Hotel and Catering Review October 2021

ISSUE 7 2021

RESTAURANT RECOVERY NAVIGATING AN INDUSTRY IN FLUX

ACCESS FOR ALL Paudie Healy on accessible tourism and doing the right thing

Industry Michael Flannery on the ups and downs of 50 years in Ireland’s hospitality industry

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ISSUE 7 2021

RESTAURANT RECOVERY

Go to hotelandcatering review.ie for the online edition

Contents

NAVIGATING AN INDUSTRY IN FLUX

ACCESS FOR ALL

ISSUE 7 2021

Paudie Healy on accessible tourism and doing the right thing

Industry Michael Flannery on the ups and downs of 50 years in Ireland’s hospitality industry

CATEX IS BACK! Back and better than ever

IN THIS ISSUE

14 17

28

24

I remember having a very successful month at Mulcahy’s years ago. We had a sales meeting and one of the lads said to me, Michael how do you do it? I lifted the phonebook off the table beside me, handed it to him and said, there you go Derek. I’ve never been afraid to go out and knock on doors Michael Flannery, Founder, Michael Flannery Catering Supplies Ltd

REGULARS

05

NEWS

40

THE LAST WORD

32 35

INGREDIENTS

Dermott Flynn on the pleasures of braised Irish beef shank as the nights draw in

REFURBISHED & REFRESHED The Glasshouse at The Montenotte is the latest in a series of refurbishments at the Cork hotel

TALKING TO… PAUDIE HEALY

The founder and CEO of Universal Access talks about creating a tourism industry where no-one is left out

THE ROAD TO RECOVERY

Erik Wolf gives his take on restaurant recovery post-pandemic

CHOPPY WATERS AHEAD?

Increasing costs and the threat of further lockdowns are two of the biggest obstacles to growth, according to BDO’s new sentiment survey

39

ME AND MY… JOSPER STOVE

Discover the age-old art of grilling over charcoal with a Josper Oven, writes Bernard McGuane

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Editor: Denise Maguire Creative Director: Jane Matthews Art Director: Áine Duffy Designer: Lenny Rooney Stock Photography iStock Infographics: www.flaticon.com Production: Nicole Ennis Sales Director: Trish Murphy Managing Director: Gerry Tynan Chairman: Diarmaid Lennon

Published by: Ashville Media, Unit 55 Park West Road, Park West Industrial Estate, Dublin 12, D12 X9F9.

Tel: (01) 432 2200 ISSN: 0332-4400 All rights reserved. Every care has been taken to ensure that the information contained in this magazine is accurate. The publishers cannot, however, accept responsibility for errors or omissions. Reproduction by any means in whole or in part without the permission of the publisher is prohibited. © Ashville Media Group 2021. All discounts, promotions and competitions contained in this magazine are run independently of Hotel & Catering Review. The promoter/advertiser is responsible for honouring the prize.

Editor’s View Welcome to issue 7 of Hotel & Catering Review 2021 For this month’s issue, I sat down for a chat with Michael Flannery. Michael’s name is synonymous with catering in Ireland. Over his fifty-year career, he built and maintained a loyal customer base that followed him from company to company until at the age of 60, he decided to strike out on his own.

Since its inception, Michael Flannery Catering Equipment has enjoyed tremendous success and it’s all down to the name, says his daughter Shirley.

It’s his name that opened doors when the company was first set up and today, Michael Flannery Catering Equipment is known for its professionalism, efficiency and customer service. As he turns 80, Michael reflects on a career during which he was lucky enough to make friends for life. Turn to page 24 for more.

Also in this issue, we chat to Universal Access CEO Paudie Healy about creating a tourism industry where no-one feels left out. Businesses are recognising the commercial incentives around making their premises more accessible says Paudie, and that’s partly down to the pandemic. After numerous lockdowns, everyone now knows how it feels to be isolated, to face daily barriers and to not be in control of your own destiny. That experience has led corporates to the realisation that disability inclusion must be a key part of their business strategy as a whole; if they do, it will empower them to sell their products and services to the widest market possible. For more on Paudie’s take on accessible tourism, turn to page 28.

Editor: Denise Maguire Email: denise.maguire@ ashvillemediagroup.com

As always, there’s plenty to enjoy in this issue. If you have any thoughts or opinions on this month’s content, please do drop us a line.

Denise Maguire www.hotelandcateringreview.ie | info@hotelandcateringreview.ie @HC_Review | facebook.com/hotelandcateringreview

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Save date 22*03*22 the

Now in their 32nd year, the Gold Medal Awards are recognised as the leading independent awards programme for the Irish hospitality industry. Judged by industry experts, the Hotel & Catering Review Gold Medal Awards recognise and reward excellence in hospitality and catering operations across the island of Ireland. These awards encourage and applaud hotels, restaurants, guest houses, spa and leisure facilities, event caterers, healthcare caterers, site caterers, as well as individuals and teams, that achieve the highest standard of product and service in the industry.

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News

Your monthly round-up…

APPOINTMENT

FOUR STARS FOR GLENEAGLE HOTEL

The Montenotte Hotel has announced the appointment of Fergus Mac Devitt as the Director of Food and Beverage at the destination hotel in Cork.

With over 15 years’ experience with leading global hotel brands, Fergus joins The Montenotte from The Pullman Tokyo Tamachi, having previously worked in various Swissotel properties in Japan, China and Germany as well as The Fairmont in Singapore. As Director of Food and Beverage, Fergus will be responsible for creating a harmonic work environment for the team, leading operations and maintaining high standards of guest satisfaction across all of The Montenotte Hotel Food and Beverage departments.

The Gleneagle in Killarney has been elevated to four-star status by Fáilte Ireland.

News of the four-star classification follows an extensive refurbishment programme that cost in the region of €7.2 million and took over four years to complete. “The focus of our refurbishment programme was to improve our customer experience while retaining the magic that makes The Gleneagle special. We are delighted this commitment has resulted in Faílte Ireland elevating the hotel to four-star status,” said Gleneagle Group CEO, Patrick O’Donoghue.

Existing guestrooms and public spaces have been refurbished, while a bedroom wing that had been out of use for decades has been completely renovated and refurbished. “That has increased our capacity without increasing our building footprint. We also invested in our ongoing accessibility programme – seven of our guest rooms are now universally accessible while a number of upgrades around the hotel make the building easier to navigate and creates a more welcoming environment for all.

“In tandem with the refurbishment programme, we have invested in our team through training and upskilling and in our technology by implementing new and better systems. The end goal has always been to improve the experience of our customers. Achieving the four-star classification is a very welcome bonus and testament to the hard work of all the team here,” Patrick added.

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News

MARCUS TREACY TAKES THE REINS AT KILLARNEY PARK The Treacy family has announced that Marcus Treacy has taken on the role of General Manager at the fivestar Killarney Park Hotel. Although the title may be a new one, Marcus isn’t new to the management team at The Killarney Park and has been firmly embedded in the operational side of the hotel for many years. “When you’ve grown up learning the hotel business without even realising it, it just becomes second nature, it’s in your blood,” he said. “My grandmother opened The Ross [an adjacent sister property to The Killarney Park] in 1938, my parents Padraig and Janet took over in the 80’s and then opened The Killarney Park in the 90’s. I’ve been lucky enough to have learnt from the best and on top of that, I’m surrounded by an unbelievable team, who really make the hotel what it is and are a credit to its success. Without our amazing team, the hotel would simply be a very nice empty building, so we owe it to all to them. Our team are every bit a part of the family that drives this business forward.”

Ciara Treacy and Marcus Treacy, The Killarney Park Hotel

TALBOT COLLECTION TRAINING PROGRAMME KICKS OFF LOUGH ESKE CASTLE IS NO 2 IN CONDE NAST AWARDS Conde Nast Traveler’s annual Readers’ Choice Awards has named Lough Eske Castle as the No 2 in the Top Hotels in Ireland Category. Dónal Cox, General Manager of Lough Eske Castle, said: “It’s a great honour to be recognised as one of the top 10 hotels in Ireland by the readers of Conde Nast Traveler Magazine for the fourth year running. This is a true reflection of the dedication and hard work the team at the castle have showcased over the last few years, especially in such challenging times for our industry.”

Trainee chefs participating in the Talbot Collection’s new training programme are already several weeks in at the KWETB (Kildare and Wicklow Education and Training Board) professional training kitchens. Upon completion, each candidate will receive a City & Guilds Level 2 Diploma in Culinary Skills (the equivalent to a QQI Level 5 Award). All trainees are receiving a salary, accommodation, meals and transport for the duration of the 12-week programme. According to the Restaurant Association of Ireland, there is currently a shortage of 7,000 chefs in Ireland.

The Talbot Collection aims to help reduce this shortage through its investment in the new training programme.

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News

APPOINTMENT Bernard McGuane has been appointed Executive Chef at the Glenroyal Hotel and its new restaurant, Arkle Bar & Restaurant. Originally from Meath, Bernard began his career in The English Garden, a Michelin starred restaurant in London, before returning to Ireland in 2001 to take on the role of Junior Sous Chef at The Common Restaurant. From 2000 to 2009, Bernard worked in

restaurants across Dublin with a host of top chefs including Conor Gallagher before taking up various roles in top eaterlies including La Stampa, Bijou Bistro and SoHo restaurant. He joins Arkle Bar & Restaurant as Executive Head Chef, having previously worked as Group Executive Head Chef with Dylan McGrath's Prime Steak Group, where he spent 10 years earning his stripes.

Coughlan's Bakery of Kildare

John Pringle, Wicklow

IRISH FOOD SUPPLIERS STAR IN NEW ALDI CAMPAIGN

O'Shea's Farm, Kilkenny Morgan's Fine Fish, Louth

Irish producers from across the country are set to hit television screens after being chosen to star in Aldi’s new multi-platform advertising campaign. O’Shea’s Farm in Kilkenny, Coughlan’s Bakery of Kildare, Morgan’s Fine Fish of Louth and John Pringle from Wicklow have been chosen as the faces of Aldi’s new “Everyday Irish, Everyday Amazing” nationwide campaign.

Located in Kilkenny, O’Shea’s is a fourth-generation family business supplying fresh fruit and vegetables to Aldi stores across the country. O’Shea’s recently invested in solar power and continuously implements farming practices that are responsible to the environment.

Founded in 1988 by Brendan and Yolanda Coghlan, Coughlan’s remain a proudly family-run business to this day. The bakery, which started out as a single retail outlet in Dublin City centre, has established itself as an innovator within the Irish baking industry.

Located in Omeath, Co. Louth, Morgan’s Fine Fish has evolved rapidly since it was set up in 1860. Today, the business runs a state-of-the-art processing plant, where freshness is key and the catch is processed as soon as it lands. Finally, John Pringle runs a third-generation sheep and suckler-to-beef family farm in the Wicklow hills, tracing back to the 1930s.

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News

APPOINTMENT Bewley’s has announced the appointment of Julie Murray as its new Head of Coffee Culture for Ireland and UK. She will be responsible for building strong relationships with coffee farmers in the Bewley’s network and telling their stories both internally and externally, with a focus on driving a positive coffee culture. In her new role, Julie will work closely with the Bewley’s marketing team to deliver business strategies, new beverage development alongside product and equipment innovation. Julie has extensive experience in the coffee industry, having worked in the sector for over 30 years serving as a barista, customer trainer as well as holding product development and innovation roles for a host of independent and established coffee brands.

NEW E TOOL FOR FOODSERVICE TO TACKLE WASTE

As part of the Savour Food Programme, funded by the Department of Agriculture, Food and Marine, a new e-tool for foodservice businesses has just been launched. The free online facility will help foodservice businesses assess the cost of their food waste and what they can do across the business to reduce it. The e-tool can be found at savourfood.ie.

Savour Food Programme Manager, Keelin Tobin said: “Chefs and staff in hospitality are so skilled. They are important stakeholders in the fight against food waste and that is why I am delighted that this online tool both showcases what is already being done in the sector, as well as providing a support for any foodservice business endeavouring to reduce food waste. It’s good for business and it’s good for our planet.”

Five facts about food waste • It’s estimated that every year, the Irish food sector wastes 150,000 tonnes of food • The main sources of food waste in the Irish foodservice sector are plate waste (38%), preparation waste (35%) and unserved food waste (27%) • A proportion of ‘unavoidable’ food waste comes from peelings and off-cuts.

On average, this waste accounts for just 25% of food waste thrown away • Food waste has been calculated to cost €2.73 - €3.50 per kilogram • If food waste cannot be prevented, donating or distributing to people is the next best option. More information is available from the Food Safety Authority of Ireland.

NEW GRANT PROGRAMME FOR WOMEN-OWNED SMALL BUSINESSES Visa has launched its global programme ‘She’s Next, Empowered by Visa’ in Ireland, to support women-led small and independent hospitality businesses, many of which have been disproportionately impacted by the pandemic. The programme will provide funding options for women businessowners along with the chance to apply for one of five grants totalling €25,000.

The businesses will also be awarded mentorship and coaching for one year

to support them with moving their business forward.

A recent Visa study has shown that even as the country reopens, small businesses in Ireland continue to struggle due to the pandemic, with women entrepreneurs finding it particularly challenging. The study showed that the majority of women (55%) said the past year has been a challenge for their business, while the majority of men (52%) stated it had been an opportunity. More

than half (58%) of men in Ireland perceive that they have the necessary skills to start a business, compared to just 38% of women.

How to apply The She’s Next Grant Programme is open to small businesses and organisations who are majority owned by women, operating across all industries and sectors, through a simple application process. Applications are open until 2 November 2021 at IFundWomen.com/VisaIreland

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Commercial Profile

Coffee Culture

T

he annual Bewley’s Coffee Consumption Report, which looks at Ireland’s coffee consumption habits, is carried out each year to mark International Coffee Day on October 1st. The latest findings examine the changes in coffee consumption habits and attitudes. The report found that coffee is an essential part of an Irish adult’s day (41%), with an average of three cups of coffee consumed

by Irish adults every day.

The research found that over half (55%) of Irish coffee drinkers choose the morning as their perfect coffee moment, with 41% claiming that coffee is an essential part of their day.

The Americano was voted Ireland’s favourite coffee for the third year running as 41% of respondents prefer it as their choice of brew, with cappuccinos and lattes following in popularity, 40%, and 34% respectively. When it comes to preparing coffee at home, instant coffee hits the spot for the majority of coffee drinkers (55%) while using a coffee machine (48%) and French press (24%) are also popular.

Younger coffee drinkers (18-24) enjoy coffee for more than just the taste, with two-thirds (66%) saying it makes them feel grown-up and sophisticated. However, their coffee must look the part, with nearly half (49%) of this cohort claiming they need their coffee to look good so they can share it on

According to new research from Bewley’s, twothirds of young people say coffee makes them feel grown up and sophisticated social media and 68% saying social media influences the coffee they drink.

It’s not all about looking the part among this age group, with 78% of 18-24-year-olds claiming they actively seek coffee that is sustainably sourced and only 42% of over 25s doing the same. Ultimately, it all comes down to the tastebuds for Irish coffee drinkers, with 72% saying that taste is the main factor when choosing their favourite coffee. Commenting on the research findings, Julie Murray, Head of Coffee Culture at Bewley’s UK & Ireland said: “Our customers are at the heart of

everything we do and we have been loyally serving them for over 180 years. It’s great to see the importance of sustainability to the younger coffee drinkers. This has been a focus for us for a long time; our coffee is served in 100% compostable cups and is 100% Fairtrade certified. We are also proud that we are the first carbon neutral coffee roastery in Ireland. Over 180 years on from our beginnings, we still love tea and coffee.

It’s our passion and producing reports like this ensures we have our finger on the pulse when it comes to providing for our customers.”

Key Findings

• 78% of adults drink coffee every day, up 4% from last year • Irish adults drink an average of three cups of coffee per day • The ‘Americano’ (41%) remains Ireland’s top coffee choice, followed closely by Cappuccino (40%) and Latte (34%) • A morning coffee is most popular among Irish coffee drinkers (55%) • 41% say coffee is an essential part of their day • Nearly half (49%) of 18-24 year olds say they need their coffee to look good so they can share it on social media Spark Insight survey conducted on behalf of Bewley’s.

Fieldwork completed in July 2021 among 1,700 respondents aged 18+

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News

INGREDIENTS DERMOTT FLYNN on the pleasures of braised Irish beef shank as the nights draw in

As the cooler evenings and nights arrive faster each week, our minds turn to the low and slow style of dishes at the restaurant. One of our favourite cuts is the beef shank or shin, which is perfect for this time of year. It’s easy to prepare, it’s an inexpensive cut and best of all, it packs a full-on rich beefy flavour with a juicy marrow filled bone.

You will get this cut from your local butcher and not off the shelf in the high street supermarket. Don’t be afraid to also ask him for ideas on what to do with this cut and others.

Butchers are as knowledgeable as many chefs on how to achieve the best results and will be delighted with your support.

We have complemented this wonderful cut with seasonal produce and have paired it with a lovely turnip and rosemary mash, buttered and baked late season leeks and a red wine jus containing a little of that blackberry jam you just made in September.

Braised Irish beef shank, crushed turnip with rosemary, baked late season leeks, red wine & blackberry jus Ingredients • 4 beef shanks (1 inch thick) • 30ml sunflower oil • Salt and cracked black pepper • 500ml of good beef stock • 500ml of red wine (rich and sweet) • 1 tsp of blackberry jam • ½ garlic bulb • 4 carrots • 6 shallots • 1 celery stick • 2 bay leaves • 1 turnip • 150g salted butter • 2 sprigs fresh rosemary • 2 leeks

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Method Pre-heat your oven to 150c or 130c fan assisted. Trim some of the ring of fat from the outer edges of your shanks, otherwise they will warp and buckle when braised.

Leave the bone and marrow in place, which will add to the flavour of the beef and texture of the jus when finished. In a griddle pan brown your shanks two at a time for 2-3 minutes on each side, leaving a nice brown char and releasing flavour.

Set griddled shanks aside in a large ovenproof dish or crock pot.

Chop your carrots, shallots, celery and garlic into large dice and fry for 2-3 minutes in the same griddle pan with a little butter and the remaining oil from the shanks. Add your red wine to the pan and allow to simmer for a further two minutes.

Transfer all to your ovenproof dish and pour it over your beef shanks, along with one sprig of rosemary and your two bay leaves.

Seal your ovenproof dish or crock pot tightly with either tinfoil lined with parchment or a lid. Place into your pre-heated oven for 3.5 to 4 hours and check and carefully turn after 2.5 hours.

They will be cooked when the meat is very tender to the touch and fat and marrow is jellied. When cooked, take out your beef

shanks carefully, cover and leave aside.

Whilst beef is cooking, you can prepare your vegetables. Cut your turnips into large cubes and cook in a pan of boiling water until soft and crushable. Roughly mash with 75g of butter, finely chopped rosemary and a little cracked black pepper. Cover to keep warm and leave aside.

Drain your beef and red wine cooking liquid through a sieve and put into a saucepan along with your blackberry jam.

Slowly reduce on medium heat until the liquid slightly thickens. Cut your leeks into 1 inch pieces and place on a small baking tray with a little butter on top of each and bake when there is 15 minutes remaining at same temperature. Spoon your crushed turnip onto the plate with your beef shank on top and baked leeks to the side. Finish off with a drizzle of your red wine jus.

Dermott Flynn is Chef and Owner of The Pantry & Corkscrew, Westport

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Refurbishment

Refurbished Refreshed &

The Glasshouse at The Montenotte is the latest in a series of refurbishments at the Cork hotel

The Glasshouse

D

uring the summer, The Montenotte Hotel opened its new panoramic rooftop bar, The Glasshouse. An investment of about €1 million has gone into the drinksonly bar which boasts impressive views of Cork city and county. It’s the latest in a series of refurbishments at the hotel, the first of which kicked off in 2016 with a complete refurb of the ground floor and all bedrooms, along with the addition of a new reception lobby area. A new bar and restaurant, the Panorama Bistro, was also added to the hotel, along with a 50-seater cinema and new meeting room space. In 2018, a new boutique spa really changed the dynamic of the hotel, says

General Manager Brian Bowler. “Since its opening, demand for the spa has been strong, particularly in the last couple of years. After all the lockdowns, guests are keen to treat themselves, so that’s working out well for us. This time last year we also refurbished our leisure centre, so we’re seeing the benefits of that too.” In 2019, the number of selfcatering apartments on the Montenotte site was expanded to 26. “The apartments have been really important to us over the last two years.

During the first lockdown when the hotel closed completely, we still had about 16 apartments that were occupied and they remained so for quite some time. In terms of the business they provided to the hotel, the apartments have been very valuable. They’ve also provided an

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Refurbishment

The Glasshouse

“I think we’re creating a resort style vibe in a city environment, which is a very unusual offering in Ireland.

With the new bar, the gardens, the cinema, the spa and health club, our guests don’t even need to leave the hotel. Everything they need is here on site”

20m swimming pool at The Montenotte

Executive Bedroom

alternative for guests who are reluctant to get back into busy environments.” The next phase of development includes the addition of 23 executive woodland suites on the grounds of the hotel. “All going well, the plan is to start that work around this time next year.”

The Glasshouse has added yet another dimension to the overall Montenotte experience, says Brian. “Before we opened the new bar, we had just the one space for guests to chill out and have a drink, the Panorama Bistro, which is a bar and restaurant all in one. We struggled for that separate, non-food space where guests could enjoy a drink before or after their meal. It’s very new for us, but so far guests really love it.” The intention with The Montenotte is to offer guests something completely unique. “I think we’re creating a resort style vibe in a city environment, which is a very unusual offering in Ireland.

With the new bar, the gardens, the cinema, the spa and health club, our guests don’t even need to leave the hotel. Everything they need is here on site.”

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Survey

Recovery

ON THE

The next 18 months might be challenging but recovery is in sight, according to Crowe’s annual Hotel Industry Survey

HORIZON A

t the recent launch of the 25th edition of its Ireland Annual Hotel Industry Survey, Crowe partner and hospitality specialist Aiden Murphy warned that many hotels in Ireland will record revenues in 2022 that will be over 30% down on 2019 levels – the last full comparable year of trading prior to the pandemic. The table below highlights hotel performance information for the year 2019 for both regional Ireland and Dublin markets.

Aiden Murphy, Partner & Hospitality Specialist, Crowe

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Survey

2019 Financial Highlights

25 YEARS OF HOTEL SECTOR BENCHMARKING DATA

Regional Ireland

Dublin

70.1%

82.7%

€100.97

€142.42

€70.79

€117.77

Total Revenue per Room

€67,803

€72,470

Total Non-Payroll Costs per Room

€30,525

€27,881

Total Payroll Costs per Room

€25,833

€22,611

EBITDAR Profit per Room

€11,445

€21,978

EBITDAR Profit %

16.9%

30.3%

450

Payroll Costs %

38.1%

31.2%

400 350

Average Room Rate RevPAR

Food Gross Margin %

68.0%

70.7%

Beverage Gross Margin %

68.2%

71.2%

He believes the next 18 months will be a testing environment, especially as the government supports, so vital in sustaining hotels, are phased out. Budget 2022 provided only limited additional supports for hotels and they will face increasing headwinds during 2022 as the full costs begin to bite. For example, commercial rates will be payable again from 1 January 2022 and the EWSS will taper off until it ceases altogether on 30 April 2022, after which hotels will again incur the full rate of employer’s PRSI. Hotels will also be obliged to pay full VAT and payroll taxes falling due from 1 January 2022 as the warehousing option ceases. In addition, the 9% VAT rate on rooms and food sales will revert back to 13.5% from 1 September 2022. If there is not a swift recovery in revenues to pre Covid-19 levels during 2022, many hotels will struggle to break even as their cash flow gets stretched to breaking point.

While the Irish hotel industry looks set to embark on its next upcycle in 2022, the challenge now facing hotels is to recover revenue and profits to pre Covid-19 levels. In order to achieve these financial targets, it is vital that hotels have accurate data to use as a benchmark to measure their recovery.

Hotel Stock by Classification 1995 - 2019 406 339 332

300 250 200 189 150

132

100 50 41

1* & 2*

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3*

4*

5*

market dominated by 2-star-graded properties in the early nineties.

When we look at the size of hotels in 1995 vs 2019, it is evident that efficiencies due to economies of scale have encouraged hoteliers to re-invest and expand their facilities.

The table below highlights the increase in the average size of hotels between 1995 and 2019 for both Dublin and Regional Ireland.

Average Size of Hotel Number of Rooms

CROWE ANNUAL HOTEL INDUSTRY SURVEY – A BENCHMARKING TOOL The 2020 Crowe annual Hotel Industry Survey provides a comprehensive breakdown of pre-Covid trading levels, which now form the recovery targets for the hotel sector.

Over the last 25 years, Crowe has advocated a performance improvement agenda through a benchmarking approach.

This allows hotels to: • Gain independent perspective on individual hotel performance against market comparatives • Drill down into revenue and cost line items to identify performance gaps and target areas for improvement.

• Build an internal culture and provide training to encourage continuous improvement on revenue optimisation, reduced costs and a more efficient use of labour.

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0 14

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Occupancy

There have been great strides of progress and advancement in Ireland’s hotel product over the last quarter of a century. The building boom of the noughties raised the bar by bringing new hotels to the marketplace and forcing existing hotels to expand and upgrade.

The chart below shows that in 1995, only 8% of Irish hotels were 4- or 5-star. In 2019 this has increased to over 45%, highlighting the much superior product now offered as opposed to a

Change over last 20 years

1995

2019

Room Number Increase

% Hotel Size Increase

Regional Ireland

36

59

23

64%

Dublin

74

132

58

78%

The number of hotel rooms in Ireland has increased by 133% over the 25-year period, going from 26,100 rooms in 1995 to 60,753 in 2019. This increased investment in hotel stock was in part responding to a growth in overseas visitors. In 1995, the number of overseas visitors to Ireland was only 3.7 million. This had almost tripled to 10.8 million

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Survey

Reduced Seasonality Impact 1995 – 2019 Regional Ireland

Dublin 100%

100%

90%

90%

80%

80%

70%

70%

60%

60%

50%

50%

40%

40% 30%

30% Q1

Q2

Q3 1995

Q4

Q1

Full Year

2016

ADR Dublin vs Regional Ireland €160 €142.42

€120 €100 €80 €60

€55.55

€40 €20

€79.03

€64.24

€100.96

€69.72

€55.55 €39.11

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

€0

Dublin

Q3 1995

visitors by 2019. In 2019, there were 2.4 million visitors from the US and Canada, up almost 2 million from the 474,000 recorded in 1995.

The growth in both international and domestic tourism and the improved quality of hotels has helped lessen seasonality. The chart above shows seasonality impact on occupancy levels on a quarterly basis and highlights the change since 1995.

Over the last 25 years, the sector has seen a positive trend overall in average room rates. However, the declines

€140

Q2

Regional Ireland

emphasise the cyclical nature of the sector and the impact that macro shocks can have on demand and the corresponding impact on revenues and profits until demand recovers. The gap between room rates for regional Ireland hotels and Dublin hotels was €16 in 1995. This had narrowed to €9 by 2010 before widening out to €41 by 2019. The Dublin market shows greater volatility in terms of average rate movement alongside periods of fluctuating demand. The impact of Covid-19 could see average room rates in regional Ireland being higher in 2021 than for the Dublin region, which would be a first.

Q4 2016

WHAT’S NEXT FOR THE IRISH HOTEL SECTOR? The hotel sector is unique in that its products and services are perishable, as today’s empty hotel rooms or restaurant tables cannot be sold tomorrow. The provision of accommodation, food, beverage, leisure conference and banqueting and ancillary services makes operating a hotel an inherently complex business, with several different revenue and cost components and suppliers. The seasonality factor, the reliance on international demand and the cyclical nature of the industry means there are always fluctuations across years and decades with periods of retrenchment and growth.

Success is also heavily reliant on how the hotel property is presented. Fortunately, we have a high-quality hotel product in Ireland with owners committing significant amounts of the earnings to reinvestment.

The hotel sector is still very much a people business and the interactions between guests and staff are crucial for repeat business and reputation. Increasing payroll costs is one of the most significant challenges the industry faces.

In 2019, payroll costs for Irish hotels were 36.1% of revenues and there is now greater uncertainty as to the availability and cost of labour. There is also a concern that recent subsidies and wage support schemes may have masked higher wage costs seeping into the business model and have the potential to further erode profitability once the wage subsidies are withdrawn.

The next 18 months will be very challenging for the sector and while the outlook is somewhat gloomy in the short term, the strength of the tourism product and the strength of the Irish economy provide an excellent backdrop and basis to suggest full recovery to pre Covid-19 levels over the medium term.

Crowe partner Aiden Murphy is part of Crowe’s specialist hospitality consultancy team. He has extensive experience of asset management and performance improvement of Irish hotels and provides impartial expert advice to owners, operators, financiers and other key stakeholders on hotel, tourism and leisure projects at every stage of the lifecycle.

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Cover Story

An Industry As he turns 80, Denise Maguire meets Michael Flannery for a chat about his five-decade-long career in Ireland’s catering and hospitality industry

Y

ou don’t often meet a person with 50 years’ worth of stories about Ireland’s hospitality industry. I met Michael Flannery on a chilly Tuesday morning in the company’s offices in Santry, along with his wife Renee, his daughter Shirley, son-in-law Ian and the family Maltese, D’Arcy. Michael Flannery Catering Supplies Ltd is quite clearly a family business, established 20 years ago when Michael had just turned 60 and was contemplating retirement. The idea of running his own catering equipment company was always in the back of his head, but the timing was never quite right. “I remember very clearly the day I realised I wanted to work for myself. It was when I was working for John Mulcahy and he had asked me to travel to Italy to pick up a pizza oven for a customer.

What started out as a short trip turned into a five-day family holiday. My family have always been so supportive; on the trip, my daughter Shirley, who’s now the Finance Director, helped me keep track of all the expenses and tolls along the way. The writing was on the wall,” says Michael. It was another few years before he made the leap to working for himself.

“Nothing really happened for a number of years until our two daughters grew up. I was thinking about retirement and golf, but my family had other ideas! Along with my daughter and my wife, who I’ve been married to for 56 years, we opened the business in Artane in April 2002.” Before long, the business moved to Santry Business Park and Michael’s

son-in-law Ian joined the company. From the get go, it was a success and although Michael is a humble man, it’s clear that the company’s good fortune is down to him. “We called the company Michael Flannery Catering Supplies for a reason. It was his name that opened doors for us at the start. He is so well-respected in the industry and has made such a name for himself over his 50 years in the trade, that the business couldn’t help but succeed,” said Shirley, Michael’s daughter.

That respect was hard-earned. Michael’s working life began in 1964 with a sales job in Gateaux. From travelling the length and breadth of the country, he built his own internal sat-nav and became the go-to amongst friends and family for directions to any location in Ireland. From there, he moved to Raytex in Waterford, a role that marked the beginning of his career in the hospitality and catering industry. A move to Masser Irish Food Machines followed and in 1986, John Mulcahy (ex Sales Director of Masser) asked Michael to join his new company, Mulcahy Associates. A role in Servequip followed, before his good friend John O’Rourke persuaded him to join him in Sweeney O’Rourke in 1994. John, who sadly passed away a couple of years ago, was a close friend of Michael and over the years, they would regularly meet up to share gossip about the industry. The new role was a change in direction for Michael. “It was a bit of a shock. I was so used to selling large catering equipment and now I was selling small utensils, crockery and small electrical equipment.” Regardless,

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“Things are different now but even today, I find it strange to enter a hotel or restaurant through the front door, my way in was always through the kitchen at the back.”

Michael Flannery

Michael worked hard and succeeded in his new role. “I’ve never been afraid to go out and knock on doors. I remember having a very successful month at Mulcahy’s years ago. We had a sales meeting and one of the lads said to me, Michael how do you do it? I lifted the phonebook off the table beside me, handed it to him and said, there you go Derek. To get ahead in this business, you can’t be afraid to put yourself forward. In restaurants, I used to walk straight into the kitchen to talk directly to the chef.

You’d never get a chef to come out to you, the key was going to him. Things are different now but even today, I find it strange to enter a hotel or restaurant through the front door, my way in was always through the kitchen at the back.”

Despite forging a successful career over several decades, there was still some trepidation around setting up on his own. “I remember thinking, how can I go out and talk to a customer when I’m working for myself? I was very nervous that it wouldn’t work but from day one, it just took off.”

Customers have followed Michael from company to company throughout the years. “I never realised the name was so well got. I’ve always made an effort to be upfront with customers and tried not to tread on too many toes. I suppose it worked!” In 2008, the company won the HSE contract for the supply of kitchenware to all hospitals across the 26 counties and when it went up for tender in 2013, they won it again. Securing such a substantial and prominent contract isn’t just down to luck. “I believe we’ve created our own luck. Our experience speaks for

26

HOTEL

itself. I’ve always gone the extra mile to keep the customer happy; when we started the business, I very firmly said that we wouldn’t sell an item with a plug. When customers started asking me to source various products, that soon changed. Over the years, we’ve extended our range to keep up with our customers. I’ve always loved a challenge, much to my daughter’s despair, but the priority from day one has been to keep the customer happy.”

2008 was a busy year for Michael; he was named Chairman of the Catering Equipment Association (now IFSA). He also took up the role of Chairman for CATEX in 2011. “My granddaughter Izabella, who was just four months old at the time, was the youngest exhibitor at CATEX that year! She’s 11 years old now and works in the business during school holidays. She’s very much part of the team,” said Michael.

A commitment to customer service has seen the business change up its offering in recent years.

Ian, a Mechanical Engineer, has utilised his skills to introduce a new element to the company’s range.

“Ian is our Technical Director and a few years ago, he launched our tray sealing, vacuum and modified atmosphere packaging range of equipment and consumables. We supply a number of major hospitals and food producers with these trays, they’ve turned into a nice add-on to the business and I think they also show our willingness to adapt to the industry’s changing needs. We also invested in calibration machines so we can calibrate the thermometers that we sell to our clients. It’s all about offering that extra service,” said Ian. Throughout the pandemic, Michael Flannery Catering Supplies never failed to fulfil its orders from the HSE and the army. Brexit has thrown up a few obstacles, but a bit of forward planning has placed the company in a good position. “Thankfully we have the space, so we brought in a lot of stock a couple of months ago. That was a big investment, but we’re confident now that when we get orders in, we can supply the goods. Replenishing them is taking two to three weeks, but because we have that additional stock, we’re ok.” One lesson that Covid has taught us all is that online is the way forward. “We don’t have an e-commerce website so we’re working on that. We’re also recruiting for marketing, sales and office team members at the moment,” said Shirley.

Before I leave, Michael tells me he’s turning 80 the following week. To celebrate, the entire family, including their other daughter Audrey who’s a nurse in the UK, are planning a trip to Kerry. It’s a time to reflect on his life and on a career where he was lucky enough to make so many good friends. “Dad is the hardest working man in the industry, he literally never stops. We couldn’t be prouder of him. He’s looking forward to a few rounds of golf over the next few years, but we know he’ll never be too far away from the business,” said Shirley.

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Get Finance Fit

EXPERT FINANCE SUPPORTS Taking time to review, revisit and recalculate your finances is important for your business. Fáilte Ireland has developed an extensive range of expert financial planning supports, customised for each sector, including practical videos, tools and templates to help tourism and hospitality businesses manage day-to-day finances and plan for the future.

Access the following supports: 1. P&L and Scenario Analysis tool 2. Meeting with the Bank - checklist and finance templates 3. Business Liquidity expert guidance 4. Cash Burn and Cost Reduction checklists 5. Business Planning templates To access our suite of financial planning supports, including practical videos, tools and templates, visit our Business Supports Hub at www.failteireland.ie/FinancialPlanning

Untitled-17 1 Ireland_Ad2_HCR Oct 2021_V1.indd 1 250558_Failte Get Finance Fit A4 Ad-Final.indd 1

26/10/2021 14/10/2021 14:28 14:46 09/09/2021 12:38

Accessibility

Talking

Paudie ealy H to

The founder and CEO of Universal Access talks to Hotel & Catering Review about creating a tourism industry where no-one is left out

When was Universal Access set up and what services do you provide?

We are international experts in delivering innovative solutions for private and public services to be fully accessible and inclusive of people with disabilities and ageing. Essentially, we help companies change their management and culture to be more inclusive. We work across all industry sectors in creating, developing, implementing and managing strategies.

With hospitality businesses closed during lockdown, did demand for your services fall?

Yes, there was a total collapse in services being provided to the hospitality sector. During this time, Universal Access went into a large internal development phase to create ‘The Universal Access Disability and Age’ inclusion framework. This is a global business framework with a roadmap to deliver end to end inclusion of people with disabilities and aging in any sector and industry, any organisational size and across all departments. The framework is implemented through holistic business growth that delivers end to end inclusive employment, person centric facilities and customer service. We have also started the first development phase of a pioneering technology. The Universal Access management platform will manage the disability and age inclusion framework and workflow to deliver accessible and inclusive facilities, products, services, ICT and employment. It’s built to create efficiencies, effectiveness, innovation and collaboration in businesses.

In your opinion, how much importance do hotels and restaurants place on accessibility generally?

Unfortunately, accessibility is not fully understood.

Government departments, state agencies, hospitality

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HOTEL

membership organisations along with individual hospitality services have a big role to play in addressing this. It’s about understanding person-centred customer services, the financial return from inclusion, the role universal design plays in sustainability for a business and conformance with legislation. Hospitality is about giving everyone an experience and yet, over one in four people cannot get a person-centred customer service experience. Businesses are missing out on huge growth opportunities and a range of other business benefits.

That being said, just before Covid, we were seeing great progress from some tourism businesses and destinations.

For example, the Gleneagle hotel group has done huge work in this area over the last few years. Accessibility and inclusion of all people are now part of their leadership and culture, starting with the CEO and board right through to all functional areas of the group operations and delivery of person centred customer service. Right now, we’re working with other hotel groups and local authorities and in 2022, we will be promoting and delivering our framework and technology to all sectors.

Every government department, state agency, business and destination will have the opportunity, solution and roadmap to deliver inclusive facilities, products, customer services and employment for people with disabilities, long-term health conditions and an ageing demographic, which is increasing exponentially.

Is accessibility considered a priority or more of a box-ticking requirement?

For disability and inclusion, box-ticking does not and will never work. Businesses might think or even be told that there is a quick-fix, but this is not the case.

At the end of the day, the market will respond to the business that’s accessible and features person-centred solutions and experiences, not to the tick-box solution.

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Accessibility

ICT, communication and information provision may be assessed, understood and used to the greatest extent possible, without the need for adaption or modification. We don’t talk about peoples’ ability, but we make sure all people can use the facility with equity. I don’t think any hospitality providers want to leave people out of their business, so we take away the fear and complexity and show them the roadmap and solutions on how to include 25% of the population currently facing barriers in the hospitality sector.

Do businesses appreciate the commercial benefits of making their premises more inclusive?

No, because if they understood the business case for disability inclusion, they would immediately put universal design, accessibility and inclusion to the forefront of every decision within their business. For example, the latest 2020 Accenture report on global businesses that incorporate disability inclusion saw organisations grow their sales 2.9 times faster, their profits 4.1 times faster and have a 72% increase in productivity. They also saw 89% higher retention, 30% lower turnover and 19% more profits. There are over 1.3 billion people in the world with a disability and we know they have a spending power of 8 trillion dollars; we haven’t even included the senior market spend in that figure. The services we deliver are not for what people might think is a minority of business users, but for the widest market possible. I think this approach implemented by businesses that want to include everyone with equity will be key to increasing business going forward in the recovery.

How would you feel if you had to leave a family member, young or old, behind because they couldn’t book a facility on the website or participate in the experiences and services offered by a hotel? From our experience, we know that huge changes can be made for little cost. It has to start at CEO and board level with leadership and culture change and then be driven through the organisation with resources supporting the development. Disability and age inclusion is a continuous journey. Universal Access simplifies that journey for a business. We provide organisations with a road map, resources and toolkits so they can implement changes at their own pace, knowing at all times that it’s part of an overall strategy that is monitored, evaluated and reported on. We do this in an innovative way to deliver business growth and sustainability through a universal design approach and process where we make sure the built environment, products, services,

“I think businesses realise the commercial incentives around making their premises more accessible. Everyone now knows how it feels to be isolated, how it feels to face daily barriers, how it feels to not be in control of your own destiny”

Do you think more businesses will realise the commercial incentives around making their premises more accessible now that Covid is (hopefully) abating?

Yes I do, because everyone now knows how it feels to be isolated, how it feels to face daily barriers, how it feels to not be in control of your own destiny.

Apart from Covid, I think corporates are now seeing that disability inclusion must be a key part of all their business strategy and operations to be able to sell their products and services to the widest market possible and make their business sustainable. At Universal Access, our main objective is to help organisations retain and increase their market share and deliver person-centric employment and customer experiences. We also help them to minimise their businesses legal risk, conform to international best practice and be an employer and customer service provider of choice. We’re helping to deliver a tourism sector “where no-one is left out”.

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Partner Profile

Get connected with Virgin Media

Virgin Media is answering the call to upgrade a remote Galway hotel with superfast broadband

V

irgin Media Business has teamed up with Connemara Sands Hotel in Mannin Bay, Ballyconneely, Co. Galway to implement a dedicated superfast Wi-Fi broadband network across the hotel’s 22 boutique bedrooms and 10 self-catering holiday cottages. Previously supplied with an insufficient ADSL broadband connection, the now futureproofed hotel can offer guests reliable upload and download speeds of up to 200MB along with improving the hotel’s own

30

HOTEL

IT management systems.

Dean Gibson, owner of Connemara Sands Hotel had this to say: “Running a business is hard and running a family-owned hotel in rural Ireland is even harder, especially during the last year. We’re always looking at ways to improve our guests’ experience when they stay with us, but we felt our Wi-Fi offering and its insufficient speeds was causing reputational damage and really affecting our appeal to new and returning guests.

“We knew that a fast, reliable and robust broadband and Wi-Fi offering was going to be critical to the future of our business, but we didn’t expect the number of roadblocks we faced in trying to achieve this goal.

Thankfully, after speaking with Virgin Media

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Partner Profile

“Connectivity has always been key within the hospitality sector, no more so than over the past 18 months when building connections with existing and future guests has been vital for all in the industry. about what our requirements were, they were able to deliver a solution that has completely changed the broadband and Wi-Fi services we can now offer during our guests’ time with us. Not only are we now able to offer super-fast Wi-Fi throughout our entire hotel and holiday cottages, we are also able to streamline and reinforce our own internal IT management platform and point of sale systems.”

David Milligan, Hospitality & MDU Sector Manager at Virgin Media said: “Connectivity has always been key within the hospitality sector, no more so than over the past 18 months when building connections with existing and future guests has been vital for all in the industry.

“Virgin Media Business is proud to have been able to provide a stable and fast internet connection at Connemara Sands Hotel through our Licensed Radio Network, which allowed us to successfully reach the hotel where other ISPs had failed.

“Additionally, we upgraded and extended the hotels’ Wi-Fi network to provide coverage and capacity across all areas and give guests a seamless connection. This also provided the backbone network for Connemara Sands Hotel to upgrade their internal systems, plan for future projects and stay connected with their guests.”

With this upgrade, Connemara Sands Hotel is now able to offer superfast

David Milligan, Hospitality & MDU Sector Manager at Virgin Media connectivity to its guests along with improved functionality for the hotel’s smart TV systems in each of their guestrooms, allowing guests to access many of the popular streaming services during their stay. The newly improved Wi-Fi connectivity also introduces the potential for guests to carry out work duties remotely, given the recent trends to more flexible working schedules and lifestyles.

For more information on how you can upgrade your businesses broadband connectivity, visit VirginMedia.ie/business

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Recovery

TheROAD to

RECOVERY T

Erik Wolf gives his take on how restaurants can recover post-pandemic

he pandemic hit the hospitality industry pretty hard and out of the wide variety of hospitality businesses out there, restaurants have probably found it hardest to adapt. Foodservice outlets of all kinds were thrust into an entirely new way of doing business, when they could open of course. Amidst the myriad new local rules and regulations brought on by the pandemic, the very fabric of how we do business is changing.

What is a business owner to do with everything constantly in flux?

SHARE UPDATES FREQUENTLY Perhaps the most frequent oversight from foodservice outlets is not sharing updates frequently enough. At its most basic, you need to broadcast across all available channels when you are open. Nothing is more frustrating for guests trying to figure out the new normal, which may include partial closures, reduced meal service, seating capacity controls, reduced number of locations and so on.

“Some foodservice businesses have begun operating in yurts and igloos, where groups can enjoy the outdoors but still have some privacy and distance. For indoor service, make sure you still provide enough space between tables”

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And when I say broadcast across all available channels, I don’t just mean your social media accounts.

Storefront or street signage is essential. So many people walk or drive by your place of business and have no idea about your social media sites. Don’t forget about email if you have a customer list. Depending on how many mobile phone numbers you have from your customers, you could do an SMS broadcast or create a WhatsApp group where you post regular updates.

ADJUST YOUR POLICIES Having a flexible, stress-free and easy-to-find booking policy will facilitate more direct bookings and encourage customers to rebook their reservation instead of outright cancelling. This also reinforces brand loyalty.

Just make sure your policies are clear and easy to find.

If your business is walk-in only and you don’t use any software tools to help manage your waitlist, consider referring your overflow customers to other nearby businesses. It may sound counterintuitive; after all, why should you send business straight to your competitors? If your restaurant is full, what does it matter if your competitors get some business? But the old saying is true – a rising tide floats all boats.

UPDATE SAFETY MEASURES OFTEN While lockdowns and restrictions are easing across the world, many individuals are still wary and taking precautions when it comes to eating out. It is important to make all your guests and customers feel safe and comfortable in your venue. If you have not done so already, consider expanding your offering to include outdoor seating, weather permitting. Use every space you can, from pavements to parking areas.

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Recovery

LEVERAGE SOFT ACTIVISM As our sector faces uncertainty over staffing shortages, there’s a hidden opportunity with an attractive benefit of hiring from under-represented groups such as exoffenders or those who have experienced homelessness.

It not only allows for a diverse workforce and encourages teamwork, but there are plenty of studies that suggest it can boost profits as well as draw consumers to your business.

MICRO-MANAGE FOOD WASTE Having worked in restaurants and with restaurant professionals around the world, it amazes me how much food waste still exists in restaurants and other foodservice outlets. Monitor where waste is being generated. Maybe it’s leftover batch preparations, or items on dishes that guests don’t eat and end up as waste. If possible, reduce how much you prepare in batches and prepare only what will be used. If you happen to run out of something, so be it. Improvise.

If there is still waste, consider partnering with food waste management apps. It could be an additional source of income and it’s a win-win situation for both you and your customers, who will see value in being able to enjoy food from their favourite places at a reduced price.

IMPLEMENT GREENER PRACTICES Erik Wolf

Feeling creative? Some foodservice businesses have begun operating in yurts and igloos, where groups can enjoy the outdoors but still have some privacy and distance. For indoor service, make sure you still provide enough space between tables.

While re-evaluating your space, consider alternative entrances and exits and always notify your guests of the measures taken to protect them with clear and visible signage. Offer menus using QR codes for customers to access on their smartphones, or for customers without a smartphone, you can print paper menus that you later recycle after each use. As tempting as it may be, do not reuse paper menus between customers!

ENERGISE YOUR STAFF As you well know, servers are crucial to the success of restaurants and hospitality venues as they have the power to serve not just a meal, but a memory. With this in mind, it is more important than ever to ensure your focus is on your servers.

For new staff, there will be training on the new health and safety requirements. Make sure that your new or returning workers feel genuinely appreciated. Ensure that you pay living wages and be cautious not to overload your staff with extra responsibilities without rewarding them. Remind your team why it is important to work together and also of helping each other out during these times.

“Ensure that you pay living wages and be cautious not to overload your staff with extra responsibilities without rewarding them”

Work with your suppliers to reduce packaging and where possible, return it for reuse. Serve drinks from a beverage gun that uses refillable tanks or a soda machine instead of canned and bottled drinks. Stop the use of all plastic including cutlery, straws, sauce ramekins and takeaway packaging. Remember, porcelain, steel and glass can all be washed and sterilised. Encourage your customers to invest in their own reusable, portable cutlery for takeaway use when needed. If reducing packaging is not possible, switch to alternative materials that are easier on the planet like bamboo, palm leaves and even mushroom root and cornstarch.

LEAD BY EXAMPLE Set up your business to be a leader through good examples. If possible, form a group or association and provide resources and guidance to industry members.

Share stories across your social media channels. Invite your community to embrace these practices and share ideas of their own. Even share your learnings and new ways of doing business with other local businesses.

Remember, a rising tide floats all boats.

You may have noticed that all of the above tips correspond to the triple bottom line or People, Planet, Profit concept espoused by many responsible businesses today. Putting the 3P’s at the heart of your business will help ensure you thrive now and in the future.

Erik Wolf, MA, CCTP, MCTP is the founder and Executive Director of the World Food Travel Association, www.WorldFoodTravel.org

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WINNERS ANNOUNCED Congratulations to all our winners in the

Energia Family Business Awards showcasing the best of Irish family businesses Discover more at

www.familybusinessawards.ie

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Research

CHOPPY

WATERS AHEAD?

Increasing costs and the threat of further lockdowns are two of the biggest obstacles to growth for hospitality businesses, according to BDO’s new sentiment survey

A

new survey conducted by BDO to gauge sentiment amongst hospitality firms has revealed a clear urban/rural divide in how businesses view the future of the sector. Dublin pubs and restaurants are optimistic about the future, whereas businesses located outside the capital and away from the traditional staycation areas are likely to express caution about the next few years. “When you

How would you rate the support you received from your bank/lender during the Covid crisis?

Bad

26%

Good

24%

Fair

50%

While overall sentiment towards the response of government to Covid-19 has been reasonably positive, there are much higher levels of dissatisfaction towards how banks and lenders have supported the sector.

A significant proportion (26%) of operators rate the support they received from their bank or lender as poor.

delve deeper into the findings, you also find that increased operating costs and staff shortages are posing a huge problem to businesses, as is the threat of further lockdowns or restrictions.

For me, one of the most notable findings is the fact that 40% of respondents said they don’t have a business plan. Now more than ever, businesses need robust business plans to not only navigate their way out of the Covid crisis, but to help them sustain and grow their business again,” said Austin Hickey, a Director within BDO’s consulting department.

The survey also found that 55% of respondents plan to invest in their business over the next six months. “Financial planning and business planning very much go hand in hand.

Businesses looking to access finance from banks to fund this planned investment are required to have a business plan in place; it’s a prerequisite for any lender. If you’re hoping to draw down some funding from a bank or a lender in the coming months, they’re going to want to see a business plan and a financial plan. Without them, it will be quite difficult to access funding.”

Overall sentiment among respondents towards government and how it responded to Covid is relatively positive, says Austin. “Respondents rated the support they received from their banks somewhat lower to what they rated the support they’ve received from government, with one in four describing the support they received from their bank as bad. That would suggest to me

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Research

What do you feel are the greatest risks to your business and other businesses in the hospitality sector over the next six months?

Increasing business costs

100%

80%

Difficulties attracting/ retaining staff

60%

70%

40% 20%

Low levels of international visitors

0%

34%

20%

Debt and associated funding issues

40% 60%

25%

80% 100%

that there’s probably some work to be done by businesses when it comes to repairing their relationship with their bank. As a consequence of Covid, many businesses would have had to look at restructuring their loans and may have reduced or deferred payments. Over time, those arrangements will lapse and businesses will be asked when and how they intend to repay that debt.” The next couple of months are traditionally a quiet period for hospitality businesses, particularly those in rural locations.

“Times are going to be quite tough for some of those businesses. Again, it comes back to having a plan in place, both in terms of an operational plan but also a financial plan and being quite clear about where you’re going with the business. With any plan, it’s also important to have a built-in contingency support system to allow you to react and respond to changes in the market.”

Over the coming months, one of the main challenges for hospitality businesses will be the cutoff of supports. “Can the business stand on its own two feet when those supports are turned off? A good business plan will put you in a position where you can say, I’ve got a good budget, I’ve got good forecasts in place and I’ve considered different scenarios and contingencies.”

The majority of businesses across the hospitality sector would acknowledge the importance of the EWSS, the CRSS and the other supports that have allowed businesses survive over the past 18 months, says Brian. “Until international tourism starts up again, businesses may struggle in the absence of those supports. With a robust business plan in place, businesses will be in a position to respond to challenges in the market and be able to present a clear outline of where they expect to be in the next year or two.”

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HOTEL

Increasing business costs and difficulties attracting and retaining staff have been issues impacting on the hospitality sector since well before the pandemic.

80%

Other

10% Meeting current future creditor commitments

19%

Adding to these issues, further lockdowns and restrictions have been identified as the greatest risks to a sustained recovery in the hospitality sector.

Further lockdowns or restrictions

60%

Wage inflation

50%

A good business plan will put you in a position where you can say, I’ve got a good budget, I’ve got good forecasts in place and I’ve considered different scenarios and contingencies” Do you have a current business plan in place?

No

39%

A business plan is a vitally important strategic tool for all business owners and should provide the roadmap for businesses to navigate out of the current crisis.

It is, therefore, worrying that more than 1 in 3 (39%) of respondents indicate that they don’t have a current plan. Without a plan, you will not be prepared for the likely challenges and opportunities that your business may face in the weeks and months ahead.

Yes

61%

Are you planning to invest in your business over the next six months?

No

45%

Yes

55%

Although confidence levels across the hospitality sector are low and undoubtedly influencing operator’s investment planning and decision making, over half (55%) of respondents indicated that they plan to invest in their business over the next 6 months.

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Equipment

Me and

MyJOSPER STOVE Discover the age-old art of grilling over charcoal with a Josper Oven, writes Bernard McGuane

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Josper Oven is the one piece of equipment that I couldn’t do without. I worked with one of the first Josper ovens in Ireland about nine years ago and fell in love with it straight away. I’m a big beef fan and I love the char and smoky flavour the Josper gives its meats. It’s extremely flexible with what it can do and you can also use different woods to produce a variety of flavours.

I think it’s important to invest in decent kitchen equipment.

The kitchen is the engine room of any restaurant. It also allows you to produce a better product and better working conditions, which helps to motivate staff. It’s easy to overspend on any kitchen equipment as it can be quite expensive and being honest, who doesn’t love gadgets? These days, I find that most young chefs buy gadgets themselves. The Josper Oven goes beyond being just a gadget though; it’s an essential piece of equipment in my kitchen.

Bernard McGuane is the Executive Chef at The Enclosure Restaurant, Glenroyal Hotel, Maynooth

Did you know…

Described by the Financial Times as “the hottest indoor barbecue available”, the Josper (pronounced ‘Hosper’) Oven is a combination of a grill and an oven in a single piece of equipment. It cooks food using charcoal heat only; the ashes from the charcoal are stored in a sealed cabinet, ensuring that none of it comes in contact with the food. Essentially, the makers of the Josper Oven have combined cutting-edge technology with the ancient Spanish cooking method of using covered fire pits to produce this innovative indoor barbeque.

The Josper Oven’s most notable feature is its ability to multi-task. It can sear, smoke and grill, all at the same time. Another benefit is its fast and dry heat method of cooking at high temperatures, which creates that desirable char and crisp surface with meat dishes. The oven is very effective at retaining the moisture and flavour of the meat when it’s kept behind closed doors within the oven. A premium range Josper Oven can easily accommodate up to 30 pieces of fish or meat at a time and can cook about 7kgs of meat in just six minutes. A Josper Compact Countertop Charcoal Oven will set you back about €11,000.

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The Last Word

Pictured launching CATEX 2021 are Nadine Blount, Aramark; Sean Martin, Bunzl; Brendan O’Neill, Panel of Chefs; Oliver Kenny, Calor and Sinead Connolly, Head Chef, Avoca

CATEX CATEX is finally set to open its doors this November in Dublin’s RDS

40

HOTEL

is back!

O

wned by the Irish Foodservice Suppliers Alliance (IFSA), CATEX, supported

by Bunzl and Calor, is returning to the RDS Simmonscourt from the 2nd to 4th November. As one of the first trade exhibitions to open its doors, the return of the event comes at a time when businesses within the hospitality and foodservice industries are focused on rebuilding. Organisers say this year’s event is firmly focused on helping delegates navigate the new world with solutions, trends, cost savings and new products and services.

“For over 50 years CATEX has been the cornerstone expo for the foodservice, catering and hospitality industries in Ireland. Needed more than ever before, CATEX is crucial for galvanising the industry and driving new business for exhibitors,” said Patrick Clement, Chair, IFSA. Home to the Irish Brewers Competitions, CATEX 2021 will also present the Chef Culinary Competitions from Panel of Chefs, the Irish Village and The European

Speciality Tea Association. To address staff shortages in hospitality, a new CATEX recruitment hub has also been created. Aramark is hosting a Producer Showcase and Chef Network will be representing thousands of professional and student chefs at the event.

“We’re proud to have supported CATEX for many years, but even more so in 2021, following the unprecedented events of the last two years. As an industry, we’re stronger together and we’re delighted to see this event back in business,” said Sean Martin, Sales Director, Bunzl McLaughlin, co-sponsors of CATEX. Show co-sponsor, Oliver Kenny, Chief Commercial Officer of Calor Ireland said: “With the increased emphasis on sustainability and low carbon energy, Calor’s focus at CATEX 21 will be on helping businesses to transition to a more sustainable energy solution, with Calor lower-carbon and renewable gas products. We will be showing this support with a range of offers available at the event.”

This year, organisers are calling for the foodservice and hospitality sectors to continue to support fellow professionals in working together to move forward. “As an industry, we’ve never experienced such a turbulent time, but now it’s time to move forward with confidence.

For visitors, CATEX is serving up an incredible line-up of new products, services and knowledge that can really help businesses gain an edge as we build back better,” said Patrick Clement.

CATEX takes place from the 2nd to 4th November at the RDS Simmonscourt. Attendance is free, register at www.catexexhibition.com

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26/10/2021 12:51

Smart decisions. Lasting value.

Ireland Annual Hotel Industry Survey 2020 25 years as the benchmarking standard for the Irish hotel sector

Crowe is delighted to publish its 25th edition of the Ireland Annual Hotel Industry Survey.

This edition features financial and operating results for 2019 which will now represent the recovery target for the sector.

With over 80 years’ experience, Crowe Ireland is recognised as a leading specialist in the Irish hotel and hospitality sector.

Through our extensive experience and unrivalled local knowledge, we can provide impartial expert advice on hotel, tourism and leisure projects at every stage of the lifecycle.

To find out how we can help your hospitality business succeed, contact: Aiden Murphy, Partner E: aiden.murphy@crowe.ie T: 01 448 2200 The 2020 edition of the Hotel Industry Survey is available to order for €200 by emailing sinead.orouke@crowe.ie

Audit / Tax / Advisory

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www.crowe.ie

26/10/2021 19/10/2021 14:32 09:50

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