HOTELSCOTLAND ISSUE 32 MARCH 2021 ISSN 2515-8287
INTERVIEW
TANJA LISTER KYLESKU HOTEL GRAEME GIBSON
OBITUARY
S P E C I A L I S T S I N L U X U R Y H OT E L TO I L E T R I E S www.aslotel.co.uk 01372 362533 asl@aslotel.co.uk
CONTENTS
4 NEWS 8 WHAT’S NEW 9 BE SEEN, BE SAVVY BE READY BY SUSAN BLAIR
10
TANJA LISTER
T
WELCOME
omorrow will be a big day - it’s when Nicola Sturgeon hopefully will give us all more clarity on the way ahead. Tanja Lister is keen, as are most of her colleagues in hospitality, to get a definitive date - even if it has to change. Read what she has to say on page 10. Even though we are in lockdown there is plenty of refurbishment work going on. Take a look at voca@Grand Central and The new Moxy in Edinburgh. Alastair Roy fills us in on Automatically renewing contracts while Susan Blair give some advice on what you should be doing to market your hotel ahead of reopening. This month we have an obituary for Graeme Gibson, the GM at Yotel, who was much-admired and loved by his colleagues, friends and family. He died on the 26th January. His death leaves a big gap in Scottish hospitality. It is on page 23.
10 INTERVIEW:
TANJA LISTER
23 DESIGN:
THE MOXY VOCO
23 GRAEME GIBSON OBITUARY
14
VOCO @GRAND CENTRAL
Until next month. Susan Young Editor
23 IO
GRAEME GIBSON OBITUARY
HOTELSCOTLAND Published by Media World Limited t: 01560 600585 e: news@mediaworldltd.com w: hotelmagazinescotlandnews.co.uk
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HOTELSCOTLAND • 3
NEWS
MARINE & LAWN HOTELS - THE NEW HOTEL COLLECTION AIMING TO CAPITALISE ON GOLF Marine & Lawn Hotels & Resorts is a new collection of Scottish luxury hotels which includes in its portfolio Rusacks St Andrews in St Andrews, the Marine North Berwick and the Marine Troon, which although reopening this year, will officially join the Marine & Lawn collection in 2022, when its renovations are all fully completed. The hotels will offer handcrafted experiences rooted in service and prime access to Scotland’s most prestigious golf courses. The brand has also partnered with restaurant developer, White Rabbit Projects, who will launch and run all food and beverage outlets at Rusacks and Marine North Berwick. Each hotel will offer distinct destination dining options. White Rabbit Projects is the group behind behind including Kricket, Lina Stores and Island Poké. It will use local suppliers throughout Scotland, and its range of culinary offerings will encompass restaurant, bar and café concepts as well as a standout rooftop bar and restaurant at Rusacks St Andrews that will overlook the world famous Old Course and West Sands Beach. The newly renovated Rusacks St Andrews will open in June 2021 with 123
guest rooms, as well as a range of culinary offerings, including a traditional Scottish pub and the rooftop bar and restaurant The renovated property includes a 42,000 square foot expansion which will house additional guest rooms and the rooftop concept. The Marine North Berwick will open in June 2021with 84 guest rooms, two food and beverage concepts and 6,000 square feet of flexible meeting and event spaces. The hotel will also offer a spa, pool and fitness centre. As part of a comprehensive interior and exterior renovation, the ‘Grand Old Lady’ will be restored to her former glory as a luxury landmark on Scotland’s Golf Coast. The hotel overlooks the 16th hole of the historic West Links course at North Berwick Golf Club and boasts scenic views of the Firth of Forth and Bass Rock. Marine Troon on the Ayrshire Coast will be open throughout 2021, but will officially join the Marine & Lawn Collection in 2022. With 89 guest rooms, the hotel will offer two unique food and beverage concepts, expansive meeting and event spaces and a new fitness and leisure centre with an indoor pool, squash court, sauna and steam facilities..
A new Premier Inn hotel for Hamilton The new Premier Inn at Hamilton, on the site of the former Hamilton Town Hotel, will offer 96 bed rooms and a Beefeater restaurant when it opens later this year . The new Hamilton hotel is one of four new Premier Inn hotels that will open their doors to guests in Scotland this year, adding more than 550 new bedrooms into Premier Inn’s growing network and creating around 150 new year-round jobs. Alongside the Hamilton Premier Inn, the new openings include a new super-sized Premier Inn in Glasgow city centre, a new hotel on Edinburgh’s Princes Street and the most northerly Premier Inn in the UK at Thurso in the Highlands. 4 • HOTELSCOTLAND
CAMERON HOUSE FINED £500,000 Cameron House Resort (Loch Lomond) Ltd, owner of the five-star Cameron House Hotel located near Balloch, has been fined £500,000 for fire safety failings which led to the deaths of two guests Richard Dyson and partner Simon Midgley staying at the premises in late 2017. Further, an employee of the company has had an 18-month Supervision Order imposed as well as a Community Payback Order and has also been instructed to carry out 300 hours of unpaid work after admitting Health and Safety failings which started the blaze. Alistair Duncan, head of the Health and Safety Investigation Unit,went on to state, “This incident should serve as a stark reminder to other companies that failure to implement the necessary fire safety measures can have terrible consequences.”
NEWS
Hotels currently for sale include the Arisaig Hotel overlooking Loch nan Ceall. It has13 en-suite bedrooms and service areas like a covered decking outside for up to 50 guests. . They are accepting offers over £860,000 for the freehold. The St Olaf Hotel at Cruden Bay is also up for sale marketing by Christie & Co. The hotel has five en-suite bedrooms, a reception hall including a spacious lounge, restaurant, breakfast room, and public bar with a separate entrance. The business is on the market at an asking price of £450,000 for the freehold going concern.
Hospitality bodies put forward tweaks to levels to save jobs Five of Scotland’s hospitality bodies have collectively presented the Scottish Government with an updated Level System for its Strategic Framework which would allow 60,000 hospitality workers to retain their jobs and which would also contribute £1.2bn to the Scottish economy. The proposed series of small tweaks to the current levels system would allow the sector to meet both public health and economy objectives as strict COVID measures would remain in place. For instance in Level three currently inside and outside there is no alcohol allowed, 5pm is the last entry and there is a 6pm close. The trade bodies asks are suggesting that inside: . Alcohol only with a meal Last entry at 8.30pm - Two-hour time slots - Closing at 10.30 - Seated consumption only - No queuing Outdoors - Alcohol permitted - Last entry at 9.30 - Closing at 11.30 - Seated consumption only - No queuing The trade bodies who have forward the proposals include the Scottish Hospitality Group, UK Hospitality Scotland, Scottish Licensed Trade Association, Night Time Industries Association and the Scottish Beer & Pub Association and the plans been submitted to the Scottish Government, mirror the reopening plans for England as closely as possible, with the stripping away of additional
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restrictions such as a curfew and serving alcohol only with a meal. They have backed up their proposal with research from leading economic consultancy, BiGGAR Economics. Their figures show that under the current Level 3 restrictions, 54% of hospitality businesses could be operating, which generates a turnover of £269 million and supports 21,900 jobs. If the government was to open with the proposed Level 3 industry change, 73% of businesses could be operating, generating a turnover of £927 million and supporting 53,300 jobs. Graeme Blackett, Director of BiGGAR Economics, said, “This study highlights the severe negative economic impact that the COVID-19 lockdown has had on the hospitality sector.” He adds, “It also demonstrates that the changes to the restrictions in the level system that the hospitality sector has proposed, can place the hospitality sector and the wider food and drink supply chain in a much stronger position. Adjustments to the restrictions could get thousands of people back to work and allow the sector to generate turnover and contribute significantly to the public finances in the coming weeks and months.” BiGGAR Economics’ study also found that under the newly proposed Level 2 changes, 91% of businesses could be operating, which would generate a turnover of £1.2 billion and support
68,000 jobs. This is compared to current Level 2 restrictions in which only 73% of business could operate, generating a turnover of £634 million and supporting only 34,900 jobs. Stephen Montgomery, Group Spokesperson for the Scottish Hospitality Group, said, “We hope that this latest research will give the Scottish Government the push to re-address the current levels system which has unfairly targeted our industry since last year.” Willie Macleod, Executive Director, Scotland for UK Hospitality (UKH) said, “The plan for reopening Scotland’s economy has to acknowledge that hotels, bars and restaurants are still at severe risk and must place the survival of our sector, which will be integral to the economic recovery of the country, at its heart. The report from BiGGAR Economics shows how the reopening of hospitality venues can secure jobs, kick-start the vital supply chain and ensure that public health remains a priority.” Mike Grieve, Chairperson of NTIA Scotland said, “We strongly urge the First Minister to act on the proposed revised levels as outlined in the Hospitality Joint Association letter, and to engage in discussions with the group to find solutions appropriate to the needs of all hospitality businesses as a matter of urgency.”The priority must be to set a clear roadmap out of lockdown as vaccination levels rise and hospitalisation rates drop.” HOTELSCOTLAND • 5
NEWS
TORRIDON PICKS UP ACCOLADE BEST RURAL HOTEL The Torridon at Wester Ross has been named as the ‘Best Rural Hotel 2020’ at the Food and Travel Magazine’s Reader Awards. The awards celebrate the best in the hospitality and travel industry from around the world, with winners from Italy, Vietnam and Switzerland, alongside the UK. Food and Travel Magazine readers shared their thoughts on everything food and travel related, including hotels, destinations, chefs, restaurants, cruises, cookery schools and books. The award win comes after another successful year for the hotel, following The Torridon being named No. 23 in the UK in the Condé Nast Traveler Readers’ Choice Awards.
Earlier this year, the hotel joined sustainability initiative NOW Force for Good Alliance, as part of its ongoing commitment to reducing its impact. Dan Rose-Bristow, co-owner of The Torridon, sa, “We are delighted to have been awarded the Rural Hotel of the Year award. Thank you to all of our guests and the readers of Food and Travel magazine who voted for us. I’m incredibly proud of our hard-working team who have once again shown their amazing approach to providing the best in Scottish hospitality. This award inspires us to keep creating the exceptional and memorable experiences of escape and adventure that our guests appreciate.”
THE SCOTTISH TOURISM ALLIANCE, the leading representative body for the tourism sector in Scotland has announced details of its first STA virtual annual national conference. Entitled ‘Looking Forward…’, the event will take place on WEDNESDAY 24TH MARCH from 1000-1300 and has been structured around the ‘Outlook 2030’ tourism strategy themes of sustainability, experiences, people and place to offer delegates the most relevant insights to enable effective recovery. iMarc Crothall, Chief Executive of the STA said,
“Scotland’s tourism industry has changed so much from everything we knew as a result of the pandemic; our ‘new world’ will look entirely different, as will Scotland’s tourism product and the way that people choose to experience our vast and varied assets so it’s absolutely vital that we bring all sectors within the industry the most up to date insights and inspiration to guide them towards and indeed through recovery. We would normally host a 600 delegate conference at one of Scotland’s largest venues so this feels very new for us to be doing but hugely exciting and represents a valuable opportunity for people from all types of tourism business in Scotland to come together for a morning to network, hear the most important insights and really importantly, be inspired and energised to move forward.”
THE COLONSAY HOTEL SEEKS A DISCERNING BUYER
IF YOU HAVE ANY NEWS LET US KNOW. EMAIL US AT: NEWS@MEDIAWORLDLTD.COM
6 • HOTELSCOTLAND
The Colonsay Hotel, the only hotel on the Isle of Colonsay has been put up for sale. The hotel, which has stunning views, has nine boutique-style bedrooms and suite, along with a bar, conservatory, and dining room and extensive outbuildings and separate staff accommodation. It is on the market with a guide price of £650,000 for the freehold going concern and is being marketed through Christie & Co. Current owner Jane Howard, who took over the hotel in 2005 comments, “It presents a fantastic opportunity to build on an already successful business and take it to the next level on one of the most beautiful islands in the world! The Isle of Colonsay is becoming more and more desirable as a unique tourist destination for guests looking for remote and beautiful
landscapes, beaches, ancient history and stunning wildlife. The hotel offers the most comfortable and welcoming base to enjoy the island and huge potential to develop its offering.” Colonsay is renowned for having the longest hours of sunshine and the best white sandy beaches in all of Scotland, making it a highly popular holiday destination for families and outdoor enthusiasts. Brian Sheldon, Regional Director, Hospitality, at Christie & Co, who is handling the sale adds, “As the island’s only hotel and pub, the business enjoys excellent occupancy as well as good levels of local trade and is considered to be the hub of the island’s social life. We believe this will be a very successful business for a buyer going into 2021 and beyond.”
NEWS
MORAY PROJECT GETS £100,000 HIE FUNDING xHighlands and Islands Enterprise (HIE) has backed a new luxury venue and holiday accommodation venue in Moray to the tune of £100,000. The project, by Rothes Glen Limited (RGL), will create up to ten new fulltime equivalent jobs in rural Speyside. RGL bought the property in 2019 to convert it from a private home into a high-end exclusive use venue with world-class hospitality aimed at attracting malt whisky connoisseurs. The HIE funding will go towards the £0.5m final phase of the alterations, which are due to be completed by the middle of 2021. Thereafter the business will offer private luxurious malt whisky-themed holiday experiences as well as hosting high-quality industry events..
UNIVERSITY LOOKS TO CREATE GENERATION OF ECO CHEFS Glasgow Caledonian University is looking to help create a new generation of chefs in a bid to curb the devastating impact food waste has on the environment. The University has been awarded funding to develop an online training course for young people working as apprentices in the hospitality and restaurant sectors. The idea is to develop chefs who are aware of the impact food waste has on the environment and who can then implement practices in the kitchen to tackle it. Academics are developing an online tool to deliver the training, which the young chefs will work through with their employers. The two-year Europe-wide project, which has received £180,000 funding from Erasmus+, is being led by Professor Jim Baird and Dr Charles Russell. Professor Baird said: “Sustainability is an emerging concern in the sector, and any avoidance of waste, in preparation or on the plate, can have a significant impact on the environment and climate change. We are therefore developing a piece of online software that allows a young person working in a kitchen to develop an action plan that will minimise food waste. “Young people straight out of school don’t necessarily possess the skills needed right away to think about how they might work differently, so our tool will be there to help them think about how they are going to go about their work in a sustainable way.”environmental damage.”
Links House at Royal Dornoch raises cash for cancer The five-star Links House at Royal Dornoch, previously voted the sixth top hotel in the UK – has raised more than £2,400 for charity Hope for Tomorrow at a recent charity auction. The hotel donated “The Ultimate Luxury Highlands Weekend” at a recent “Aston Martin, Go Behind the Scenes, Get Behind the Wheel” fundraiser. It is providing
accommodation in their bespoke penthouse apartments, The Mallart, dinner on both nights in Dornoch’s Courtroom Bar & Brasserie and Links House’s soon-to-debut signature restaurant, Mara. Hope for Tomorrow is charity which organises bringing cancer care closer to patients home via Mobile Chemotherapy unit (MCCU)..
HOTELSCOTLAND • 7
BE SEEN, BE SAVVY, BE READY BY SUSAN BLAIR - DIRECTOR 24 KEYS
I
f there was ever a caveat to write during this time it’s this… At the time of writing this article, the powers that be at Holyrood had given little info on the road map for the hospitality industry. Yup, not exactly helpful BUT we know now that there is a bright light at the end of the very dark tunnel we’ve been in. So, with that in mind, how do you prepare ahead of restrictions being lifted whether you are a small privately owned hotel or a 5 star global chain? A bit like the Boy Scout’s motto – BE PREPARED. We are anticipating a nice surge in bookings across Scotland. And why not? It’s the land of beautiful scenery, plenty to see and do, some of the best beef and seafood in the world topped off with buzzy bars, restaurants and of course great hotels to stay in. So, with that in mind, here’s some trick and tips to think about in the next few weeks so that you are ahead of the game. We all know this is a crowded market place. So, you need to stick your head above the parapet and be seen. Many hospitality places have fallen silent during lockdown but you need to start ramping up your content on social media and engage with your potential customers. Whilst hotels are starting to see a surge in enquiries and booking for late Spring and Summer, you don’t want to be on the backfoot when others are filling up. For hotels that have little budget to spend on PR and marketing there is still plenty you can do. If you aren’t already on Google My Business, create an account and upload as many good quality pictures as you can. Make sure all your social media descriptions and Linkedin info is up-to-date and that any Google and Trip Advisor reviews are responded to that you received during lockdown. Think about who your target customer is and imagine yourself in their shoes. Take lifestyle images around your hotel so that people get a clear idea of what they can expect when they arrive. Soulless pics don’t do much, so set tables with beautiful crockery, flowers, drinks. Take pics of bedrooms set ready and cracking views from windows if you have that luxury. Start promoting your property on Instagram stories, refresh your website with new images and tag your local tourism company on Twitter in the hope that they might just retweet it. Also, think about the best post you can use to promote your property and then use the ‘Boost’ facility on Facebook.. You can set a small budget and reach a demographic in a geographic area that may not have heard of you before.
For larger hotels start thinking about newsletters to your database with a re-opening date and any offers you have put into place. If funds allow, kickstart your digital marketing campaigns - Google Ads campaigns and Facebook advertising will prove invaluable in reaching new audiences. Think about your USP and what you can promote with a press release or on social media.The press have been bereft of good news stories, so coverage has been bleak, especially for the hospitality industry. So, get your PR company to start working on potential press coverage. Start brain-storming ideas with your teams and create a strategy for re-opening. We have one hotel client that re-opened last July with stunning luxury outdoor dining domes. They’ve proved to be a huge hit and gained them publicity all over the UK. Another client has created a new rooftop bar with views to Edinburgh Castle, ready to capitalise on guests looking for that trendy, buzzy spot to enjoy a sunset drink. Again, press coverage has been extensive, so keep thinking about what might get you some column inches. Get your packages ready for staycations and look at collaborating with other businesses on your doorstep to create something a little different. Is there a drinks company you can collaborate with, a distillery or a tourist venue that might work with you on teaming up and offering packages? Again, this might be worthy of a press release dependent on what you have managed to bag. This is also a great time to be updating your menus with the new season ahead and uploading to your website to whet the appetite of potential guests. Showcase local fresh produce and food and drink companies you are working with on your social media channels and website. This is about collaborating and working together – you need them and they need you. So, hopefully there will be a more of a road map coming up soon giving hotels the chance to prepare for re-opening because as we all know, it doesn‘t just happen overnight. Whilst it has all been about ‘Stay at Home, Stay Safe, Save Lives’, for the hospitality industry it’s now about ‘Be Seen, Be Savvy, Be Ready.”
https://24keys.co.uk Susan Blair: Director at 24 Keys. A digital PR and marketing agency for hotels and food and drink companies. HOTELSCOTLAND • 9
INTERVIEW
VIEWING UP AN OPENING DATE T
The Kylesku Hotel in Sutherland is an old coaching inn which dates back to 1680 that has been transformed by owners TANJA LISTER and SONIA VIRECHAUVEIX. It is located in a sparsely populated area in the southwest of Sutherland, lying north of Ullapool on the shores of Loch Glencoul and Loch Glendhu. SUSAN YOUNG caught up with co-owner Tanja Lister to talk about how the last 12 months had impacted the business and more, much more.
10 • HOTELSCOTLAND
anja Lister and Sonia Virechauveix have owned the Kylesku Hotel in Sutherland for the last 12 years having relocated from London and sold all their belongs to start their Scottish hospitality journey. Tanja was familiar with the area because she had spent holidays in the Highlands with her father although she is quick to point out that it is surprising she fell in love with it. She tells me, “I often came here as a teenager to camp with my dad in a two-man tent and I fell in love with Scotland despite my dad’s snoring and the midges!” Today Kylesku Hotel is an award-winning hotel, and its owners are very much part of the fabric of Sutherland and the Highlands combining their roles as hoteliers with an ambassadorial role for hospitality and their specific geographic area. Therefore I wasn’t surprised to see Tanja spearheading an initiative a few weeks ago to get the First Minister to set an indicative date for the reopening of hospitality. Her move came shortly after the First Minister’s update on the Strategic Framework on the 23rd February, which left the industry in limbo. Within a few days, Tanja had 80 of her industry colleagues on board, including Edinburgh’s Prestonfield
House Hotel, Mackays Hotel in Caithness, east Lothian’s Duck Inn, Knockendarroch Hotel in Perthshire, Chester Hotel in Aberdeen, Kinloch Lodge on the Isle of Skye, Cromlix in Perthshire and the Auchrannie Resort on Arran, and more than 3,000 people signed a petition over three days. Tanja says, “Although there has certainly been a change in the mood music since then we still do not have an indicative date. I am of the firm belief that not setting an indicative date is less helpful than setting one. I understand that the First Minister believes that by not setting a date for re-opening she is not giving false promises and that the preference is to give a fixed date when she can. It is more important for us to have it the other way around. We need an indicative date, which we know could be changed because we need to communicate with our team and our customers. “It could be a misjudgement on her part, although I do think she has been doing her utmost to balance the complexity of the pandemic. I wouldn’t want to be the person who has to makes decisions about swathes of society that I don’t have personal experience of. “An indicative date is not just important for people, morale and hope but it is also important for us to communicate with staff, suppliers and guests. Take recruitment – if you
were looking for a job in hospitality for the season, and you don’t know when Scotland is going to reopen, you will take what is offered elsewhere. It is the same story with guests - if England opens first people will go there and this will leave us with all sorts of problems. We need to know what restrictions will look like and what travel arrangements will be allowed. A friend of mine came up with a nice sporting analogy- it’s like being sent on the field to face the bowler with your captain breaking your bat just before you take to the field!” She adds, “Certainly there has been a lot of noise about the plight of our industry, but the decision to keep hospitality shut has been a trade off to allow other parts of society to function. Whilst I think these priorities have been right, the conversation has often been overly simplistic. Billing it as ‘lives vs livelihoods’ is not a fair or just continuum. It is a multidimensional problem. Because of the immediacy of the need to deal with the health crisis and the awful human cost, it has at times felt as though we haven’t had permission to talk about our concerns for our teams, our businesses and livelihoods. If we do, we risk being branded as greedy or money orientated and that is completely missing the point. There are real long term implications of these decisions too- many of them also health related.
While Tanja and Sonia are itching to get back to business, Tanja believes the last 12 months will have a lasting impact on the two of them for many reasons. She tells me, “I had a feeling back in January 2020 that this was serious. At the time people were talking about it on TV, but it didn’t feel like a big deal initially, however it got worse and worse. The run-up to the closure on the 23rd March was very stressful. In some ways when we got shut down it was a relief as more and more people were cancelling their bookings, and we were getting last-minute bookings too. The amount of churn was incredible. Suddenly everyone started to panic and there was a lot of fear in the community and a lot of pressure to shut. I remember trying to get hold of our MSPs to ask whether we should be shutting or staying open? “When we did shut and the financial support was there we were able to breathe again. We knew it would see us through and allow us to keep our team. We furloughed all but five, who joined too late. We thought it would take a couple of months and then it would all be over. We appreciated it was a health emergency and it was serious, but you can’t help worrying would we lose our business? Would we survive it from a health point of view? This was compounded by fears for our parents who
“When we did shut and the financial support was there we were able to breathe again. We knew it would see us through and allow us to keep our team.” HOTELSCOTLAND • 11
INTERVIEW
were in the vulnerable group – and who were scattered across Europe and all living on their own, except for my dad who lives here.” The first lockdown, although a shock at first, allowed the two to appreciate their surroundings even more. It was just as well because when Kylesku reopened it was full on. Tanja comments, “When we reopened in July, we thought it had been pretty stressful but that it could have been a lot worse.” She smiles, “Reopening was crazy. I have never seen anything like it. People had been cooped up in towns and cities and they wanted fresh air. We realised that the hotel would be busy because of the bookings, but with only 11 rooms, that didn’t give us an indication of how busy the restaurant would be. And because we didn’t know that it was difficult to gauge how many staff we needed to recruit so we decided to open as if it was late May... we were almost spot on. It was a good guess. But then every week the business racked up a bit more. “Last time round it was the most wonderful thing during the first few weeks of re-opening to see our regular guests and to be able to welcome them back before it got so busy. That first week there was a real sense of joy. “However by August we were recruiting left, right and centre. The extra work with the cleaning and the protocols we had put in place, and answering the phone all put pressure on us. We actually had to do shifts when it came to answering the phone because it rang all the time. We had to have someone permanently on the door to manage people coming in. “In August we are usually busy, but with Eat Out to Help Out people were queuing all the way down the road. “The team were absolutely fantastic – I couldn’t think of a better team of people to work with. They hadn’t done much work for 4 months and they hit the ground running and excelled. 12 • HOTELSCOTLAND
“When we closed in November we had a management team debrief mainly because we had been so busy none of us had been able to really do anything other than react to the situation we were in. It was only afterwards that we appreciated the enormity of what had been achieved.” Tanja and Sonja are used to having a busy business, in fact, the last few years have been really good for Kylesku because of the success of the North Coast 500 route. It was just as well they had extended the hotel a couple of years earlier. The number of rooms increased from 8 to 11 and they rebuilt the restaurant to make the most of the hotel’s fabulous views. The restaurant went from 50 to 100 covers and they opened a great outdoor area too. Says Tanja, “The success of the NC500 literally changed our business overnight. I think there has also been an increase in the popularity of areas like this which are wild and coastal. Assynt is one of the very rare places with an amazing vibe. You can clear your mind here and recharge. Within 15/20 minutes of guests arriving their stress falls away. There had been plans to make the most of this and open the hotel all year round. But says Tanya, “Obviously we weren’t going to do that in 2020- hopefully this year!. It would allow us to sensibly extend the scope of our business. She also believes that the Highlands are in a good position going forward. She believes tourism will keep growing in the area, although she believes there is a need for a conversation across their community about how to shape it proactively, rather than just allowing the demand for tourism to shape the agenda. She says“We need to find ways of doing that and we could make it quite groundbreaking especially around the green and sustainable agenda. “It is easy to think there are too many tourists when it fact it was there was too
many for the facilities. But now, for instance, Highland Council is investing in a £1.5M project to ensure better management of tourism and more provision of bins, toilets and camper van services.” When hospitality shut down at end of the season in the Highlands it was nearly at zero Covid – but by early January the area had nearly one of the highest growth rates. Tanja puts this down, in part, to hospitality being closed. She says, “Suddenly there were no more safe environments for people to socialise and meet up in. There is, as we all know, very little evidence to suggest that hospitality is a real spreader of the virus. Any environment that has a bunch of people together presents itself as more of a risk but when you apply that to the real world what does that look like? We put time, effort and training in to get it right. I have to admit, I was scared when we first reopened. I thought if I am responsible for bringing the virus up here it would be terrible. So it was a real kick in the teeth to be permanently labelled as being a high-risk environment. “Safe hospitality has a real part to play in helping mitigate the virus. If people can’t meet in a bar or hotel or cafe there is a higher chance that people will meet in each others homes and that is infinitely riskier. Did the government get it right? Only time and the benefit of hindsight will tell.” When the hotel closed back in November they did think they would be back open in time for Easter. Says Tanja, “We thought maybe mid-March at the latest. We didn’t see the First Minister’s announcement coming. It was a real body blow.” It was this announcement declaring there would be no definitive date for re-opening that led Tanja to write, with the support of 80 fellow hoteliers, to the First Minister. She tells me, “It is just the sheer lack of clarity which causes the problems on all fronts, and not just for the immediate future, but for
SONIA VIRECHAUVEIX the whole season – particularly with England having some indicative dates. How can anyone have any confidence that they will be able to have a holiday here? They are not even able to hedge their bets. To my mind even having an unambitious date (end of May/June) would be preferable to having no date at all. If the date has to change we could pick off weeks at a time – the churn at that point would only affect people in these weeks, not the whole season. Here in the Highlands if we don’t have a good summer what will happen when we close at end of Autumn – many may not have the money to reopen next year!” Although Tanja and Sonia are desperate for an opening date – and are worried that they will lose custom without this date - their guests are being very supportive. Some making multiple bookings. Tanya smiles, “We have had the most encouraging emails – random and out of nowhere. People wrote to us saying “just thinking about you’ and some said they couldn’t bear it if Kylesku didn’t survive. “I think one of the positives that has come out of all of this is that people now realise how important hospitality is and how good the kind of space and environment is for them and their mental health. This makes me think that the future for hospitality is good. “Another good thing, and one of my biggest frustrations until now, has been that hospitality
and tourism were not taken seriously as a career option. I can’t think of another industry where you are around people for so long and in such a fast-paced environment. The life skills you learn on the job are enormous. Without a doubt having hospitality experience on your CV is a real benefit.” Here Tanja is speaking from her own experience - it was never suggested to her as a career option - instead, after graduating she joined Waitrose as a graduate trainee. Sonia on the other hand comes from France where hospitality is considered a good career, although she also worked in retail. Tanja puts their purchase of Kylesku down to serendipity. The two, who loved Scotland, had been wondering how they could combine their love of the country with a livelihood, and had been travelling in Europe. Tanja takes up the story, “For some reason, I saw an advert for the hotel. Sonia had always wanted to go back into hospitality and I wanted a break from the corporate world.” She continues, “We sold everything. It was just after the last financial crisis in 2009, and it was difficult to get a mortgage with banks requiring high deposits. Luckily my father joined us too – we literally sold everything and move here. Normally I am risk-averse, and I didn’t like putting all my eggs in one basket. I thought if we fail we are in real trouble – we could be living in a cardboard box under
Kylesku Bridge.” The two didn’t fail, in fact just the opposite. The business has thrived under their ownership. Tanja says she knew they were on the right track when they started getting repeat guests, “I think for me it has always been a real joy to see our guests coming back, especially repeat guests. That’s when you know you have it right. That feels amazing.” Tanja is looking forward to seeing some of these guests as soon as possible. She is quietly confident that, vaccines allowing, summer could see things back to normal. “I would hope by the middle of May we could see a reopening of the largest chunks of our industry and for those who have had it even toughe, like clubs and events, I hope they can get underway in the summer. By June we could have vaccinated all our adults, and that should make things a whole lot easier. If scientists are already adapting the vaccines, surely we can be gradually back to some kind of normal trading by late summer?” She concludes, “We have all been through the mill, but we will get back on our feet and dust ourselves off - tourism is at the heart of what we do, and as a country, we do it so well. We can’t wait to get back to it.” Here’s hoping that Nicola Sturgeon and her ministers now get it right, and put an indicative date down and allow Kylesku, and the rest of hospitality, to get back to it! HOTELSCOTLAND • 13
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BEWARE THE AUTO RENEWING CONTRACT
BY ALISTAIR ROY, ARO PROCUREMENT
T
he Auto Renewing Contract, sometimes referred to as a Rolling or Evergreen Contract, is a supplier contract which automatically renews after the initial term. The small print in the contract would typically stipulate that notice has to be served in a specific timeframe and often in a very prescriptive form, otherwise it will automatically renew. Although the contract’s terms and conditions section usually includes all the necessary wording explaining the ramifications of not serving notice at the appropriate interval, it is probably not explicit enough to act as a red flag for those signing the contracts on behalf of their companies. The auto renewal term is sometimes for an additional 12 months but it is not unusual for the renewal to apply to the same time period as the Initial Term. This means a 36 month Initial Term contract could quite feasibly rollover for another 36 month period if notice is not served on a timeous basis. If a supplier is performing well and you are satisfied with their service and quality, it is perhaps not a huge issue. However, with an auto renewing contract, the balance of power rests with the supplier and they are able to increase costs for the new term without much regard to you as the customer. Although this is probably not a good long-term strategy on behalf of the supplier in the spirit of good customer relations, as the contract is binding, it can quickly become a rather unattractive proposition. This is particularly true if you know that there are alternative suppliers offering the same or improved service and quality levels at a lower cost. The scenario whereby you still require the product or service and the contract auto renews is frustrating to say the least. However, it is a whole lot worse if you decide that you no longer wish to use the product or service in your business. You then find that not only does your agreement not allow you to cancel at will, you get the double whammy that your contract
has auto renewed because you have missed the deadline to serve notice. The opposite of a warm, fuzzy feeling will soon descend upon that discovery. These clauses may be present in various contracts but are notable in relation to the provision of services such as IT systems and Facilities Management related service contracts. It would be great to say that the clauses are unenforceable but that it not the case. Wrongful termination of a contract during a renewed term could give rise to a claim for damages for breach of contract and there may be already be a provision in the terms and conditions which dictates how much will become due in the event of an early termination by the customer. It is best to avoid this course of action. If a supplier is not performing, there will be remedies available to the customer contained within the contract. However, these should not be relied on to extricate your hotel, bar, pub or restaurant from an auto renewing contract simply because you do not want to renew. The best way to avoid an automatic renewal clause is not to enter a contract that contains such a clause in the first place. Read the terms and conditions and if an automatic renewal clause is included as part of the standard terms and conditions, seek to have the clause removed. Most reasonable suppliers will be willing to do this. Failing that, ask the supplier to write into the contract that they are obligated to remind you in advance of the contract end date to serve notice at the appropriate timescale. It is worth setting up diary reminders for all contracts to ensure notice is served and also check the form the notice should take – if it states that it should be served on blue paper and you serve it on pink paper, the supplier can reasonably reject your termination notice.
If you require any guidance on auto renewing contracts, please contact alastair@ aroprocurement.com HOTELSCOTLAND • 15
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MOXY EDINBURGH FOUNTAINBRIDGE
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oxy Edinburgh Fountainbridge has opened its doors in the Scottish capital’s new urban quarter. The anticipated opening marks Moxy Hotels’ second hotel in Edinburgh.
serve Scottish and International craft beers, with a quirky list of brews not often found on the high-street, as well as tapas bites and speciality cocktails. Locals and guests can also expect to enjoy seasonal screenings from the bar’s built-in cinema.
Centrally located on Freer Gait, Moxy Edinburgh Fountainbridge has 262 guestrooms and a stylish rooftop bar with stunning views of Edinburgh Castle.
Moxy’s signature playful touches can be found throughout the hotel. Upon arrival, guests will check-in at the ground floor bar where they will be greeted with a complimentary cocktail. The ‘Now’ communal hangout areas will include a chillout zone where guests can cosy up next to the fireplace. The stylish and affordable rooms come equipped with the latest technology and furiously fast WiFi. The hotel also has two high-tech meeting rooms and a 24-hour fitness centre for inspiring workouts.
The hotel’s contemporary interiors play on the building’s history as it has been built on the former site of the renowned Fountainbridge Brewery. Oversized beer tanks take centre stage in the lobby, with beer lines strategically located throughout the social public spaces. The rooftop bar and terrace will
HOTELSCOTLAND • 17
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voco® Grand Central
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BY SUSAN YOUNG The iconic Grand Central Hotel in the heart of Glasgow has completed a multi-million-pound refurbishment to become one of Scotland’s first voco™ hotel, as part of the IHG Hotels & Resorts group. The hotel will welcome guests who need to travel (in line with Scottish Government’s exceptions and guidelines) as voco® Grand Central, Glasgow from March 22 2021, a whole year after the hotel closed due to Covid 19, forcing them to delay their 2020 rebrand plans. The expansive refurbishment updating 230 bedrooms, meeting rooms and reception areas has enhanced the historic charm and existing grandeur of the Grand Central Hotel with bold branding and a distinctive new identity. A contemporary
fresh look, drawing on a palette of rich golds and royal blues compliments the original Victorian architecture throughout the 19th century great British railway hotel and preserves memories of the hotel’s golden age, the stories of which are much loved by visitors to the hotel and Glaswegians alike. A new gallery wall featuring artworks created by the Scottish public which remembers many of its celebrity guests including John F Kennedy and Frank Sinatra will open for the public to enjoy for the first time. voco™, inspired by the Latin meaning ‘to invite’ or to ‘come together’ offers an unstuffy service style, perfectly matching the people of Glasgow’s warm and welcoming nature. Guests can anticipate thoughtful touches throughout their stay
which capture the character of the city and the hotel, including a locally-inspired welcome treat of homemade Scottish tablet and dedicated voco™ hosts available throughout the guest’s stay as resident experts. The voco™ Hotels brand is built on sustainability. Guests can sleep easy knowing everything from the super comfortable bedding to the locally sourced ingredients on the menu are intended to reduce impact on the environment. Each bedroom benefits from new energy-saving conservation double glazing, aerated showers which save water and energy while enhancing the guest experience with improved water pressure, and the welcome introduction of air-conditioning. The beautifully refurbished bedrooms will also introduce super soft, high-quality bedding made from 100% recycled materials, with approximately 150 plastic bottles recycled per voco™ guest room. voco® Grand Central will remove miniature toiletries and move to largesize products meaning 80% less plastic waste a year. The hotel will also use glass water bottles in every room, saving on average 300 plastic bottles a year per guest room. For now until the end of lockdown the hotel will only welcome guests for essential travel. When the hotel is allowed to reopen for leisure, guests will enjoy the introduction of an à la carte and enhanced buffet breakfast in the elegant and much-loved Champagne Central. Overseeing the 20 • HOTELSCOTLAND
introduction and revamp of the new food and beverage options will be new Executive Head Chef Stewart Thompson, who joins voco™ Grand Central from McDonald Hotels. Paul Bray, UK Area Manager for IHG Hotels & Resorts North said: “We are very proud to be reopening our doors as Scotland’s first voco™ hotel. The rich history of this iconic building and the stories within its walls mean so much to many Glaswegians and guests who have visited the hotel, so we are delighted to be able to continue that legacy as a voco®.’ “We want locals as well as visitors to the city to be able to make memories here, whether it is an after-work drink, a long lunch or a weekend in one of the UK’s coolest cities.’ “The word voco is inspired by the Latin for ‘come together’ and that is particularly poignant to us. Post-lockdown, when so many of us have spent such a long time apart from family and friends, we hope many will choose voco™ Grand Central for those special moments when we can reunite and come together again and we can’t wait to have guests return to the hotel to enjoy our new facilities.” There are currently six voco™ Hotels open in the UK (18 globally) with a further 29 voco™ Hotels in the pipeline to open in the next few years, including voco® Edinburgh – Haymarket which is due to open later this month.
PEOPLE
CRERAR ADDS TO MANAGEMENT TEAM Scottish hotel group, Crerar Hotels, is further bolstering its commitment to the Scottish tourism industry by making two key signings that will assist them in preparing for the reopening of hospitality in the coming months. This follows a significant recent investment in its Isle of Mull and Glencoe Hotels, amounting to more than £3.5million. Alison MacLeod has been appointed as the Group’s Marketing Manager, whilst Jodie Wilson has come on board as Group Revenue Manager. Both will be instrumental in ensuring that the hotels and packages are perfectly suited to meet the needs of post-lockdown guests eager to get out and explore. Overseeing the marketing strategy for the group, Alison joins Crerar Hotels from her most recent position at the five-star Trump Turnberry Resort and brings with her a wealth of hospitality experience from positions across the UK and around the globe, including 8 years in Dubai and Abu Dhabi with Marriott International –
where she was awarded the Marketing Leader of the Year in 2016. With more than 15 years of experience in the hotel and leisure industry, Jodie will oversee the Group’s revenue team, having worked with some of the industry’s biggest names including Macdonald Hotels, Marriott International, the iconic Midland Hotel in Manchester, and the Specialist Leisure Group - where she was instrumental in transforming two of the properties into the UK’s first-ever Country Living Hotels in partnership with Hearst Publishing. The dedicated duo will ensure the Hotel Group is ready to welcome guests whilst firming up reopening plans to deliver a meaningful boost to tourism once travel restrictions are lifted. Crerar Hotel’s seven properties in some of Scotland’s most breath-taking locations include five luxury hotels and two idyllic inns. The portfolio includes Loch Fyne Hotel & Spa, Thainstone House, Oban Bay Hotel, Isle of Mull Hotel & Spa, Golf View, The Glencoe Inn, and Deeside Inn.
MURRAY THOMSON TAKES THE REINS AT DALMAHOY HOTEL & COUNTRY CLUB Murray Thomson, one of Scotland’s foremost hospitality professionals, has joined Dalmahoy Hotel & Country Club, as General Manager. Thomson, who has 30 years experience under his belt, takes over Alistair Kinchin who has retired after 18 years at the helm. Thomson will be responsible for the daily operations and strategic direction independently-branded resort, located on the outskirts of Edinburgh. The hotel, with 208 room and seven suites, boasts a fine dining venue, Pentland Restaurant; The Brasserie & James Braid Bar, afternoon tea lounge and a Golf and Leisure Club. Murray Thomson said of his appointment, “It’s an absolute privilege to be taking the helm of this flagship Scottish hotel at such a defining point in our collective history. We have a great team here at Dalmahoy so the immediate focus will be on reopening our doors and welcoming guests back in the hopefully not-too-distant future. I then hope to embark on a journey that will set the hotel up for more positive times to come.” While Kinchin said, “Passing the baton to someone of Murray’s calibre and standing in our sector is a real triumph - his vision and style will continue to help
cement our reputation as one of Scotland’s leading leisure and golf resorts. I have no doubt he will be able to confidently steer the business through one of the most challenging times the hospitality sector has ever seen.” Thomson has worked with some of Scotland’s top hotels including The Balmoral in Edinburgh, and most recently Blythswood Square in Glasgow but he started at the bottom - as a linen porter. working his way up through the ranks in operations, sales and marketing and latterly management for some of Scotland’s bestloved hotels - Glasgow’s Grand Central and Cameron House on the banks of Loch Lomond amongst them. Says Murray, “Although it’s an incredibly tough road ahead for our entire sector and for every brilliant individual that is part of hospitality in Scotland, the reason we exist is to help create joy and memories in people’s lives. We haven’t been able to do that in the same way as we did before, however, we will go out of our way to create good times ahead, of course within the parameters set out to us. I spend most of my day with people creating happiness both for guests and my team and this is even more important in the times we currently find ourselves in.” HOTELSCOTLAND • 21
EVENTS
ROLL BACK HIT EVENTS Another few pictures from past events organised by HIT - we all can’t wait to get back to them.
22 • HOTELSCOTLAND
OBITUARY
GRAEME GIBSON 8TH SEPTEMBER 1970 - 26TH JANUARY 2021
I
t is always a shock when you hear of a death, but the shock to Graeme Gibson’s family, friends and colleagues was such that many did not believe the news when they first heard it. Graeme, 50, was the General Manager of Glasgow’s Yotel Hotel and he was a wellknown and much-loved character in hospitality. His career spanned 29 years, and over the years he worked in many major hotels including, Cameron House, The Caledonian in Edinburgh, and the Radissons in Glasgow AND Edinburgh. In 2019, Graeme started in his current Role as the General Manager of Yotel in Glasgow. He was born in Paisley and went to high school in Johnston, and then he went to Edinburgh to Napier University to do a degree in Hospitality Management. Graeme sailed through the course and after graduating he started a Post Grad, and he contemplated doing a PHD, although the ‘Real World’ and work was calling. Graeme’s first job was in the Hilton in Glasgow before moving to the Moathouse, and it was a job which was to change his life because that was when he met wife Samantha who also worked there. They were married in very quiet Ceremony in Park Circus in 2000, and for a man who could stand up and do a presentation in front of hundreds, Graeme apparently didn’t enjoy being the centre of attention. The following year their son Oliver was born in 2001 and the family was complete when Ella was born in 2005. He was very much a committed family man whose life revolved around those he loved best. He was also a hard hard worker and provider, a man with a massive personality, persuasive and inspirational, a true friend, extremely loyal, and who would never let you down. Graeme was also very dapper, and immaculate – a trait he carried over from childhood, very practical and man who according to his family had a definite view in life. ‘Can’t do’ never appeared in his vocabulary. He also had dry sense of humour who liked to make people laught at the most inappropriate
times. Colleague Stewart Lochrie said of him, “I worked with Graeme for 12 of those 29 years, in 4 hotels. “He became someone I went to the pub with, but long before that he was my guide in hospitality management and life. A dual role that only he could have played, a role he played to many people over the years. “Graeme wanted to make people laugh, always. “He will be remembered for the impact and influence he had on many people’s lives and the laughter and joy that he brought along the way. “As a leader, he was inspirational. Nobody who was fortunate enough to work with him will ever forget him. He was a remarkable, funny, kind, generous man. “More than anyone else in my life, I owe him for becoming the kind of person I am today. He was my only real boss. “My only mentor. And my friend.” Another colleague from his Radisson days recalled, “If you’re lucky in any career, you meet people who above all excel at what they do, adding an overdose of humour, humility, and a genuine sense of care for those around them. Graeme was all that and MORE. Ever the consummate professional at work, Graeme could fine humour in the darkest of times, and he was an inspiration to many, never more so that 9 years ago when his health started to suffer. In 2012 Graeme was diagnosed with Cancer for the first time, that’s right, the first time and he underwent a grueling course of chemotherapy and never once complained, and then he diagnosed with another cancer 6 months later, Graeme did what he did best, he remained strong, because he was still ‘Husband and Dad’, and it was his job to remain string for HIS family. At the darkest moment of his own life, Graeme was still more concerned about others, and despite being in severe pain, he never once complained. Graeme returned to work with the same zest and hunger, although his priorities had shifted a little, and instead of working in
Edinburgh, he decided to switch to Glasgow, to allow him to return home every evening, to be there with his family. Graeme and Sam were more than husband and wife, they were a true partnership. They enjoyed each-others company and their personalities complimented each other With Graeme working in Hospitality, they were invited to many events. Sam was at one such Function one night when one of the guests said to her, “That was a great achievement for Graeme to win that Award”…an ‘Award’ that Graeme had never mentioned to Sam. That was measure of the man. Balance was everything to Graeme, and for the total professional, he did have a Basil Fawlty side to his nature and he was constantly losing his phone and house keys. Graeme was a well read and erudite man, and he would usually have two, books on the go, a ‘Fun’ Book, and a more serious ‘Knowledge’ Book. He had to see the News every night and he was continually listen to Podcasts. Graeme might not like what he was hearing, although he would listen until the end. Graeme was ‘Mr Reliable’, and he would never let you down, the ‘Go To’ man in any situation, although never for DIY, who would be the first to lend a hand, he truly had seen it, done it, and probably made a few mistakes along the way. A fantastic Manager and who understood the business inside out and knew every trick in the book. There was no pulling the wool over Graeme’s eyes. On Tuesday 26th January, Graeme became unwell at work and despite the best efforts of his Colleagues, Graeme slipped away peacefully. Graeme loved Balance, and when things weren’t in balance, he would say that the world “Is not spinning on its Axis”, and that’s the way his family, friends and colleagues are feeling right now. He leaves wife Samantha, son Oliver and daughter Ella. Our thoughts are with them. third parties and managed by the Group HOTELSCOTLAND • 23
WHAT’S NEW MOLTON BROWN LAUNCH SIGNATURE DISPENSER
Molson Browns, the British fragrance makers has launched a new Signature Dispenser. As part of the brand’s expanding dispenser programme, dedicated to reducing waste and single-use plastic. Installing just one dispenser prevents more than 18,250 bottles and 137kg of plastic being sent to landfill every year.* Featuring their heritage Mayfair Ebony colourway and refined Gun Metal finish, it’s crafted to suit every bathroom aesthetic. It can be filled with 350ml of their bestselling Bath, Body, Hand and Hair Care products, which share the same exceptional formulas as the brand’s retail collections. With a removable metal plate and
a fill level indicator on the front, it’s simple to customise and clean. What’s more, it has tamperproof system to ensure the highest standards of hygiene – which is now more important than ever. Beatrice Descorps, Global Vice President of Marketing, proudly shares, ‘‘As an early pioneer in positive luxury, we’ve been offering dispenser solutions for over 20 years; easing hoteliers’ minds on hygiene and safety whilst enhancing their guests’ experiences. The more we replenish and reuse, we’re one step closer to eliminating plastic consumption, whilst nurturing our natural resources.’ ’ *Based on Molton Brown data of 30ml bottles used annually in a typical 100-room luxury hotel.
LOLLY DEBUTS Lolly, the digital EPOS and commerce specialist, has debuted Lolly SnapServe – its cashierless, fully-automated checkout solution. The vision-based, automated system creates a swift and completely contactless walk-through experience for the customer and is a highly efficient new use of AI technology in the UK hospitality sector. Perfect for the large corporate canteen or a busy grab-and-go hospitality environment, Lolly SnapServe is designed to eliminate queues and improve efficiency. Time per transaction can be reduced to just three seconds. Customers simply place their tray under the vision-based kioskwhich uploads a photo. T customer scans theQR code on their Lolly app to identify and checks out. The customer’s order confirmation and receipt will be sent through showing a list of items purchased and a digital receipt that they can review in the App. By removing the touchscreen and human contact elements at the checkout, Lolly SnapServe helps support social distancing protocols.
A WORK SAFE SPACER TO ENSURE SAFE SOCIAL DISTANCES IN WORKPLACES WorkSpace, a division of IT specialists, Emtec Corporation, has just launched the WorkSafe Safe Spacer™ wearable social distance monitor. The ground-breaking device, which has been developed in conjunction with IK Multimedia, helps users maintain a safe social distance in the workplace and alerts wearers when other units come within two metres with light, vibration and sound. he device uses cutting edge ultra-wideband radio-frequency technology to achieve precise distancing and is 24 • HOTELSCOTLAND
up to 10 times more accurate than traditional Bluetooth. When operated with other protective measures, the Safe Spacer™ reduces the possibility of person-to-person infection by alerting wearers when other units come within two metres or six feet of them. With a compact design, the WorkSafe Spacer™, can be easily worn on a wristband, belt loop or lanyard and can adapt to any workplace, without compromising existing safety protocols.
HOTELSCOTLAND • 25
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