarding allergen and nutrition enquiries, or be able to provide customers with more information.

The associated costs are potentially substantial, given that the legislation will require operators to invest money, time and resources into (for example)

removed quickly so CO2 foam can pumped into the system and the fire extinguished. If there are no access doors fitted, this is a clear indication the system has never been cleaned – and insurance companies would not pay out on any potential claims if this were the case.

Fire Safety OrderUnder the Fire Safety Order 2005, fire brigade officers are required to undertake periodical audits, and all certification appertaining to the building must be in order. If your extraction system is in continual use, you should have it deep cleaned

and certified by a specialist contractor every six months. Failure to comply with the regulations can result in the establishment being issued with a non-conformity order and stopped from trading. Non-compliance can also result in a large fine and even imprisonment.

It is important to keep all certificates and health and safety documents in a safe place where they cannot be destroyed by any potential fire – including detailed records of canopy filter cleaning.

It’s important to use companies that can provide the correct level of certification. My certification was put together in conjunction with Cornwall Fire Brigade and I have worked with them to conduct extraction system fire

safety talks on their training days.

Without regular deep cleaning, kitchen extraction systems become a major fire hazard in hotels and restaurants. The most common cause of fires within a kitchen extraction system is the initial build-up of grease within the canopy filters and the canopy area. Once the system is ignited it will then spread quite rapidly, aided by the airflow from the extraction system even if the fan is shut down.

Once the system is on fire there is very little that can be done to prevent serious damage. Smoke and poisonous gases can quickly fill the property, resulting in extreme danger for staff and guests.

Ductwork AccessFirefighting personnel have encountered considerable problems where they have been unable to gain easy access to ductwork at intermediate levels between the input and output ends of the system. This has led to extensive cutting and/or dismantling operations to fight fire within ductwork systems. To avoid this, access doors need to be fitted every three metres throughout the system – which is stipulated by the British standard document BS5588 Part 9 1999. These panels do not require specialist tools to remove them so in the event of a fire they can be

You probably haven’t thought much about it. You’ve just got music on for your staff or customers. But did you know you legally need permission from the music’s copyright owners if you play music, TV or radio aloud at work? But don’t worry, to get that permission you simply need a licence from PRS for Music* (and in most cases, one from PPL** too). PRS for Music is a membership organisation that acts on behalf of songwriters and composers to ensure they’re paid for the use of their work. So if you have music playing, ask PRS for Music how you become licensed to listen today.

*PRS for Music licences cover the vast majority of music originating from the UK and all over the world. However, if you play music that is outside of PRS for Music’s control, you may need an additional licence from the relevant copyright owner(s). You will require a TV licence as well if you are using a TV in your premises. You do not need a licence from PRS for Music in the unlikely event that all the music you play is out of copyright or is not controlled by PRS for Music. **PPL collects and distributes royalties on behalf of record companies and performers. Further info at ppluk.com. All music licences are required under the Copyright, Designs and Patents Act 1988 which stipulates you must gain the permission of the copyright owner if you play music in public (anywhere outside the home environment).

Contact PRS for Music on 0800 694 7359or at prsformusic.com/musicatwork

Legally, you need to be licensed to play music at work.


In-room comforts

From entertainment to temperature control to internet access, the in-room comforts you off er are essential in providing a satisfying stay for your guests. We ask the experts on the key areas to consider

Creating a home from home

“Advertising can be included on the landing page to promote

services available”

E nsuring guests enjoy their stay and feel fully at ease means providing all the comforts of home – sometimes with a few extras thrown in. To create the right environment, you need to offer easy access to entertainment and

information, whether via the TV system or the internet. Temperature control is also a key consideration – and that requires keeping up with the latest regulations. With all that in mind, here is some expert advice on meeting your guests’ in-room requirements.

Today’s travellers are looking for a home-from-home experience when they stay in a hotel, so free Wi-Fi is up there with in-room beverage facilities for making that all-important cup of tea.

Guests are increasingly using their tablets and smartphones to plan activities, co-ordinate meetings and stay connected with their families. Some are even ordering room service online. Therefore, it is no surprise they are demanding fast and free Wi-Fi, which has turned from an amenity into a utility.

But you don’t have to see free Wi-Fi as a huge cost burden. Offering free Wi-Fi can actually generate revenue while enhancing interaction with guests and visitors. For example, using a captive portal makes it possible to capture information from users accessing the wireless network to provide the hotel with a better understanding of who is using its facilities and what they are using it for. This data can be used for marketing purposes across the wireless network to push special offers to guests while they are on site – such as discounted spa treatments or happy hour in the bar. These offers can be sent via email or SMS.

Advertising can be included on the landing page to promote services available at the hotel or as a platform

Don’t See Wi-Fi as an Unaff ordable Cost – Monetise itDidier Plateau, CEO at Ucopia, on making the most of the opportunities off ered by your Wi-Fi service

for local businesses to promote their services, via paid advertising.

In addition, data gleaned from the authentication process for users to access the Wi-Fi network can be pulled into CRM databases and used for customer data analytics. This will help to deliver profiled advertising campaigns to encourage guests to return to the hotel in the future.

Consider so-called ‘Social WiFi’. Enable guests to log on using their social media platforms instead of complex passwords created by the IT department, making the whole Wi-Fi signing-on process familiar and friendly. Hotels can interact with their customers via social media and provide offers and promotions that can be forwarded to their friends’ networks, boosting customer satisfaction and business at the same time. But remember, only offer information customers want – your aim is to build loyalty and trust

to hopefully nurture a long-term relationship, not spam them.

Some hotels are introducing a two-tier system – a complimentary service for the average user and a higher bandwidth for the data hungry, such as for video streaming, and many guests are happy to pay an upgrade fee for a stable and reliable service.


In-room comforts

In recent times, hotel guest expectations of in-room entertainment have changed a lot, driven in part by significant improvements in home entertainment systems. Large HD screens at home, the growing prevalence of pay TV channels in multiple rooms and an increasing amount of viewing from a planner have all meant that consumers in this country are accustomed to a high standard of entertainment.

Improving the guest experience across all areas of a hotel is key to improving overall guest satisfaction. And in a world where customer satisfaction is a critical success factor – 74% of hoteliers count this amongst their top three KPIs – this offers a real opportunity for hoteliers to think about how they give their customers something they want and value. The happier a guest is with their stay, and the more it feels like a home-from-home experience for them, the more likely they are to spend additional time at the hotel – whether in the bar, restaurant, or using services like the spa or in-room dining.

Giving your Guests a Quality Wi-Fi Experience

Richard Watson, managing director of Rapier Systems, on meeting guests’ Wi-Fi requirements

With the HCFC phase-out deadline fast approaching, hotels up and down the UK will be required to plan ahead to ensure their in-room temperature controls comply with the new R22 legislation. Any UK hotel with air conditioning or cooling systems will soon be subject to the strict regulations.

From January 1st 2015, all HCFC refrigerants will be prohibited in line with new EC regulations, with R22 the most commonly used refrigerant affected by this. The change means it will no longer be possible to top up air conditioning systems with R22, whether new or recycled.

The phase-out is all part of the government’s on-going commitment towards promoting low-carbon regimes, and any industry with a critical requirement for temperature control or air conditioning will need to ensure their systems comply, or otherwise risk them becoming unusable – costing them significant time and money. If an air conditioning unit was installed pre-2004,

Case Study – Z Hotels, LondonZ Hotels’ offering is designed with the “urbanite stay” in mind: short stay, city-centre accommodation offering high quality at an affordable price.

Entertainment at Z Hotels:■ Stylish interior, flat-screen TVs, and free Wi-Fi as standard■ In-room entertainment delivered via a Sky TV box in every room■ Delivering channels such as Sky Sports, Sky Atlantic and Sky Movies to every guest as standard, adding to the affordable luxury experience.

Director Jamie Goldstein says: “Sky’s In-Room service has a key part to play in our hotel offering. Sky is not only great for guests but also helps generate positive word of mouth and gives us an additional point of differentiation.”

Keeping Your Guests EntertainedAlison Dolan, deputy managing director at Sky Business, discusses the latest research on guests’ expectations for in-room entertainment

When it comes to in-room entertainment, a recent independent study* revealed that 65% of guests think that a full range of satellite/cable channels, such as Sky, should be offered in hotel rooms. This increased to around 75% among business travellers and young adults, who expect this kind of in-room entertainment system, rather than basic TV services or Freeview. Yet, of all those asked, just 17% found that premium content was available during their most recent overnight stay.

And – more and more – consumers are actually considering the availability of this full range of satellite/cable channels as a key factor in their decision-making process. For guests staying in four-star or five-star hotels, having premium content such as Sky TV in room was more important than the hotel restaurant, the size of the room and ease of booking. Similarly, for young people (18- to 34-year-olds) – the generation forming the future of the hotel industry – premium in-room entertainment becomes a more important factor when booking a hotel room than breakfast, a gym, location and a restaurant.

This research demonstrates a real opportunity for hoteliers looking to differentiate their entertainment offer, whether in rooms or in the bar or lobby area, to meet the growing expectations of their guests.

Sky’s range of tailored products can help hoteliers get back to a level that better matches the residential viewing experience. The great thing about Sky’s in-room offer is that it provides a wide-range of great content – from movies, to sports, to entertainment – all free to the guest and in the same programme format they are used to watching at home.

* Source: TNS 2014. Combined survey consisted of phone interviews spanning 1000 consumers and 100 hotel owners from across Great Britain.

“The more it feels like a home-from-home

experience for guests, the more likely they

are to spend additional time at the hotel”

“Replacement can lead to greater system effi ciencies, lower maintenance requirements and

reduced operating costs”

Room Temperature Control – Don’t Get Caught Out by the HCFC Phase-outGareth Chappells, operations manager at heating and cooling specialist Pickerings, examines what the R22 legislation means for air conditioning and temperature control in the hotel industry

How do you ensure guests receive the optimal Wi-Fi facility in their room? The quality of your internet connections can be crucial to the overall customer experience of your hotel. A recent TripAdvisor report revealed that 86% of people searching for hotels checked whether or not free Wi-Fi was available – and this was rated above free car parking and a free breakfast!

First, you should decide which areas of your hotel need coverage. A survey should then be carried out. Guests will become frustrated if they can get a signal in the corridors but not in their room. Ensure guests can also roam around the building without the need to reconnect each time they move out of range of a particular Access Point (AP).

Today, there is a plethora of mobile devices available, so the system should be tested to ensure that all platforms and devices are catered for – including Apple iPhone, Android phones, Apple iPad, and Android tablets, as well as standard laptops. The reason for this is each device has a different antenna, meaning its ability to connect or pick up the Wi-Fi signal will be different. It is virtually impossible to account for every single device on the market but the main ones mentioned should cover some 90% of the types used by your quests and visitors.

then chances are it will need replacing, or at least heavily modifying.

Considered as the biggest change to have ever affected the air conditioning industry, the replacement of R22 refrigerants will inevitably pose a challenge for many hotel businesses across the UK.

There are a number of options available, and we would recommend one of the following steps:

Conversion of the existing air conditioning system can enable it to operate using a legal and often more efficient refrigerant. This can be achieved in one of two ways: by replacement of only the indoor and outdoor units while retaining the existing pipework and cables within the building fabric, or by modifying the system and some of its components with the inclusion of ‘drop-in refrigerants’.

If conversion is not a suitable solution then a full replacement installation would be recommended. Despite the higher installation costs, replacement can lead to greater system efficiencies, lower maintenance requirements and reduced operating costs. It’s common for modern air conditioning units to operate up to 50% more efficiently than older units, meaning payback can be as quick as two to three years.

The regulation also stipulates for all operators of HCFC refrigeration systems to take “all precautionary measures practicable” to prevent and minimise refrigerant leakage, stating that all fixed air conditioning equipment, with a refrigerant charge greater than 3kg, will require at least an annual check for leakage to be undertaken by qualified personnel.

Given that air conditioning plants containing R22 often play a key role in the day-to-day operation of many businesses across the UK, we would recommend that forward planning is essential, to avoid any unnecessary downtime.

While the R22 phase out might not come at a great time for many businesses, it can also be viewed as an opportunity for companies to upgrade their air conditioning. In doing this they can benefit from significant cost savings, a more flexible and sophisticated air con system, as well as being safe in the knowledge they are operating in a greener capacity.

For more advice, contact Pickerings Lifts Heating & Cooling Services via www.pickeringslifts.co.uk.




disabled access

Why hoteliers cannot underestimate the importance of providing disabled guests with the attention, consideration and facilities they need to enjoy a comfortable and satisfying stay

Access all areas

A s every good hotelier knows, it’s essential to offer suitable accommodation for all guests. Not only is it a legal requirement under the Equality Act, but it also makes

good business sense to ensure your establishment is as appealing and welcoming as possible to disabled guests.

Philip King, director of property at QHotels, observes: “For commercial operations of any kind, accessibility means people with disabilities can become customers. In hotels specifically designed for disabled access, it has a positive impact on business as it allows families to travel together. If our guests recognise QHotels as a good place for customers with disabilities to do business, the word will spread and we should hopefully see an uplift in sales as a result.”

Jared Lothian, manager of the Three Crowns in Chagford, believes a key aspect of offering a high standard of service for disabled guests is the attitude of the hotelier. He says: “One of the most important things is making disabled guests feel welcome and as well looked-after as able-bodied guests, and not like they are causing an inconvenience by needing special access.

“You really have to consider every aspect of your guest’s stay, from arriving and having appropriate parking and easy access to all areas of the hotel,

to making sure fittings in the bedrooms have been adjusted for wheelchair users and bathrooms have all the right equipment.”

According to Mr King, responding correctly to disabled guests at check-in is essential. He explains: “This will enable us to obtain a clear understanding of the guest’s needs, as well as ensuring that the room allocation is appropriate and they are aware of how to obtain further assistance if required.

“Also,” he adds, “when a guest checks in who may have a disability, it is crucial we find out what their needs are in case of emergency. This enables us to ensure the duty manager and staff are aware of the necessary information if any problems arise, and allows us to inform emergency services when they arrive if needed.”

As part of their induction, all QHotels reception team members are issued with a form that outlines measures in place to cater for disabled guests, such as suitable car parking spaces, check-in procedures, portable hearing loops, Deafgards, Evac-chairs and the type of advice available from the front-of-house team.

“In addition to this,” says Mr King, “our guests can find a copy of the QHotels Access Statement of each of the 21 hotel sites. This statement outlines what facilities are in place in each hotel for any guests who may have a disability.”

Of course, there are significant structural considerations in making a hotel suitable for disabled guests. When the Three Crowns underwent a £2m refurbishment in 2012, accessibility was high on the list of priorities.

Mr Lothian explains: “We created step-free access throughout all of the public facilities in the hotel, including the bar, restaurant and courtyard dining areas, and converted two of the ground-floor rooms for wheelchair use. Our two disabled-friendly bedrooms have wider doorways for wheelchair access, extra space around the beds, lowered sinks, mirrors and electric points and full wet rooms.

Case Study – St Moritz Hotel

The St Moritz in Trebetherick, incorporating the Cowshed Spa, opened in 2008. Director Hugh Ridgway says: “Access for disabled guests was a key element at the design stage of the new build.” Accessible facilities include the following:

Reception:Sliding doors to entranceLow-level reception deskInduction loop and 2 x personal loopsLarge button phone plus inductive coupler (BT)Colour contrastsAccessible toilets Lounge/dining room/bar:Induction loopsHigh-back chair provisionNavigation for people using assistance dogs (removal of obstacles – staff training)Dining tables accessibleGuest serviceAlternative format menusColour contrasts

Both rooms have direct access to the car park, where there are two designated disabled parking bays. All of the public areas of the hotel are wheelchair-accessible and there are disabled WC facilities in the main building.”

He adds: “We have had very positive feedback from guests and I think the recent refurbishment and having these rooms all on one access level will set us apart from other hotels and appeal to disabled guests.”

As Mr King points out, a broad approach to disability is necessary in ensuring all guests are sufficiently accommodated. He says: “Disabilities can be visible or invisible, physical or otherwise. Therefore, catering suitably for all areas can be difficult, as we want to avoid any of our disabled guests feeling like they have not been provided for properly.”

With that in mind, Mr King takes note of feedback from guests regarding disabled facilities. He explains: “From time to time our customers have recommended improvements – such as flush floor showers in place of shallow trays. These suggestions are taken on board and implemented wherever possible or incorporated into planned refurbishments.”

In Mr Lothian’s experience, guests appreciate hotels showing a real commitment to accessibility rather than simply paying lip-service to it. He says: “We’ve had some excellent feedback from our disabled guests about how good the facilities are. We’ve been told that many other hotels promote themselves as disabled-friendly but in fact don’t have the right shower facilities or enough space in the rooms.”

Swimming pool:Accessible changing room with direct access to poolHoist for pool accessAccessible toilet Accessible rooms:Induction loop as per RNIDThera-posture 5ft bedFire alarm vibrating pillow pad and strobe (RNID)Wood floor as per Harrison Design standard specFlat-bed rocker light switchesEmergency ceiling drop cord (alert cover/reception) En-suite:Wet room, wet wheelchairThermostatic shower valve with lever arm (Chiltern Invadex)Foldaway shower seat (Chiltern Invadex)Chiltern Invadex Body Drier Mk2Wall-mounted basin with clear access underQuarter-turn taps with lever armLow-level shaving mirror; swing arm with integral lightAccessible toilet

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HotelClinicEach month we look to diagnose some of your most common business queries

Email [email protected] or tweet us @hotel_business

Got a question for our panel?

Meet the expertsJulian YewEmployment partnerHotels & Leisure GroupPenningtons Manches LLP

Paul MildensteinCEO Liberis

Aditya Sanghi Co-founder and CEOHotelogix.com

Techno Effi ciency

Q I’m looking for ways to improve efficiency and free up the time of my staff. What technology is available to help me do this?

Mr Sanghi says: If you are still using Excel and Word for invoices and reports, it is time to assess the impact of manual and obsolete processes on time efficiency and cost and start thinking about automating hotel processes to save on both.

The most basic of hotel processes is making a reservation. A guest makes a booking. You have a manual process of sending out a confirmation and welcome email. This leaves room for manual error in the information sent, delays in sending mails and more. Compare this with an automated process, where this all happens automatically.

Another scenario would be of a guest making a temporary booking and needing to pay the deposit by a due date. In a non-automated process this would require regular monitoring of accounts for payment, sending out reminder mails, checking the accounts department for payment and sending confirmation or cancellation emails. This again leaves room for manual error, delays in sending reminders and, worst case, booking cancellation because the reminder was sent late, leading to an unhappy customer and maybe bad online reviews. Again, an automated process can solve these problems.

There are countless processes that have scope for better efficiency through automation, like check-in and checkout, invoicing, distribution, OTA management and more.

Independent and disconnected IT software for different tasks can be cost-consuming in terms of time spent in consolidating information and taking into account the cost of errors and delays. Automation can convert inefficient, independent and disconnected processes into integrated, automated and simplified workflows. Automation increases efficiency by streamlining tasks and improving overall quality and reliability. It also ensures a seamless and efficient end-to-end stay experience for the customer. If you are looking to the future and do not want to be left behind, automation is the way to go.

Holiday Pay

QWe have F&B staff in our hotel who receive overtime pay and sales staff who receive commission. There are rumours that many businesses could be faced with a huge bill for

miscalculating holiday pay for their staff because of some recent European law. Is this true?

Mr Yew says: Under UK law, workers are entitled to 5.6 weeks’ annual leave and must be paid their normal salary when taking such leave. Where their salary fluctuates due, for example, to contractual overtime pay, commission or bonus, a week’s pay is normally calculated by working out an average of their last 12 weeks’ pay before the holiday starts.

In the recent case of Lock v British Gas Trading Ltd, the European Court held that remuneration linked intrinsically to the performance of tasks must be included in holiday pay calculations. Therefore, if an employee earns commission, the calculation of the holiday pay must include the commission already earned by the worker before the holiday period as well as commission that might be earned by the worker during the holiday period itself. This is to ensure that workers are not deterred from exercising the right to annual leave due to financial disincentive.

The case has been sent back to the UK tribunal to decide how these calculations should be made by employers in practice. There are also other cases currently before the UK tribunals to decide whether non-contractual overtime is affected by the European Court ruling. At present, it looks

Refurbishment Funding

Q I need to refurbish during the winter season, but can’t afford to pay back a loan at that time. Are there any funding options that could help me make the

necessary improvements?

Mr Mildenstein says: This is a common problem for seasonal businesses, but there is a growing range of alternative funding products which offer more flexible funding than traditional lenders, providing hoteliers with increasing choice and opportunity.

Revenue-based funding is an alternative funding product that works well for hoteliers because payback is only as and when the business earns. It’s an unsecured cash advance of between £2,500 and £300,000, which is repaid based on a set percentage of your business’s future credit/debit card receipts until the full payback amount is reached, so it’s completely linked to your cash flow. In slow months, you’ll pay back less and in busy months you’ll pay back more. It’s quite common for our hotel customers to get an advance in the low season for a refurbishment and for most of the payback to take place during the high season.

Providers typically advance up to one month’s card sales, so if you take £30k in card transactions, your maximum would be £30k. Businesses need to do £2,500 a month in card transactions to apply. Because it’s unsecured funding, no collateral or personal guarantees are required so your assets are safe and the application process is simple and quick and doesn’t require a business plan. Funding is usually within seven days, or the same day if required.

The simplicity and flexibility of revenue-based funding suits seasonal businesses – one cost, agreed at the outset, no fixed repayments and no time limit on repayment. Plus we don’t judge how our customers want to spend their money, so we don’t need to see the refurbishment plans.

like discretionary bonuses linked to performance and standby and emergency call-out payments will also affect employers.

To avoid backdated claims for unlawful deduction of wages going back to 1998 under the Working Time Regulations, businesses should take legal advice on how to minimise the risks of such claims from their staff. Hotels that offer overtime pay (OTE) might also want to consider offering time off in lieu (TOIL) instead and to introduce other non-financial benefits to reduce their financial exposure.


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N ame badge manufacturer Badgemaster, has announced the acquisition of principal competitor, Akorn Badge Company Ltd. Badgemaster is already the UK’s largest

name badge manufacturer, and adds this as the most significant event yet to its ever growing list of achievements.

Key milestones in the company’s history since its humble beginnings in the back of a porta-cabin in Hucknall, Nottinghamshire in 1992 include in 2006 being granted the Royal Warrant by Her Majesty the Queen for supply of name badges to the staff of the royal households; gaining the British Standards Institute ISO 9001 accreditation for quality management in 2010; the ISO 14001, the highest level of environmental accreditation possible in 2013; and most recently, Badgemaster’s Founder and Managing Director, John Bancroft, being granted an MBE for services to business in Nottinghamshire.

The ever growing success of Badgemaster has been achieved through continual growth and reinvestment of profits into cutting edge technologies, staff training, best practice processes and environmental sustainability. John Bancroft MBE explains “it has always been our vision to be not just a name badge company, but the name badge company and I am proud that we have achieved that.

We have many millions of people now going to work every day wearing their Badgemaster custom made name badges and we are now processing over 1,000 orders every day.”

Through Badgemaster’s acquisition of Akorn Badge Company Ltd, which in itself has achieved great success during its 30 years, being one of the most established name badge manufacturers in the world, customers will benefit from even more competitive prices achieved through our greatly increased buying power, wider choices and the combined technologies and expertise of two specialist name badge companies who share the ambition to deliver unbeatable customer service. Badgemaster will now have over 27,000 accounts from organisations with just one employee, to those with hundreds of thousands of wearers.

John outlines the reasons behind this major acquisition by explaining that most leading companies with customer facing staff do already recognise the value of staff name badges. Badgemaster’s recent growth has been largely achieved by taking market share from our competitors . We have been able to do this by providing better quality, faster efficient service levels and more competitive prices. In combining Akorn with Badgemaster we have a marriage made in

heaven that will bring significant and long term benefits to both Akorn and Badgemaster’s extensive combined customer base.

Jim Kent, Akorn Badge Company Ltd’s well known, highly respected former Managing Director, has joined John and Vicky Bancroft on the board of directors. Jim McNiven, the former General Manager of Akorn Badge Company Ltd will also be joining Badgemaster’s senior management team. Jim is “delighted to be part of this exciting new organisation and is looking forward to bringing unparalleled levels of service and quality to all of the organisation’ customers”.

For more information contact the Badgemaster Customer Services Team on 01623 723 112 or email [email protected].

Badgemaster announces takeover

hea en that ill b ing significant and long te m benefits to both Ako n

Lorenzo Menghini of Melville Castle gives us an insight into the challenges of turning an exclusive-use venue into a full-service hotel

WordsLast

■ Average room rate: £124■ Average food spend per head: £27 (dinner)■ Average weekly occupancy: 70%■ Staff members: 31

Tell us the story of the hotelMelville Castle, situated just 20 minutes from the centre of Edinburgh, provides luxurious accommodation within the elegance of an 18th century castle.

At one time the hunting seat of Mary Queen of Scots, the castle was commissioned by the first Viscount Melville and designed by the renowned Scottish architect William Playfair in 1791. It remained the seat of the powerful Dundas family until after the Second World War.

In recent years Melville Castle has been carefully restored and brought back to life by the Hay family, who continue to be responsible for the castle to this day.

Launching the once exclusive-use venue as a full-service hotel, the castle now offers 32 stylish en-suite bedrooms, with accommodation ranging from classic double rooms, grand four posters to intriguing gallery rooms.

The Brasserie at Melville Castle is also a new development, serving seasonal, modern Scottish cuisine with a strong focus on locally

sourced ingredients of the highest quality, which is combined with a carefully thought-out wine and local beers list.

Nestled within 50 acres of sprawling woodland only six miles from the city centre of Edinburgh, you can feel a million miles away from the hustle and bustle of everyday life – we offer guests a tranquil luxury escape.

What challenges have you faced since opening?Since reopening Melville Castle in December 2013, the transition has not been an easy one from exclusive-use venue to full-service hotel and there have been several challenges. One of the biggest has been to convey that transition to the many existing bookings.

Operationally, the need to generate occupancy quickly from zero while maintaining the quality aspect with a completely new team has been the biggest challenge. I could go on… but space is limited!

What are your future plans?2014 is the year of awareness. We want to build presence in the marketplace and we are doing that very successfully so far. We have moved a long way from where we were only a few months ago. We are now looking on to 2015 and beyond as a period of organic growth where we should be able to build on the quality aspect, leveraging the stunning building to its full potential.

What did you want to be when you were younger?Definitely a journalist, a travel writer. It was always my ambition to travel the world, observing and reporting on different places and cultures. I have written many articles for travel magazines, mainly in Italy and Australia, but I have never developed that skill further. I always went back to a new challenge in hospitality. I was mapping itineraries on my world atlas at the age of 10!

How would you describe yourself in three words?Strategic, passionate and adventurous.

If you weren’t a hotelier, what would you be doing?As previously mentioned, I would have been a travel writer. Or a diving instructor. Scuba diving is another activity I love.

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“Nestled within 50 acres of woodland, you feel a million

miles away from everyday life”

Where are you spending the majority of your budget?In order to convey the transition to a fully fledged hotel, the biggest investments have been in PR and marketing to promote the property and raise awareness. As well as this, our budget has been spent on the search for the right talent to complement the property and the acquisition and implementation of technology systems to maximise opportunities and productivity.

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*When used with a reverse osmosis water system

0844 893 0751 miele-professional.co.uk

Hotel Business BRILLIANT 280x380.indd 1 01/09/2014 09:25

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audit bureau circulation Hotel OCTOBER 2014 £3.50 ... · The company, which manages a portfolio of 54 hotels throughout the UK and Africa, has agreed a partnership with New College