HOTELSCOTLAND ISSUE 37 OCTOBER 2021 ISSN 2515-8287
HIT SCOTLAND’S POETS LUNCH GALLERY INTERVIEW
ANDY CAMERON ROGER HOUSE
CONTENTS
4 NEWS 11 HUNG OUT TO DRY
6
MANORVIEW
I
WELCOME
t’s certainly been a turbulent few months but going to see Cameron House really gave me a lift. It has literally risen from the ashes. Andy Roger and his team have shown an amazing amount of resilience, much like all of you. Find out what he had to say on page 16. It was also great to see the first HIT event taking place - the Poets Lunch. We have some great pictures of the guests enjoying themselves on pages 14 and 15. Most of you have been negotiating new deals with suppliers, no easy task, bearing in mind the current issues. Alastair Roy gives us his advice on how to haggle to get the best deal and Nicola Young also takes an indepth look at the issues affecting laundry supply.
16 INTERVIEW:
ANDY ROGER
23 HAGGLING IN A HARD MARKET ALASTAIR ROY 25 DESIGN:
CAMERON HOUSE
26 WHAT’S NEW
16 16
30 CHECKOUT
ANDY ROGER
Of course we also have plenty of news from around the industry. Until next month. Susan Young Editor
24 IO
CAMERON HOUSE
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HOTELSCOTLAND • 3
MANORVIEW SCRAPS ZERO-HOUR CONTRACTS AND COMMITS TO PAYING ALL STAFF A REAL LIVING WAGE Manorview Hotels & Leisure Group has abolished zero-hours contracts and committed to paying the real Living Wage, as a minimum, to its 500 employees. Anyone who previously had a zero-hours contract has been offered a new contract with guaranteed hours, and any Manorview employee aged 23 and over will benefit from a 6.6% wage increase, with a 13% increase for 21 and 22 year olds working within the business. For those aged 18-20, it marks an increase of 45%, while under 18s will get a 105% pay increase. The business will now only ever give a zero-hours contract if a team member specifically requests one. Said David Tracey, Managing Director, Manorview Hotel Group, “This is an extremely proud moment for the business. We have been working closely with Living Wage Scotland for many months to become an accredited employer and we’re 100% committed to paying the real Living Wage to every single member of our team. “Quite simply each time the living wage increases, our wages will too. We’ve started to roll out the news to the group and so far the feedback has been extremely encouraging. The fact our accreditation makes us the 100th hospitality business to make this commitment makes it even more of an amazing milestone for both our team and the industry as a whole.” On the scrapping of zero-hours contracts David added, “This move further demonstrates our commitment to fairness and will give our team a greater sense of security. We have spent a huge amount of time over the past year
talking to and listening to our team and due to the pandemic it became very clear that job security is a key concern for people moving forward, so we hope these steps, combined with our new rewards scheme commitment will give our team more peace of mind. Fundamentally, this is the right thing to do for our people.” Peter Kelly, Director of the Poverty Alliance said, “Congratulations to Manorview Hotels and Leisure Group on their Living Wage accreditation. Too many workers in the hospitality industry are paid below the real Living Wage – around 60%, and Manorview’s Living Wage commitment is an important signal of leadership on seeking to tackle low pay in the industry. “We hope more hospitality employers follow Manorview’s lead by becoming Living Wage accredited.” Lynn Anderson, Manager, Living Wage Scotland added, “We’re delighted to welcome Manorview Hotels and Leisure Group to our network of over 2000 accredited Living Wage employers in Scotland.” The commitment makes Manorview Hotels the 100th Scottish hospitality business to participate in this voluntary scheme, as well as making them the largest Scottish hotel group to be accredited to date. Meanwhile the hotel group also picked up the Charity Endeavour Award at the recent Scottish Bar and Pub Awards. The group was singled out by Judith King of When you Wish Upon a Star. She said, “Manorview continue to go above and beyond for our families. We are so proud and honoured to have their support.”
Robert Hicks and Helen Chalmers branch out with the opening of The Dipping Lugger Robert Hicks and Helen Chalmers have opened The Dipping Lugger, a new restaurant and rooms at Loch Broom in Ullapool which was designed by Eve Cullen-Cornes. The restaurant is housed in what was previously the parish manse, dating back to 1789, and has been painstakingly restored into a luxury retreat by the couple with grant support from Highlands & Islands Enterprise. Robert and Helen own award-winning Ullapool distillery, Highland Liquor Company and Robert has also worked at the two Michelin starred Altnaharrie Inn, Gleneagles, Gidleigh Park and London’s Four Seasons. At the helm in the kitchen is Chef David Smith who has worked at Boath House and Ulllinish Country Lodge Hotel. The 18-cover restaurant also features ‘The Tasting Room’; an intimate two table dining room that doubles as a gin sampling room, overnight guests can also enjoy a nightcap in their own ‘Sweet Shop’; a dedicated treasure trove of sweet and liquid treats in the first-floor honesty bar. Looking after guests front of house is general manager Calum Robertson who was formerly the GM at the Killiecrankie Hotel. Upstairs the house has three stylish and comfortable en suite bedrooms which, along with the downstairs space, are the creative vision of interior designer Eve Cullen-Cornes. Cullen-Cornes specialises in creating memorable dining destinations having worked on The Padstow Townhouse by Paul Ainsworth and Tom Kerridge’s Hand and Flowers. 4 • HOTELSCOTLAND
NEWS
GOOGLE ROLLS OUT ECO-CERTIFIED RATINGS ON HOTEL LISTINGS Google has launched a new ecocertified rating for hotels that enables hotels to promote their sustainability credentials on the hotel details page. When a user searches for a hotel Google will show the eco-certified logo as part of the main listing. When a user clicks the logo they can view more details. Although hotels self-report and need to opt-in to the feature, they need to be certified by an accredited independent company that will audit based on the required standards and the audit itself must include a site visit. According to Google, the evaluation
must focus on environmental impact from at least 4 categories which must include energy efficiency, water conservation, waste reduction, and sustainable sourcing. This means that sustainable practices can range from conserving water by reusing towels to providing vegetarian meal options for guests. To receive an eco-certified badge, hotels must contact a “globally recognised and reputable agency” to conduct an on-site audit of the hotel’s sustainability practices. Google is partnering with organisations like Green Key or EarthCheck to perform these certification processes.
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The Joint Venture between Accor & Ennismore is now in place. Under the terms of an all-share merger, estimated at £850m, Accor has now become the majority owner of the new entity with 66.67% of the shareholding and Sharan Pasricha with 33.33% holding. This joint venture brings together the Ennismore know-how in building brands with Accor’s ability to deliver scale, network growth and distribution. Simultaneously, Accor has deconsolidated formerly leased assets into a separate structure created with a fund managed by Keys REIM as majority owner with 51% shareholding, while Accor and Ennismore affiliates both hold 24.5%. Sharan Pasricha, Founder & Co-CEO and Gaurav Bhushan, Co-CEO, will lead the asset light entity which will run autonomously, comprising 14 hotel & co-working brands and a collection of over 150 culturally relevant and diverse restaurants and nightlife destinations. The portfolionow includes 87 operating properties globally, with an additional 141 hotels including Museum Hotels, 25hours, Delano, Gleneagles, Hyde, JO&JOE, Mama Shelter, Mondrian, Morgans Originals, SLS, SO/, The Hoxton, , TRIBE and Working From. The Glenburn Hotel in Rothesay on the Isle of Bute which was placed in administration in August this year, is to be marketed for sale at offers over £1.1 million. Stuart Robb, partner with FRP Advisory and joint administrator of The Glenburn Hotel Limited said that there has already been strong interest in the hotel with enquiries being received from across the UK and internationally. Originally built in 1843, the Glenburn Hotel opened in 1892 as Scotland’s first Hydropathic Hotel. The hotel was extensively refurbished in 2016 and features around 121 guest rooms, ballroom, restaurants, bars, terraced gardens, and holiday cottages. The administration had been caused by unsustainable cash flow problems arising from a combination of increased operating costs and a collapse in revenue due to the pandemic with the hotel being closed since November 2020. HOTELSCOTLAND • 5
NEWS
RED CARNATION TO MAKE SCOTTISH DEBUT In April 2022, The Red Carnation Hotel Collection will open a hotel in Scotland for the first time, 100 Princes Street. Led by the design team behind the Ashford Castle in Ireland - Toni Tollman, Philippe Bonino and Brian Brennan - this restoration will look to protect and retain the original ‘heart and soul of 100 Princes Street.’ Inspired by Alexander McQueen, the design team sought to create a sense of place, working with local artisans to create bespoke pieces. These custom-made design features include tartan designed by Araminta Campbell and a central staircase that features a hand-painted mural by Croxford & Saunders, honouring the adventures of several great Scottish explorers. Part of the family-run Red Carnation Hotel Collection and sister property to Hotel 41 in London, 100 Princes Street will focus on service, with an ‘anything, anytime’ approach. The luxury hotel will have 30 guest rooms and suites, many with extraordinary views looking up towards Edinburgh Castle. The residents-only Explorers’ Club will immerse guests in a ‘truly Scottish experience’, with ‘whatever, whenever’ service excellence. It will include a wine wall with over 200 fine wines, showcasing the range from the family-owned vineyard Bouchard Finlayson, and a collection of Scottish whiskies adorning one wall.
Woodcroft House wins Good Hotel Guide César Award Woodcroft House in Perth has been named Scottish guesthouse of the year in The Good Hotel Guide 2020 César awards, and the winners will be celebrated with a presentation at this year’s Independent Hotel Show at Olympia, London on the 4th and 5th October. Each year, ten César awards are presented to a selection of hotels that have demonstrated consistent excellence in their field. The Good Hotel Guide 2022: Great Britain & Ireland (goodhotelguide.com) is published on 4th October 2021 and among this year’s Gardens Editor’s Choice was Girvan’s Glenapp Castle for its Gertrude Jekyll-designed Italian garden. Says the guide about Woodcroft House, ‘A rare and ancient Monkey Puzzle tree stands in the extensive garden of this Arts and Crafts-style Victorian guest house, which overlooks the city of Perth. “Three spacious bedrooms – one with its own turret – come with Egyptian cotton bed linen and traditional Scottish treats. Take your 6 • HOTELSCOTLAND
own wine to dinner to enjoy alongside dishes such as Hebridean chicken and wild red venison chateaubriand.” Established in 1978, the Good Hotel Guide is edited by Adam and Caroline Raphael, together with the former travel editor and assistant travel editor of The Times, Jane Knight and Kate Quill, the new 2022 edition features 675 hotels, inns, B&Bs and guesthouses, with 424 main entries and 49 new entries (including seven upgraded from last year’s Shortlist). ”
FUSION GROUP ACQUIRES GUEST HOUSE ON SKYE
Hotel on the Isle of Skye has been bought by the Fusion Group of Companies, which owns and operates various hospitality businesses across Scotland, including Old Churches House in Dunblane. The historic property, set in nearly five acres of grounds, will be rebranded to The Isle of Skye Guest House. Built in 1912 by Major Archie MacKinnon, the House, has nine en-suite bedrooms in the main Guest House, with a further six, also all en-suite, in a separate Garden Lodge. Subject to planning, Fusion intends to develop part of the House grounds into a modern lodge park, offering 34 two bedroom lodges for let, alongside a custom built Club House. Commenting on the purchase of the property, Alex McKie, Group Managing Director of the Fusion Group said: “We’re pleased and delighted to announce this significant acquisition of MacKinnon House on Skye. It marks an exciting time as we emerge from one of the most challenging times for our sector, but I have to say we as a group are coming out of it stronger, more diverse and in a position to positively disrupt the market. There’s more in the pipeline too.”
NEWS
£25 million COVID-19 Ventilation fund package targets high-risk settings including hospitality Hospitality businesses can now access a £25 million Ventilation fund package from the Scottish government to improve ventilation and reduce the risk of coronavirus transmission. The grants will help businesses install carbon dioxide monitors and altering windows and vents in what it deems high-risk settings. An expert advisory group, chaired by Professor Tim Sharpe from the University of Strathclyde, unanimously recommended that businesses should be supported to improve ventilation. The Group was established in August to advise how enhanced ventilation can help reduce transmission of the virus. Nicola Sturgeon said, “As we step
away from other mitigations, improved ventilation will play a significant role in reducing transmission indoors. “Many of the businesses we are targeting have been closed for long periods and it is right that they are helped to undertake this work. We are allocating up to £25 million to assist small and medium-sized enterprises and expect to begin making payments in November. “The package will initially target higher-risk sectors where people spend significant amounts of time in close proximity to each other, such as hospitality and leisure, and will make indoor settings safer, especially through the winter months” Further details of the grants, including eligibility and timing, are at findbusinesssupport.gov.scot.
NEW RESTAURANT WITH ROOFTOP APPEAL Rusacks St Andrews has opened its rooftop restaurant 18, named after the 18th hole at the world-famous Old Course which can be viewed from the restaurant. Executive chef and MasterChef: The Professionals, winner Derek Johnstone has designed a menu which focuses on dishes cooked on an open flame robata grill as well as contemporary and innovative game and seafood dishes. The re-opening of Rusacks, St Andrews includes two other new dining concepts; The Bridge, a casual all-day dining option which echoes 18’s commitment to showcasing the best of Scottish produce, and One Under Bar, an intimate, cellar bar serving the very best pub favourites, beers, whiskies and cocktails. The glass-fronted 18 restaurant crowns the brand new four-storey extension of the 120-room hotel which is part of a major investment in three of Scotland’s luxury landmark hotels – Rusacks, Marine North Berwick and Marine Troon – under the Marine & Lawn Hotels & Resorts collection, owned by AJ Capital Partners.
KEY RETURNED AFTER 20 YEARS! A West Lothian hotel has had an old room key returned – 20 years after the guest last visited in 2001. The Hilcroft Hotel in Whitburn, West Lothian, received the key alongside a handwritten note from a former visitor who lives in Florida in the States on Friday. The forgetful guest took the manual room key, which is no longer in use, back home with them by accident in February 2001. After stumbling across it this month, they decided to send it over 4,000 miles back to the hotel that now uses electronic fobs. The former guest wrote, ‘The last time I stayed at your hotel I forgot to give my room key to reception at checkout. Sorry for the delay in returning it. Thank you.’ The note included the room key attached to an old Hilcroft Hotel key ring.
Glasgow’s hotel occupancy nears 90% for COP26 Glasgow’s hotel occupancy is nearing 90% for the UN Climate Change Conference (COP26) in early November, according to data providers STR. Occupancy sits between 87% and 89% from 1-11 November, then dips to 80% on the final day of the conference. These levels mark a substantial increase compared with levels for the remainder of the year, which STR says are trending well below 40%. Edinburgh is also capturing demand for the event period, with several days above 50%. STR managing director Robin Rossmann said, “As vaccination rates have risen, and international travel restrictions have eased, confidence has grown around major in-person events. “The dates around the UN conference have stood out in our forward-looking data for quite some time, and levels have improved as we’ve drawn closer to the event with an improving pandemic situation. Provided there are no late setbacks, these dates in early November will be a huge win for Scotland’s hotel industry.” HOTELSCOTLAND • 7
GLENEAGLES VOTED #1 UK RESORT by CONDÉ NAST TRAVELER Condé Nast Traveler has revealed that Gleneagles Hotel in Perthshire has been recognised as the #1 UK resort and #5 resort on the rest of Europe list its Readers’ Choice Awards. These awards are as determined by Condé Nast Traveler readers who submitted responses rating their travel experiences across the globe to provide a full snapshot of the places they can’t wait to return to next. Conor O’Leary, Gleneagles’ Managing Director said, “We’re thrilled to be named #1 UK Resort in the Condé Nast Traveler 2021 Readers’ Choice Awards. It’s been a challenging 18 months for the global travel and tourism industry and we are grateful to everyone who has taken the time to vote for Gleneagles and the other nominees in this year’s awards. “Since reopening our doors in April, it’s been a pleasure to welcome back our guests and continue to develop adventures at the Glorious Playground – from our new spa and wellness offering to our array of outdoor dining experiences and Enchanted Forest pop-up bar. We look forward to introducing our guests to another exciting development in early 2022, when we launch our first ever city outpost in Edinburgh, at Gleneagles Townhouse.”
NEW OWNERS AND NEW DIRECTION FOR KILLIECRANKIE HOUSE
Orchardton Castle on the Solway Coast is on the market for £1.75m. The Victorian castle which has 45 rooms in total, includes 20 bedrooms, a cinema, library and private beach access is on the market for £1.75million. The sale also includes three full self-contained flats, and five acres of ground. Currently, the castle is a family home, but prospective buyers can turn it into a hotel or even a wedding venue. It boasts a music room, and it has a 32-foot drawing room which would be perfect for parties. It is for sale through Fine & Country.
4 STAR HOTEL PLANNED FOR ST ENOCH CENTRE Property developer Sovereign Centros has proposed a new Glasgow city-centre shopping and leisure space as part of a reimagining of the St Enoch Centre – including building a new fourstar hotel and flats and transforming 8 • HOTELSCOTLAND
the former Debenhams building into offices. A planning application is being prepared for submission later in the year for the area that totals around 2.5 million sq ft.
Killiecrankie House, in the heart of Highland Perthshire, has re-opened with a new restaurant and five refurbished bedrooms as well as a drawing room and cocktail bar. The hotel was sold following the death of former owner Henrietta Fergusson last year. Now new owners, chef Tom Tsappis and his sommelier wife Matilda (pictured left) have put their stamp on the hotel. Tom, who trained at Leiths and was the first recipient of two of its coveted annual awards and his wife Matilda, who previously ran the popular supper club Elia London, have created a boutique bolthole that’s been designed by them as a food-lovers retreat. T Tom will be overseeing the multi-course tasting menu in the 18-cover open restaurant kitchen, and at the adjacent chefs table which is at the heart of the house. Sommelier Matilda will host guests front of house with help from the chefs who’ve created the dishes. They have committed to creating menus that truly reflect Scotland, giving diners not only a taste of the country’s produce but one that represents what Scots really love to eat, drawing upon both contemporary and heritage dishes for inspiration.
BUSINESS LEADER CONFIDENCE GROWS The new Q3 CGA Business Confidence Survey in association with Fourth reveals business leader confidence is higher now than throughout most of the pandemic but recognises the urgent need for extended government support on tax, debt, and labour. Seven in ten (70%) restaurant, pub, and bar leaders feel optimistic about their businesses’ prospects for the next 12 months, but mounting costs and debts mean many firms remain vulnerable. A great many (96%) envisage staff shortages in either FOH or BOH roles at the end of 2021 with 16% of staff roles currently vacant and all (99%) and threequarters of businesses have offered better pay to increase staff retention. Almost all (99%) of businesses are experiencing supply chain issues with reduced product lines, products failing to turn up, delays in deliveries and higher costs
are all issues impacting a large majority of businesses Seven in 10 are seeing cost rises in food/drink and sub-contracted costs, with over half seeing a rise in the cost of doing business. This means that, already, three in four businesses expect to pass these higher costs onto customers through price rises. Although there are significant issues in staff and supply, the number of businesses currently turning a profit has risen considerably since Q2 2021, up to 69% from just 16% in Q2 with only 23% saying that performance is less than expected after re-opening. Technology has been the big winner for hospitality with 9 in 10 businesses saying that they have found technology useful since re-opening, and 44% saying that it has been fundamental to their business since re-opening. Almost 1 in 3 say tech has become essential to their business, with a further 47% having improved their view of technology.
Marine Hotel re-opens after refurbishment by new owners The Marine Hotel in North Berwick, now The Marine North Berwick, has reopened following a major refurbishment after Nashville-based AJ Capital bought it from Macdonald Hotels last year. The Marine closed in January to allow the work to be carried out. All of its rooms, public spaces and food and drink venues have been revamped. Led by AJ Capital’s in-house interior design studio, the design is said to take inspiration from the coastal setting and its golf history. The new rooms pay homage to golf holes and feature nightstands designed as golf tee boxes, while golf ball and golf club motifs are woven into the carpets and locally sourced artwork used. MasterChef:The Professionals’ and
National Chef of the Year finalist Chris Niven now heads up The Lawn restaurant, with the focus on ‘the very best ingredients from East Lothian’. He will also oversee the menu for the hotel’s bar and lounge, The Bass Rock. Ben Weprin, AJ Capital Partners founder and CEO, said, “We’re thrilled to be opening the first Marine & Lawn properties and to provide travellers with unforgettable journeys to the most prolific leisure destinations in Scotland. “Our team is extremely passionate about creating memorable gathering spaces, and it has been an honour to bring a new hospitality experience to some of the most coveted and historic destinations in the world. HOTELSCOTLAND • 9
Staycation boost drives UK hotel occupancy up for fourth consecutive month UK hotel occupancy rates jumped six per cent in August as the thriving staycation market increased levels for the fourth consecutive month, according to the RSM Hotels Tracker. The data, compiled and produced by STR and analysed by RSM, shows the average occupancy rate has risen to 71 per cent in August from 65 per cent in July 2021. Wales continued to be the destination of choice for UK holidaymakers as occupancy levels increased to 86 per cent – surpassing prepandemic levels for the same month in 2019. Scotland also saw an increase, up from 64 per cent on July 2021 to 71 per cent in August, but despite a staycation boost Scotland didn’t reach ‘The Festival’ driven pre-pandemic highs of 83 per cent occupancy rates. London saw an improving picture, up seven per cent, at 56 per cent but without international and business travel the capital rates fall short of pre-pandemic levels – bringing the overall UK average down. The average room rate has almost recovered to pre-pandemic levels at £94, with Wales reaching a two-year high at £89. In addition, revenue per available room across the UK was £67 in August 2021, up from £34 in 2020; but still behind prepandemic levels at £80. Chris Tate, head of hotels and accommodation at RSM, said, ‘The hotel sector is on the right track with a welcome staycation boost driving occupancy levels up again this month. “
Charity Puts Wellness On The Menu with Chardon Hotels Hospitality Health – the charity set up by Gordon McIntyre three years ago to address the way the industry thinks about mental health, has awarded its Wellness Charter to Chardon Hotels in Glasgow. It encourages employers to put in place the tools and skills to understand stress in order to create positive change. Speaking at the presentation, Nicola Taylor, Chief Executive of Chardon Hotels commented, “We are extremely delighted to be awarded the charter from Hospitality Health. We have been working hard especially through lockdown to keep the wellbeing of our team at the forefront, this confirms the great work our organisation has been doing” “Gordon and the team at Hospitality Health are so passionate about helping those that work in
the industry by providing invaluable information to anyone that may be facing work or personal worries. We have communicated the Hospitality Health website to all our team, and will continue to remind them that there is a wider support network of like-minded professionals who they can connect with should they wish. This is a fantastic charity that is current and definitely needed in an industry that whilst is very rewarding can be very tough!” Gordon added “What we are trying to achieve with Hospitality Health is to equip our industry with the right tools and resilience training to not only address mental health but to put staff welfare first.” Any hospitality business wishing to be considered to receive the Wellness Charter, should contact Gordon at Gordon@hospitalityhealth.org.uk
GLENMORANGIE TRANSFORMS HIGHLAND HOTEL INTO A SENSORY PLAYGROUND Glenmorangie has transformed its boutique Highland hotel into a sensory playground. The brand is showcasing Glenmorangie House, and this includes creating flavourinspired rooms. From colours and objects mirroring the whisky’s story, to stargazing experiences, delicious food and bespoke candles evoking Glenmorangie’s flavours, the House aims to bring to life Glenmorangie’s more wonderful version of reality, for all the senses. and molten-style candelabras, echoes the heat of the Distillery’s copper stills. Thomas Moradpour, CEO and President of The Glenmorangie Company, said:, “By creating this sensory playground, we showcase the deliciousness of Glenmorangie and open up our world to more people. ”
HUNG OUT TO DRY Who would have thought that hoteliers would have to cap their capacity despite their being a huge demand for accommodation. But suppliers are affected too by staff shortages and the impact of of the pandemic and Brexit too. Nicola Young takes a look at the laundry sector in depth.
T
here has never been such a demand for rooms. But who would have thought that this unprecented demand would be so stressful to hoteliers? However staff shortages, and supplier issues are adding a whole new element to a hoteliers’ life. We all have a view on the issues around staff shortages but why do you think there is such an issue around laundry? It’s not just a shortage of staff although that too is an issue. “There are massive inflationary pressures bearing down on our industry,” explains David Stevens, CEO of the Textile Services Association (TSA), which represents commercial laundries in the UK. “Commercial laundries are already on their knees, having had virtually no government help through lockdowns, despite seeing volumes drop by up to 80%. “Now they’re being hit by price increases they can’t absorb – they simply don’t have the resources.” The cost increases faced by laundries cover just about every area of operation and amount to double digit inflation. Labour shortages have led to wages going up by between 10% and 25%. Chemical costs are up 15%. Many laundries also supply textiles services such as linen hire to the hospitality industry. Here the prices are skyrocketing, with sheeting and bedding up by 55% and container freight costs by 300%. Commercial laundries servicing hotels operate on tight margins and quick turnround
times. It is common, as you will know, for companies to either rent linen to hotels for about three years or agree a number of washes to clean dirty sheets and towels within 24 hours. e.g 100 washes. However like most businesses the majority of laundry services shut operations last year and furloughed staff. The laundry sector, like hotels, also employed a high proportion of overseas workers and many returned home or found ‘more stable’ jobs elsewhere in the market. The FT have already reported that Blossom and Brown, one of the UK’s oldest laundry companies, and a supplier to the Royal family, have not been able to recruit enough staff to service hotels since reopening and rather than running two shifts per day they can only operate one, with turnaround time 48 hours rather than 24. The Textile Services Association reports that, of 25,000 jobs in the sector, 4,000 were unfilled. An estimated vacancy rate of over 15% - and in a sector that already struggles to attract staff. And now, like all businesses, the energy prices are going to hit hard. “Energy typically amounts to around 10% of a laundry’s cost base – but the increases we are facing are off the scale,” says David Stevens, CEO of the TSA. “They make the previous record highs of 2004 pale into insignificance.” For example, in March 2021 the cost per therm of gas was around 42p. Today the cost has breached 160p. Similarly, electricity in HOTELSCOTLAND • 11
The most serious supply chain issues are focused on textile supply, although utilities and chemical costs are also rising at alarming rates. Some of the figures being reported from the supply chain sector include: Container freight costs up 300%, Sheeting and bedding up by 55%, Chemical costs up 15%.
HUNG OUT TO DRY March was around £54 per MWh. Today’s settlement price is around £140 per MWh. “It doesn’t end there,” says Stevens. “The first week of September saw sixteen settlement (half hourly) periods with pricing in excess of £1000 per MWh. Nine of these were above £3000 per MWh. The highest was an incredible £4000 MWh.” UKHospitality is aware of the situation, saying that 94% of hospitality businesses are already experiencing difficulties with the supply chain, through shortages, delays and inflation. For the hotels, restaurants and health clubs that rely on commercial laundries, price increases seem inevitable. The TSA has published an information bulletin to inform end users of the likely impact. The highlights note that current cost being reported include: - Drivers’ wages increasing by 25% and production wages up by 10%. The cost index is available to download from tsa-uk.org/laundry-cost-index and was compiled before the rise in energy prices. Returning to linen, the question is why is there a linen shortage and when will it end. The cost of producing and delivering the linen products to the UK hotel industry depends on the cost of raw materials (mainly growing cotton), currency exchange rates, manufacturing (weaving, dying, stitching and packing), overseas shipping (freight) and domestic freight. According to Monarch Brands, on average, cotton makes up about 60% of the cost of the product. Since October 2020 the price of cotton has increased 55%. It is estimated that an increase of 10% would reflect in a 6% rise in the FOB price (price before ocean freight and duty). Of note is that the cotton price had been unusually low from the summer 2019 until the pandemic struck in early 2020. It therefore seems unlikely the price will fall back to early 2020 levels for some time, if ever. Cotton is traded in USD. When the dollar trades at a lower rate it takes more dollars to purchase cotton. The dollar index reached historic lows in May this year with prices down to levels not seen since February 2018. Prices have improved since then but they are still much lower than at any time since that year and a long way below the early 2020 prices. This all means that because mills pay for
cotton in their local currency, they will need more of that currency - not only because the price of cotton is higher, but also because their local currency now buys less dollars. Once the mills have their cotton they now need people to make the linen. Manufacturing typically runs multiple shifts with hundreds or thousands of workers in close proximity to each other. Once COVID struck, this meant that the working environment resulted in large numbers of COVID cases and shutdowns and restricted working. All of this was taking place as demand was starting to rise, particularly in India, reducing supply and leading to an upward pressure on price. Added to this, in India at least, farmers wanted guaranteed minimum pricing for crops. Protests and gatherings at the end of 2020 and into 2021 lead to road blockages disrupting the supply of raw materials causing delays for months. The final part of the cost equation is the cost to ship the product. By the summer of this year rates to Europe had jumped 142% and by 103% to the Mediterranean via the Suez Canal. It meant that overseas freight costs had risen by 50%-85% depending on Country of Origin. (Monarch Brands/ Freightos data Refinitiv Eikon). At the end of September 2021, the Drewry World Container Index shows that shipping prices were, by then, 292% higher year-on-year. Add to this the UK’s new border and import requirements coupled with internal driver shortages for these containers, driving prices up for delivery as wages rise to attract drivers. All of this causes delays and creates supply shortages. High demand and low supply usually always increases price. It’s clear that freight and linen faced a perfect storm during late 2020 and 2021 and some of the issues will not apply in future years - but some will remain and depend on currency and dollar prices for the raw supply. The dollar price is starting to improve but it is still a long way from the prices in 2019. With labour market changes in producing countries it is also possible that prices won’t ever be at the lows of 2018 and early 2020 again. It all means that prices will improve but it’s possible they won’t get back to the prices enjoyed during the autumn months of 2019.
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HIT SCOTLAND’S POETS LUNCH THE FIRST EVENT FOR THE HOSPITALITY INDUSTRY TRUST TOOK PLACE RECENTLY AT THE DOUBLETREE IN GLASGOW. THE POETS LUNCH... AND WHAT A DAY IT WAS. GREAT TO SEE SO MANY PEOPLE GETTING BACK INTO THE SWING OF THINGS AND THEY WERE GENEROUS RAISING SOME £40K FOR THE CHARITY.
HOTELSCOTLAND • 15
INTERVIEW
LOOKING TO THE FUTURE CAMERON HOUSE AT LOCH
LOMOND FINALLY OPENED FOR BUSINESS LAST MONTH, AFTER FOUR TUMULTUOUS YEARS FOLLOWING THE DEVASTING FIRE WHICH DESTROYED MUCH OF THE HOTEL IN DECEMBER 2017. SUSAN YOUNG VISITED THE HOTEL AND CAUGHT UP WITH RESORT DIRECTOR ANDY ROGER TO SEE ITS TRANSFORMATION AND FIND OUT MORE ABOUT THE MAN WHO HAS LED THE WHOLE PROCESS.
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ndy Roger, Resort Director at Cameron House, may have the air of a man who is very calm but there is no doubt his feet have been paddling like mad. As we talked over a cup of tea in the newly created library reception room of the hotel it was evident that he is both relieved and happy to have the hotel finally receiving guests. He did admit a wee regret that it didn’t quite feel like a grand re-opening because there had been no champagne corks (and no that is not because of supply issues) and no opening party. The hotel had been open for business for less than a week when I visited, and despite the facade remaining the same once you come through the front doors of the hotel the entire footprint of the hotel has been transformed, and not just the 20% destroyed in the fire of 2017. The change is quite dramatic but no more so than the morning and the days following the fire. It has certainly been a long and difficult journey complicated by Covid but he is mindful that although they are looking to the future, they are not forgetting the past. He says, “We are trying to create a new story in the most sensitive way we can.” Andy’s own story started after leaving school. His first job was at Malmaison in Glasgow, but it was only a stop-gap before heading off to New Zealand for a gap year before attending Edinburgh University. But a combination of having Andrew Hepburn as his boss in Glasgow, and an opportunity to spend time working for Robert Cook helping at the opening of the Malmaison in Newcastle, gave him a great introduction to the buzz and the personalities that hospitality attracts. Andy came back to Scotland and while
at University took a bar job at Espionage, a popular bar and nightclub, and after graduating he considered, and in fact nearly took, a graduate job with UDV/Guinness but at the last minute he took up former boss Andrew Hepburn’s suggestion that he did his graduate placement with Malmaison instead and help open London, which then became Birmingham. Explains Andy, “The salary and benefits on offer from Guinness were better but by that time I realised I was craving the buzz of hospitality.” He spent a year bedding-in Birmingham with his focus initially on Food and Beverage. He then moved to the Malmaison in Glasgow as Restaurant Manager before graduating to the role of Deputy GM. This in turn led to his first GM role at the age of 27 at the Hotel du Vin in Tunbridge Wells. A small 34-bedroomed hotel. “I loved it and knew if I performed there I would have the opportunity to open the Malmaison in Aberdeen.” Before revealing, “I was really lucky. When I went to Aberdeen it was 2008 and the start of the financial crisis. The world was falling apart but in Aberdeen, we were completely insulated. Our room rates were good and food and beverage boomed. I had a brilliant three years there – and I found it a very welcoming city.” However in 2011, the central belt proved too much of a draw and when Garry Sanderson left One Devonshire Gardens he took the opportunity to move back West and took over Garry’s role as General Manager - a role he held until 2013 when he moved on to Cameron House. Says Andy, “It was a great company to work for and it was very good to me. It gave me good opportunities and allowed me plenty of personal development and of course, I got to work with some great
people. It was also quite a dynamic business. But I hankered after a resort role and Cameron presented that.” “I joined when Stephen Carter was still Managing Director and I had known him at that point for three or four years. He was a hospitality legend and not just in Scotland. “ I came in as Operations Director for the first nine months which was basically the General Manager’s role. It was the same role that I call GM here and Stephen was great – he just let me get on with the job and was a huge support and inspiration to me as I learnt the Resort side of the business.” But it was a turbulent few years. De Vere sold the resort to Q Hotels and in April 2015 following the sale Stephen Carter stepped away and just a year later Q Hotels sold to current owners KSL Capital Partners. Andy comments, “It was a bit crazy. In three years I went through three owners and seven CEO’s. It was a bit of a whirlwind.” He continues, “However KSL have been phenomenal. They have high expectations for where they want the Resort to get to and have invested significantly in this. This has been refreshing considering the former owners,
latterly, had not been investing. Subsequently, a lot of our plans have come to fruition and KSL have been a fantastic backer and custodians of the resort none more so than in the last four years.” Today a new team is bedding in, although Andy is quick to point out that he has still retained a ‘fair number’, from pre-Covid, prefire days. Although he admits the months after the fire were very difficult. He recalls, “It was a great shock and it was a tragedy. We worked through it on a day to day basis. There had been a tragic outcome in the loss of the two lives, but my team was incredible. They rolled up their sleeves and did what they had to do.” “But by the end of January, I had to make 75% of them redundant – 320 people. Usually, there is anger at such large numbers of redundancies but instead, there was just sadness. everyone knew things had just come to a sudden stop with the business. Some team members had 20 years of service – and although we managed to retain a few – we did manage to get almost everyone else into a role, that wanted a role, in other places.
“You don’t get any training or education on how to deal with this sort of situation. So we worked through it on a day to day basis. “ HOTELSCOTLAND • 17
INTERVIEW
Most of them found employment very quickly which I suppose was a single positive in the circumstances. A lot of them still thought it would only be for a few months and they would be back. I thought maybe a year. But then it became all about trying to focus on the team that was left. He continues, “We kept as much of the resort open as we could – including the lodges, and then it was all about planning, rebuilding and construction and dealing with all the stuff you don’t learn at hotel school such as the insurance and the investigation.” “It was a long process. By the end of two years, just as we were making real progress and moving towards re-opening, along came Covid.” “It certainly had less of an impact on us than our peers. Although we did put the team on furlough – we didn’t have to make anyone redundant.” “I also felt for people who had to make so many people redundant. I knew how I felt making the same decision, although under very different circumstances. Over three weeks it felt like our businesses were being run by the 5pm news bulletin. Business owners were watching it at the same time as their staff as there was no information coming out, and it was hard for people to even have time to think. I certainly think communications could have been better, and the government should have been more collaborative.” However today there is no doubt that Cameron House is getting into its stride again. 18 • HOTELSCOTLAND
Andy reveals, “ The investment in the resort has been fantastic. KSL didn’t blink when Covid came along. They could see the long-term benefit of investing.” They have certainly done that. Andy comments, “We have tried to be true to the original house and the features it had. We also wanted to restore its reputation for some of the great things it was known for. It had a great affinity amongst people from the West of Scotland and central belt – in fact, the vast majority of our visitors are from Scotland.” The hotel is also continuing its sporting links - in the 90’s it was famously known for its footballing connections (until that famous night), today the hotel is involved with Scottish Rugby and has a Business Club at home internationals. Says Andy, “I am a rugby fan but it’s a nice fit for the Hotel and many of our guests are followers too. “ A lot of players will come and stay here during their downtime or did so previously. We also take clients to rugby events. Our demographic has changed over the last 10/15 years. Now we are trying to be more of a leisure destination and appeal to multigenerational family groups.” To this end, there has been a substantial investment and overhaul of its leisure club and its outdoor experiences which now includes everything from jet skis to paddleboarding and a jet boat too. Today the hotel’s facilities are spread over
two sites. On the main footprint, there is a leisure club, three restaurants, two bars and function spaces, as well as the bedrooms. The fire decimated 17 bedrooms and the rebuild has put 21 back. There are also 85 lodges, a boathouse, marina and a nine-hole golf course and there are plans afoot for a 30-seater cinema. The second site, the Cameron Club, was formerly called The Carrick, and has 25 lodges, an 18-hole golf course, and a Spa complete with thermal experiences and a rooftop pool, and clubhouse restaurant. By the beginning of 2022 a further extension at Cameron House will be open which adds another 68 bedrooms, and of course, the ballroom, which has a magnificent terrace. Andy says, “The wedding room used to face the back garden – now the ballroom faces the loch and the terrace faces the loch. It increases the scope of how we can operate the resort and is a brand new space.” The bedrooms in the extension also all have private balconies – 44 have front-facing balconies while the others have Juliette balconies. Andy explains, “We are now making the most of our lochside location. We might not have focussed on this in the past. This is also why we have added terraces, which normally we wouldn’t have been able to do with a listed building. But as we had to rebuild we worked closely with the National Park and Historic agencies, to come up with plans that they would agree to.” The hotel (which we also feature on our
“We have tried to be true to the original house and the features it had. We also wanted to restore its reputation for some of the great things it was known for.” design pages) has had ceilings and wood panelling restored, repaired or replicated. Chandeliers swing in the lobby, which now feels huge and airy. Says Andy, “The whole front lobby area was something we always wanted to create. Before it was dark and tight and when we were busy it felt operationally quite a challenge. Now when you walk through the door you can see space on the right, it is more open, which we did intentionally to improve the circulation and you can also access the lobby bar.” “It is all about welcoming guests back to familiarity but people will be surprised with how much has been done and not just to the hotel.” No doubt businesses in the area will be breathing a sigh of relief too. When Cameron House closed it had 60,000 guests a year plus weddings and lodges guests. That is a significant amount of visitors to the area. However, at the moment, it is operating at a reduced capacity and they still have roles to fill. Similarly to everyone else in the business. He explains, “We started recruitment in April thinking we would be open in July and we started 400 new staff. For a busy summer, we would probably have brought in a further 250, as not all of our team are full-time. However, if I had started recruiting in May and June for September I think it would have been much more difficult. Instead, we started just ahead of the curve. We now have 475 hotel staff and 120 in the lodge side of the
business. We are running about 10% short which is a big number but we also have lower than normal in occupancy terms.” He adds, “Chef recruitment has been a challenge for years. Particularly in terms of bringing in new talent. Even pre Covid we found the grass roots intake for chefs very difficult – there was a real gap here and even up to Chef de Partie level. In some cases there wasn’t practical cooking still happening in Colleges and Universities and I think this is so important. We have launched a Chef Apprenticeship prgramme here at Cameron House focussing on those wishing to join the industry in the Kitchens taking them from entry level and trying to develop their skills early. As part of my own graduate scheme, I did six months in the kitchen. I know It is not easy whether you are at a commis level or the very top.” “Over the last ten years recruitment has changed. In days gone by when you committed to a company, you grew with them, and we always used to say ‘don’t be jumping about too much it doesn’t look good on your CV’. But now people are happy to jump even if they have only been there six months. As a result now when I look at a CV I check whether they have been in the right places, and at the interview, I would ask the questions, and perhaps then I would take a calculated gamble. I take the view if they do a good job, and only stay two years, but make
an impact, it is worth it.” He has also taken a more softly softly approach with suppliers. “Everyone has been shouting from the rooftops about big hotels and the impact Covid has had, and in my view suppliers have not been heard. In a normal year, we would take £7/8 million s just in food and drink revenues and 30% of that would be spent with suppliers. They have suffered too obviously because hospitality has been shut, and we need to have relationships with them. Five years ago I would have been hugely frustrated and impatient if a supplier had had problems, but now it is about working with them. Everyone is finding it hard. It may have been hard but there have been lessons learned. Says Andy, “there has been a huge number of learnings. I always thought I would be quite resilient but this was really tested. Having to focus on the team and keep them motivated when we were all frustrated with the delays, and managing the project side, was a huge challenge. Covid was almost irrelevant when it came to managing it to completion. I just feel a sense of achievement because it has been my laser focus since about six months in to get the hotel reopened. The opening of the door and the popping of the champagne moment has not quite landed for Andy and his team yet. But when it does, perhaps after the extension opens, no doubt it will be very sweet indeed. HOTELSCOTLAND • 19
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FEATURE
HAGGLING IN A TOUGH MARKET
BY ALASTAIR ROY ARO PROCURMENT
For advice on finding your way through a hard market contact alastair@aroprocurement. com
T
he hard market message is coming from all directions in various sectors including utilities and insurance and invariably it can often lead to a take it or leave it conversation on pricing. However, don’t despair, it just means that it is time to get creative and look for other ways to mitigate the cost uplift. Haggling can come in to play when looking at expenses including food, beverage and other operating expenses. When faced with cost increases, ask the supplier for price mitigation solutions which will not compromise quality or the guest/customer experience. This could be a change in specification and general tidy up of a basket. It can also be reducing the number of deliveries to your locations thus saving on suppliers cost to serve. Now could also be the time to look at changing from miniature guest toiletries to bulk fill – the cost benefits will quickly become obvious on the P&L and your guests will be usually supportive of the positive environmental impact from such a move. For insurances, it is more than likely that you have worked with your current broker for a long time. However, it does no harm to review the options available and give direction to them on how to haggle on your behalf. The insurance markets tend not to give the most favourable terms if more than one broker is acting on your behalf. Therefore, make your mind up on your broker of choice and work with them on ensuring your claims experience and appraisal of the risks insured is presented in the most favourable terms to ensure any premium uplifts are minimised. Insurers are looking for as much certainty as possible and a good broker with extended influence in the market can make a
huge difference to the premium. Always make sure you haggle on the broker fee to reach a level you are comfortable paying. Admittedly, with gas and electricity, there is not a lot to be cheerful about right now and unless you had the good fortune to lock in pricing to cover Winter 2021 and most of 2022 some time ago, the chances are you are looking at fairly hefty cost uplifts during the October to December renewal round. It might be tempting to lock in longer term contracts for 36 or 48 months to take out the sting from the near-term spikes. However, this can be restrictive especially if gas and electricity markets settle to more normal levels towards the end of next year. There are no crystal ball predictions from anyone but hold firm, take the best rates available for 12 or maximum 24 months and look at ways to quickly reduce your consumption levels and then be in a position to act nimbly to take advantage when rates start to drop. Good relationships with suppliers are best to ensure you get as close to the lowest possible cost and allow for the pleasure that can be gained from the back and forth form of haggling – I promise it is enjoyable from both parties perspectives – although maybe always not the supplier’s depending on how good you are! Often it is good to stay loyal to the suppliers who have served you well over the years but depending on the circumstances, a hard market can be the ideal time to look outwards at new players. The hard market won’t be here forever but in the short term, get haggling and aim to reduce the cost increases or preferably avoid them altogether.
HOTELSCOTLAND • 21
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CAMERON HOUSE HOTEL LOCH LOMOND BY SUSAN YOUNG
C
ameron House Hotel has reopened after a, multimillion-pound restoration and development project and it is looking amazing. The brief to the the architects and designers was to marry the building’s heritage with the requirements of a 21st century, five-star hotel and keep a sense of familiarity, but offer an even more grand, luxurious and sumptuous hotel and they have certainly done that. Andy Roger, resort director, comments,“With the storied heritage of Cameron House, throughout the design process it has been important to celebrate the history of the building, yet at the same time, modernise the layout. Originally built as a Baronial mansion, we have worked to sensitively adapt the building for the number
of guests coming through the door each year. Integral to the work has been making the most of the setting, developing the spectacular views across Loch Lomond and making the space feel more open and visually impressive, whilst still maintaining the atmosphere created by the hotel’s several hundred-year history.” The principal rooms on the main reception floor have been lovingly restored, including the hotel’s public spaces, the foyer, library, bar and morning room. The original fireplaces were recovered, restored and reinstated in the principal rooms and main entrance, retaining their significance as the focal point in each of the spaces as they would have been for centuries before. These rooms now have striking black lacquered panelling with bronze velvets and antique brass fixtures, Emperador marble and dark oak herringbone flooring, HOTELSCOTLAND • 23
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while traditional limestone flag flooring has also been restored to its former glory. The historic panelling, reception desk, bar and many other items were all made locally, while many of the chairs and sofas were bespoke manufactured locally for Cameron House, including new cinema club chairs. Scottish wools and tartans feature throughout the bedrooms including beautiful throws from Johnston’s of Elgin. Today the hotel has 140 bedrooms, including 24 luxury suites, and 21 of these are new. These bedrooms are panelled grey with accent details picked out in gold, black and bronze, with rich oak furnishings. Headboards feature a different fabric designs from Glasgow based Timorous Beasties, layered with sumptuous velvets, tartans and oversized beds. Bathrooms are Carrara white marble, with bronze accents and grey panelling and each featuring a cast iron bath. The new suites and public spaces feature antique oil paintings, landscapes of Loch Lomond and the surrounding countryside as the finishing touches. Central to the redevelopment was the restoration and reinstatement of the historic façade of Cameron House Hotel. Many of the external elements which were lost during the fire were reinstated, including chimney stacks and towers, using the original materials where possible. Where original items were salvaged but could not be reinstated due to their poor
condition, these were used as moulds for reproduction items, including stone bartizans, ceiling plasterwork, stair balustrading and timber panelling. It has of course one of the best views in Scotland and now guests can enjoy the views. By cleverly opening up the main reception floor, lighter, more open rooms now flow from bar to foyer and through to the library. Views are also able to flood in: for the first time, guests at check-in will be able to look out across Loch Lomond. By introducing external terraces where possible, guests also have their very own private viewing balconies. The improvements also extend to the leisure facilities which have been totally upgraded and there is also a sports bar called The Tavern which has a fabulous terrace, perfect for a relaxing drink after a workout! There is no doubt about it Cameron House is back, and I’m sure guests past and present will be impressed by the marrying of the old and the new.
26 • HOTELSCOTLAND
PEOPLE
IAIN NICOLSON JOINS THE MACHRIE HOTEL Iain Nicholson has been appointed head chef at 18 Restaurant and Bar at the Machrie hotel on Islay. Scottish-born Nicholson was most recently head chef at the Vie Montagne restaurant in Verbier, Switzerland and has worked as sous chef at Albert Roux’s Scottish and London restaurants, including two-Michelin-starred Le Gavroche, and has also worked in the US and in France. At the Machrie, Nicholson’s menu will use almost exclusively Scottish ingredients sourced from farmers, fisherman and crofters within a few miles of the hotel. He will also make the most of the island’s seafood and game with dishes designed to be as sustainable as possible”
Krzysztof Dudkowski joins The Three Chimneys as General Manager The Wee Hotel Company has appointed Krzysztof Dudkowski as General Manager of The Three Chimneys on Skye. Krzysztof joins from the Fife Arms in Braemar and will be responsible for managing and overseeing the multi award-winning restaurant with rooms. Krzysztof began his journey in hospitality in Edinburgh with IHG followed by Dakota Hotels in Glasgow. A strong background in F&B puts him in good stead to join The Three Chimneys, which has built its reputation as one of Scotland’s most famous restaurants. Krzysztof will work closely alongside Head Chef Scott Davies who continues to ensure the menu showcases the very best of Scotland, whilst providing guests with a warm welcome and a genuine Scottish experience. Gordon Campbell Gray, Founder of The Wee Hotel Company says:,“We’re delighted that Krzysztof and has family have joined us on Skye as we plan for the next chapter in the life of The Three Chimneys.”
NEW EXECUTIVE CHEF FOR MELDRUM HOUSE
TOM GIBSON MOVES WEST TO VIRGIN After six years at the helm of The Glasshouse in Edinburgh Tom Gibson is moving West next month to take over the new role of General Manager at the Virgin Hotels Glasgow which is due to open next Easter. Ignacio Sans garcia takes over as General Manager at The Glasshouse moving from his Operations Manages role. Said Tom, “I wouldn’t be leaving unless the opportunity was a fantastic one.”
Alan Clarke has joined Meldrum House Country Hotel and Golf Course in Oldmeldrum, as its new Executive Chef. Aged 30 and originally from Forres, Clarke forged his career path when he won the Chef ’s UK Accor Challenge Award for Britain, aged only 21. He then honed his skills under Shirley Spear, the renowned previous owner of The Three Chimneys in Skye, helping them retain their 3 AA Rosettes. Since then he has been Head Chef at two Aberdeenshire hotels and brings 14 years of experience to his new role. Clarke explained;,“The Executive Chef role at Meldrum House is a job I’ve always aspired to. I look forward to building on the hotel’s reputation and putting my own flair on the menus with my take on Scottish produce with a French twist. I’m also looking forward to working with Operations Manager Nicola Downie and her established front of house team to continue making it one of Aberdeenshire’s top foodie destinations. General Manager Jordan Charles commented; “We’re delighted that Alan has joined our talented team, working on our established gateto-plate dining experience. The last few months since re-opening from lockdown has seen one of the busiest periods in the hotel’s history and we want to continue to build on that. Alan is a highly regarded and innovative chef which makes for an exciting chapter ahead for the hotel.” HOTELSCOTLAND • 27
£32.7BN POTENTIAL IN HYGIENE, WELLNESS AND SUSTAINABLE CREDENTIALS! BY NICOLA YOUNG
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ew Research by Barclays Corporate Banking makes for some interesting reading for the Hotel sector that could be worth £32.7bn from safety, hygiene, wellness and sustainable credentials alone. The report, called Leisure Rediscovered, covers all of the leisure and hospitality sector in the UK and shows that overall the sector is thriving. Operators across the sector reveal that revenue jumped by an average of more than 25% over 2019 levels and they predict a rise to one third for the remainder of 2021. In terms of the contribution of the wider industry to the nations GDP, it is expected to add £3.5bn to GDP in 2021 rising to £9.2bn next year. Restaurants and food outlets account for £1bn of the growth followed by hotels at £0.8bn. The big winners are cafe’s and food outlets - including restaurants holiday parks and vacation rentals. Regionally, London amounts for 30% of the overall growth with the West Midlands at 18%, Wales 13% and Scotland lagging behind at 3.5%. Confidence is high in the broad sector with 94% of business confident about business growth this year, with a third who are very confident. Gym and leisure centre managers are most likely to be very confident (45%), with cafés and spas/wellness retreats (both 42%) also especially positive. Hotels, although confident of growth, are the most cautions of all with 16% of hotel owners describing themselves as ‘not too confident’. It is reasonable to assume that this is due to the current staffing issues across the board. The good news for hotels is that the report highlights the strength of the staycation market and this is set to continue throughout 2022. 45% of adults said that they were more likely to holiday in the UK and the Scottish Highlands remains one of the top 3 destinations with Edinburgh popular as a City break. Although the staycation is most popular across all age groups it is strongest amongst those over 45 (48%). As the staycation market grows, those changing their mind and now preferring the UK to overseas trips tend to be women over 55. The research has also looked into what holiday-makers are looking for and there are some notable changes as a result of the pandemic and the healthy leisure experience goes well beyond infection control. Lockdown has made consumers much more aware of physical and mental health. Of note is the comment from operators that the ESG acronym (Environmental, Social, Governance) should also contain an H for Health with 9 out of 10 operators saying that health and wellbeing products were becoming a priority since the pandemic. This new report underlines this imperative and shows that 28 • HOTELSCOTLAND
consumers are prepared to pay almost 20% more for healthier food and drink options and almost 18% more for holiday accommodations that includes health or well-being services such as a gym or spa. The Barclays Wellness Imperative report from earlier this year had already identified a potential £21.1bn revenue boost by 2023 for leisure providers that are able to incorporate wellness into their offerings. In terms of health and hygiene standards, almost a quarter of consumers now place a high value on good safety and hygiene standards in their accommodations. Although 38% would not be prepared to pay a premium for this reassurance, younger people are particularly concerned. 41% of those 16-24 would pay a premium for these assurances while those over 55 would only pay just over 9% more. Like Health and Wellness the average premium that consumers would pay is 20%.This would represent a £6bn revenue lift to accommodation providers. Sustainable credentials also remains high on the minds of younger consumers.Those 16-24 would be prepared to pay a premium of 39% for strong credentials and those 25-35 would pay 32% more. The average premium across all age groups is 20% for a sustainable holiday experience but, as with safety and hygiene, the willingness to pay a premium declines with age.The value of these preferences alone is not insignificant - they were calculated to be worth £5.6bn to accommodation providers. Outside of health and travel the report also highlights the growth in importance of local partnerships. 88% of operators said that they were offering joint deals more often than they did in 2019 and this initiative is lead by almost all holiday and caravan parks, nightclubs (96%) and spas and wellness centres (90%). The pandemic has also resulted in a polarisation of experience for consumers - many amassed significant savings during the pandemic while many saw their savings dwindle. Those that were able to make significant savings are spending and this has meant that many operators have found customers are willing to splash out on premium experiences with many expecting the luxury market to broaden further.The taste for luxury was particularly noted by holiday parks (55%), hotels (51%), bars (49%), spas (46%) ad holiday lets (45%). Finally, the report found that more than four in 10 firms plan to add new outlets.This represents a significant leap in growth plans over the position a year earlier. For example,Travelodge, which is opening 17 new UK hotels this year, is among the 47% of hotel groups which have expansion plans. And the resurgence in gym membership has triggered a race for new space by 41% of leisure clubs.
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CHECKOUT The hospitality industry is going through a perfect storm: unprecedented demand, lack of staff and the supply chain fractured for very similar reasons, a lack of staff. and of course rising prices, particularly energy, but just about everything else too. When I hear Boris Johnson doing his ‘motivational speeches’ I find myself almost shouting at the TV. I would love him to walk a mile in your shoes - he would need more than a personal trainer.
Our Lifetime Achievement Award at this year’s Scottish Bar and Pub Awards went to Sandy Fraser from the Oak Tree Inn in Balmaha. He so deserves the recognition for all that he has done for his local area. But most of all because he has enthused his family with his own passion for the industry. As a result they too work with him. That is a great legacy.
It used to be that the licensing hours meant between the hours of 2pm and 5pm hospitality was closed by law. Now hospitality businesses are doing this voluntarily. Some businesses are closing on at least one day a week, and in some areas they donk’t actually open until mid-week. Meanwhile some restaurants are only serving in the evening and pubs are not opening until 2pm or later. The reason is quite obvious - not enough staff, and those that are there need a break. It goes against the grain from a business point of view, but from a health and wellbeing point of view it is exactly the right thing to do.
Complete systems f rom only £1395 Specialists in Epos and Hand Held Ordering Systems
CASH CONTROL
Cash Control We supply a comprehensive range of cash retail systems to the licensed trade. • EPOS SYSTEMS • PAYMENT & APP INTEGRATION • STOCK CONTROL SOFTWARE • CASH REGISTERS
For more information contact us on: 0141 946 0444 Or see our full product range at: www.simsautomatics.co.uk
GLASS & ICE
Glass & Ice 0141 950 6766 www.argyllsystems.co.uk
Scotland’s premier supplier of Glass Washers, Dishwashers, Ice Making Machines & Bottle Coolers. t @simsautomatics f sims automatics l @simsautomatics D simsautomatics.co.uk
30 • HOTELSCOTLAND
Turning a hotel room into a master bedroom. We’ve always had an extensive range of high quality bedlinen for the Hotel trade. The Hotel Superior Egyptian 400 thread sateen bedlinen is widely used by five-star hotels due to its easy-care finish. It’s also ideal for heavy and frequent laundering. Other popular linen includes the Hotel Classic Egyptian 300 thread sateen and the Easy Care Luxury 300 thread Polycotton sateen bedlinen. EST
We have an exceptional range of Duvets and Pillows
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KING OF COTTON which include Down Feel Microfibre/Cotton Percale, The world’s finest linen and towelling www.kingofcotton.com
and Natural Goose Feather and Down.
We’re offering ‘Hotel Scotland’ readers 20% discount on all bedding and the full range of bathroom products too. Just use the code: HS20 at checkout. L O N D O N
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