HOTELSCOTLAND 36 – AUGUST 2021 ISSN 2515-8287
INTERVIEW:
GRAHAM CHALMERS RADISSON RED
CYBER SKILLS?
CONTENTS 4
NEWS
9 CYBER SKILLS?
12 WHAT’S NEW?
7 T
WELCOME
hankfully Scotland is now open for business. I am hoping that we will soon be free of all restrictions. One of our news stories reveals that there is some positive outcome from the pandemic not least the fact that 94% of accommodation providers have invested in their properties. Two businesses that have done exactly that are Crerar Hotels and Manorview - check out design feature to find out exactly what the hotels have just invested in. I caught up with the dynamic Curator of Radisson Red - Graham Chalmers. He is a man on a mission. Find out what he has to say on Page 16. It is great to be able to get back out on the road and see people and I’m so looking forward to the next few months.
Susan Young Editor
• MARCO PIERRE WHITE
16 INTERVIEW:
GRAHAM CHALMERS
21 DESIGN FOCUS: THE ISLE OF MULL HOTEL & SPA 22 DESIGN FOCUS: THE LOWLAND BAR & RESTAURANT 30 CHECK OUT
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GRAHAM CHALMERS
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• ISLE OF MULL
HOTELSCOTLAND Published by Media World limited t: 01560 600585 e: news@mediaworldltd.com w: hotelmagazinescotland.co.uk
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• THE LOWLAND
Editor: Susan Young Editorial: ason Caddy Advertising: Sylvia Forsyth.Nikki Oji Admin: Rebecca Orr
susan@mediaworldltd.com @hotel_scotland hotelmagazinescotland.co.uk
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AUGUST 2021• HOTELSCOTLAND • 3
HOLIDAY VOUCHER SCHEME LAUNCHED Hotels and bed and breakfasts, guest houses, hostels and camping parks and visitor attractions can all sign up to ScotGov and Visit Scotland’s ScotSpirit Holiday Voucher Scheme to help boost tourism by offering subsidised breaks around Scotland, with vouchers available to low-income families, unpaid carers and disadvantaged young people. It aims to offer those who don’t often get holidays the chance to explore a new part of Scotland, as well as boosting tourism in the off-season, and the scheme forms part of a £25 million tourism recovery package announced by the first minister and is completely funded by the Scottish Government. Businesses will be paid by the Scottish Government for any booking made directly through the holiday voucher initiative, while
The 13-bedroom Ecclefechan Hotel near Gretna is on the market. All rooms are en suite and it’s an established familyrun village hotel that Joe and Mary Kelly and son Steve have run since 2005. It has a public bar with lounge area and dining area, is easily accessed from M74/A74 Glasgow to Carlisle, has private parking to the rear and is suitable as family-run operation/chef operator For further information contact Smith and Clough on 0141 404 0087 or email graeme@ smithandclough.com Edinburgh’s Broughton Hotel has just been put up for sale but not as a hotel, instead, it is being marketed as a sevenbedroom terraced house. Marketed by Saville’s, the hotel traded for the last 10 years, is rated four and a half stars on Tripadvisor, and is set over four floors. There are six en suite double bedrooms on the upper two floors, three on the first and three on the second floor. Two of the bedrooms are set up as family rooms, while one of the rooms has an en suite bathroom. The lower ground floor provides its own self-contained accommodation with a private entrance at the rear.
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Charities such as Family Holiday Association and Shared Care Scotland will help to ensure those most in need of the subsidised trips get the vouchers. Malcolm Roughead, Chief Executive of VisitScotland, said, “We’re encouraging as many tourism businesses as possible to be part of the ScotSpirit Holiday Voucher Scheme. “Not only will you generate income for your business but you will also provide long-lasting memories for people who don’t often get to experience a holiday. “Tourism is a force for good – creating economic and social value in every corner of Scotland and enhancing the well-being of everyone who experiences it. “Tourism makes Scotland richer, economically and socially, and without it Scotland would be a much poorer place.”
RENOVATIONS FOR THE OLD COURSE The Old Course Hotel, Golf Resort & Spa in St Andrews is currently undergoing a series of renovation works to the hotel, including the introduction of a penthouse, 31 new guest rooms, an additional restaurant and bar, as well as refurbished events spaces – all set to be unveiled at the end of August, well ahead of The Open in 2022 which will be held on the Old Course. Following the renovations, the hotel will boast 175 rooms, with the introduction of a third floor in the ‘Champions Wing.’ The penthouse will be added to the fourth floor, which will be the only room with a private lift and balcony, outdoor seating and fire pit, with views overlooking West Sands Beach and the golf course. The interiors will feature wood panelling, a central fireplace, a private dining area for eight guests, with parquet flooring throughout, and a free-standing bath in the bedroom. It currently has six restaurants and bars and will add to its offering with the launch of a new 80-cover restaurant and bar, situated on the fourth floor and in the East End of the hotel. It will provide all-day dining, serving international cuisine using locally sourced Scottish produce, and an extensive wine and cocktail list. With floor-to-ceiling windows and an outdoor terrace, it will offer panoramic views of the town and golf course.
Ellon-headquartered Brewdog has opened its 18-bedroom hotel and bar Doghouse Hotel Manchester at Bruntwood Works’ Bloc building, and is the company’s first in England and fourth overall, behind two in the US and one in Aberdeen. Features at the hotel include in-room beer taps and beer showers and a roof terrace. The hotel is billed as carbon-negative.
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NEWS
DALATA HOTEL GROUP OPENS £40 MILLION MALDON GLASGOW HOTEL
Ireland’s largest hotel group, Dalata Hotel Group Plc, has officially opened its first hotel in Scotland – the £40 million four-star 300-room Maldron hotel on Renfrew St which is the only four-star hotel to have opened in Scotland this year. In 2022 the Group will further strengthen its presence in Glasgow with the opening of a 4-star Clayton Hotel on Customs Quay.
Dalata already operates over 45 hotels across the UK and Ireland, Pictured at the opening of the new £40million Maldron Hotel Glasgow City today (Tuesday August 3) is the team from Dalata Hotel Group along with Stephen McNally, Deputy Chief Executive, Dalata Hotel Group, Lorna Mathers, Hotel Manager and Hazel Galloway, Hotel General Manager.
Cameron House Hotel on the banks of Loch Lomond near Balloch made a £13,846,000 profit in 2020 - after posting a loss of £12,057,000 in 2019 in its annual accounts. The hotel has delayed its reopening after its £30m renovation by a month until the 1st of September. Couple Simon Midgley, 32, and his partner Richard Dyson, 38, were killed in the 2017 blaze and in January this year, Cameron House was fined £500,000 after pleading guilty to a string of fire safety failures. Night porter Christopher O’Malley, 35, from Renton, was sentenced to 300 hours of unpaid work for putting fireplace ash in a plastic bag and inside a cupboard, which started the fire.
Edinburgh’s Dunstane House hotel at 4 West Coates and 5 Hampton Terrace Haymarket has secured a place on Tripadvisor Travellers’ Choice-Best of the Best award at number 11- out of the top 25 hotels in the whole of the UK. The five-star hotel owned by Shirley and Derek Mowat offers 35 luxury rooms between two stately Victorian homes on opposite sides of the road: Dunstane House and Hampton House.
SCALE OF CHALLENGES INDUSTRY FACES MUST BE ADDRESSED New research published by hospitality and pub trade bodies UKHospitality, The British Beer and Pub Association, and The British Institute of Innkeeping shows the scale of the challenges facing these hard-hit businesses as they look to rebuild from the pandemic. The bodies all warn that the long-awaited easing of restrictions does not mark an easing of challenges for businesses. Chief among these are major concerns around staffing, the supply chain and tapering of Government support. The survey of over 350 businesses operating tens of thousands of venues found that 100% of businesses surveyed currently have vacancies - mainly front-of-house (84%), non-head chefs (67%) and kitchen porters (36%). A third are experiencing managerial role vacancies. Vacancy levels are running at 10% across the sector – implying a shortage of over 200,000 workers. What was also unearthed in the findings is the fact that almost all (94%) of hospitality businesses are experiencing difficulties with
their supply chain – 66% have reduced product lines; 63% are seeing delays in deliveries; 60% are experiencing products not turning up; and 56% are seeing major price inflation. Also reported was that a return to a VAT rate of 20% next year will have negative impacts on the vast majority of businesses: 43% said they would cut investment; 30% would become loss-making; 28% would cut jobs; 22% would implement a recruitment freeze, and 21% would face business failure. In terms of priorities for government support, respondents ranked additional business rates relief, followed by a continued reduction in hospitality VAT beyond March 2022 and, thirdly, an overhaul of the business rates system. Other support measures needed that ranked highly were a reduction in the tax on beer and alcoholic drinks, as well as help to address labour shortages experienced by the sector. In a joint statement, the three trade bodies said, “The easing of all legal restrictions should
mark a progression into the recovery phase for our sector, which has been hardest hit during the pandemic and only now permitted to trade unrestricted and make progress toward rebuilding and paying off accrued debts. “But businesses are faced with a range of pressing challenges meaning the road to recovery will be bumpy for many months to come. The sector has already lost more than 12,000 venues during the course of the pandemic and more than half a million jobs without fur ther adequate suppor t, there will be more businesses and jobs lost. “For hospitality to begin a sustainable recovery, Government must continue working closely with us in order to put in place the right trading environment., This will offer firms the chance to bounce back strongly and help to rebuild fragile consumer confidence. With the right suppor t, hospitality can be at the forefront of the nation’s economic recovery, creating jobs and reviving our high streets and city centres.” AUGUST 2021• HOTELSCOTLAND • 5
THE BAUSHAUS SOLD FOR STUDENT ACCOMMODATION The Bauhaus Hotel in Aberdeen, which went into administration in 2019 has been sold to a developer that plans to convert it into student accommodation. Hotel property specialists Colliers sold the former Bauhaus Hotel, in Langstane Place, on behalf of administrators RSM Restructuring Advisory LLP for an undisclosed sum off a guide price of £1.4million. Paul Dounis, partner at RSM and joint administrator, said, “The sale and change of use of the vacant Bauhaus building will bring young people back into the heart of
Aberdeen; enhancing the vibrancy of the city; creating jobs and supporting economic growth post-pandemic.” Robert Smithson, from Colliers’ Hotel Agency, who acted for RSM said: “We are delighted to have assisted RSM in finding a new use for this property. There has been a number of hotel asset sales taking place for alternative uses in recent times, this is the latest example of a hotel sale taking place with demand from both developers and hoteliers.” Conversion of the property is expected to begin immediately.
HOUSE OF GODS AMBITIOUS EXPANSION PLANS AS OAKBANK BACK INVESTMENT
Edinburgh’s House of Gods Hotel entrepreneur founders, brothers Mike and Ross Baxter, are set to open a new 31-bedroom boutique hotel on Glasgow’s Glassford Street in the former Peckham’s after they secured a £4.8m OakNorth Bank loan. Also in the planning stages is a hotel for Manchester in addition to their flagship Edinburgh business. House of Gods Hotel in Edinburgh was partially funded via a £1.1m loan from OakNorth Bank in 2019 and has been operational since April this year. The new £4.8m capital from OakNorth Bank, coupled with the £5m IMBIBA investment, will be used to finance the expansion. Mike and Ross Baxter, co-founders of House of Gods Hotel said, “We’re very excited to be expanding the brand. The Edinburgh hotel has been incredibly well received and we feel
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both Glasgow and Manchester are the perfect locations for the two new hotels. “It’s been a challenging year for the industry but with the support of Mohith and his team at OakNorth Bank, the business has traded very well and found opportunity in two fantastic new sites. Mohith Sondhi, senior debt finance director at OakNorth Bank, said, “Prior to Covid-19, The House of Gods Hotel in Edinburgh had been trading extremely well. When hotels were allowed to re-open in late April this year, it achieved 90% occupancy in May and 95% occupancy in June – a clear demonstration of the demand for this unique hotel concept. “We want to ensure the business has the capital it needs to not only take advantage of the demand when all restrictions end next month, but to also maximise opportunities to continue growing the brand in the meantime.
CRERAR EXPAND Island View House comes to Glencoe Inn The Scottish hotel group behind the Glencoe Inn has unveiled brand-new selfcatering accommodation on the site of the five-star property. Island View House allows guests to enjoy the best of both worlds, with completely private accommodation in the newly renovated five-bedroom house. Representing a further investment of £150,000 in Glencoe, Island View can accommodate groups of up to 10, with all the hallmarks of the neighbouring five-star facilities, plus spacious lounge with log fire burner, private outdoor hot tub and fully equipped kitchen.
The Scottish Tourism Leadership Programme to support business and community-led tourism enterprises Scotland-wide has launched. Funded by the Scottish Government’s £25m Tourism Taskforce Recovery Plan, Scottish Enterprise (SE), Highlands and Islands Enterprise (HIE), South of Scotland Enterprise (SOSE) and Skills Development Scotland (SDS) are working together to design and deliver the programme which is offering fully funded places for up to 300 participants between now and March 2022. It will offer a range of opportunities to develop personal skills and expertise, to gain insight from fellow participants and specialists. It will also offer the opportunity to become part of a growing network of people working to develop ‘innovative tourism opportunities’ via accredited leadership training.
XXXXXXXX NEWS MARCO PIERRE WHITE HEADS SIGNATURE FOOD FESTIVAL
DS OFFERING TO SELF-CATERING RESEARCH REVEALS WHAT CUSTOMERS VALUE New research from The Cumberland building society says that 86% of UK holiday accommodation owners report investing in their business during the pandemic, with 94% saying they have made longlasting, positive changes. The survey of 1,021 UK consumers and 233 UK accommodation owners/managers also highlighted that four-fifths of holiday accommodation owners questioned (80%) said that they had been spending money on being compliant with Covid-19 guidelines, while 71% have been improving their property or services. Despite relaxations in foreign travel restrictions, there is still caution amongst UK holidaymakers, with 84% opting to holiday in the UK this summer. Of these, the survey revealed that hotels (38%) and cottages (32%) are the most popular types of accommodation, followed by bed and breakfast accommodation (24%). However, Covid-19 compliance and cleanliness is still dominating their choice of accommodation providers, as 69% say they are willing to pay more for hotels, B&Bs and holiday lets offering these additional services: 38% of respondents said they would pay more for a property which has a Covid-19 deep cleaning service, while 31% would pay more for a property with clear instructions on its COVID-19 guidance. And 16% of Brits say they would pay more if their accommodation was dog-friendly. The findings also show that Cornwall is the favourite UK destination (17%) with the Lake District proving as popular as Devon (14% each), followed closely by Scotland (13%), Wales (11%) and East Anglia (9%). When it comes to business funding during the pandemic, 52% of respondents funded their
investment in their business from savings/ equity contribution; 41% from a business loan; 26% from insurance; 21% from external equity; 17% from CBILS or BBLS loans and 15% from remortgage. Additionally, 75% said they were definitely going to or are considering using the Government Recovery Loan Scheme, which could indicate that this hasn’t been a necessity for many, as it was only introduced in April. The respondents were asked about investing in their businesses over the three years 2020-2022 inclusive and from the findings, owner-managers said they had invested or were planning on investing in their properties 11-20% of turnover. Overall, 94% of those questioned have made a long-lasting positive change to their business as a result of the pandemic. Of this, 55% of respondents said that renovations were the main long-lasting positive changes the pandemic has led them to make to their business.This is followed by process improvements (46%); introducing new services (45%) and new IT systems (34%). Regarding the booking patterns amongst UK consumers, 36% of respondents say they would book UK holidays between less than one month ahead and three months ahead of time, while only 6% said they would plan to book 10-12 months ahead. 26% said they would not plan to book a UK holiday whilst in the current COVID circumstance. 56% of respondents cited concerns about cancellations due to the impact of new strains of the virus as their biggest concern for the 2021 summer season, while 31% of accommodation owners said that they were concerned about customers ‘doublebooking’ holidays and then cancelling with them at the last minute.
The Signature Food Festival in Aberdeen, a celebration of culinary creativity, will return on Friday November 5th, 2021 for a fortnight, with a line up of Michelin-starred chefs including Marco Pierre White and Richard Corrigan and a total of 13 events. The chefs, who between them hold 12 Michelin stars and 23 AA Rosettes, will create their Signature dishes in the kitchens of The Chester Hotel in Aberdeen owned by the Festival founders Graham and Gillian Wood. The couple are passionate ‘foodies’, and wanted to create a showcase for Aberdeen as a gourmet destination and the exceptional produce that can be found on his city’s doorstep, while at the same time raising funds for local children’s charities. In the four years it has been running, the festival has so far raised half a million pounds for good causes in north-east Scotland. Said Graham, “The calibre of chefs Signature continues to attract shows just how much this festival has grown, in such a short time. And it also reflects the appetite there is for fine dining and an appreciation of the outstanding ingredients and produce that can be readily sourced in the northeast of Scotland. “The six guest chefs we have onboard this year now means that we can take that vision to another level, serving our guests exquisite, surprising and diverse menus, using locally sourced ingredients and all within an intimate setting.” Glynn Purnell is returning for his third appearance and Atul Kochhar, the first Michelin-starred Indian chef, for his second appearance. Great British Menu winners and mentors Phil Howard and Daniel Clifford, who both made their debut at the 2019 event will also return to Aberdeen for the event.
AUGUST 2021 • HOTELSCOTLAND • 7
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FOCUS
THE CYBER SKILLS GAP IN THE HOTEL SECTOR by CLAIRE GILLESPIE, DIGITAL SKILLS MANAGER FOR SKILLS DEVELOPEMENT SCOTLAND AND CYBER SCOTLAND PARTNERSHIPS
A
ccording to ISC2, the global cyber security workforce skills gap has now exceeded three million, yet a recent survey by DCMS found that almost half (48%) of businesses in the UK are missing some basic technical skills and around 30% missing advanced skills – the hotel industry included. Fear around cyber security is generally easing as it becomes a topic that people are more comfortable discussing and they understand the wider impact. But when it comes to the workplace, not enough people consider cyber their responsibility. They feel ill equipped from a skills perspective. This lack of basic skills needs to be addressed, particularly for businesses that have added more digital functionality such as reservation systems, EPOS ordering systems, and contactless payments. At a time when the tourism and hospitality sector is cautiously reopening and survival is top of mind, no one wants to be blindsided by a cyber security-related incident. Yet it is when industries are at their
most vulnerable that criminals like to attack. This makes now the perfect time for hotels to review processes – cyber included – to increase business resilience.
Create awareness internally Being cyber savvy doesn’t necessarily require a formal education or certificate; we all have the potential to protect the businesses we work for from a cyber attack. It is the role of the senior management to define what that looks like – for example, those in reservations will require different access to computers than those in the kitchen. But everyone has a role to play, and it starts with awareness. As hotels reopen and new staff come on board, it makes sense to review (and potentially update) induction programmes and staff handbooks to detail what staff should do to prevent or respond to a cyber incident. This is important for everyone, but particularly those with access to the hotel’s IT systems. Guidance should also be updated to consider what staff should do AUGUST 2021• HOTELSCOTLAND • 9
FOCUS
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Two out of three hotel websites inadvertently leak guest information to third parties, giving unauthorised personnel the power to view, change or cancel bookings, steps must be taken to avoid this.
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to protect the reputation of the venue. Being clear on these processes from the outset of employment will lay the groundwork for the future.
Common sense processes The next consideration is to ensure the processes from the induction are followed. Some of these may seem basic, but highlight how small efforts can protect an organisation. For example, everyone should ensure a computer or digital device is locked when not in use. Remote working has meant that we often skipped this when stepping away from our laptops as no one could have gained access to systems. However, as traffic and footfall increase, this small step is imperative to protecting sensitive hotel data. Particularly sensitive data and files should also be subject to password protection. Not only will this mitigate any access management issues, but it will also ensure that the data that is most precious to the business remains in the right hands.
Equip the business While processes are important, they must be backed by a strong cyber security strategy. But for independent hoteliers, knowing what this should include and how this should look may be difficult. This is where external organisations can help. As well as your IT team or provider, organisations like Skills Development Scotland, the CyberScotland Partnership and the Scottish Business Resilience Centre can guide and advise, at no cost, on aspects that need to be built into the business. They can provide insight for businesses to shape cyber strategy, offer training workshops, and are a valuable resource should the business fall victim to a breach. Opening attendance of these sessions to a team broader than just IT will help employees with responsibilities understand their role in the cyber resilience of the business . But it’s not enough just to develop a strategy and attend some training. It’s 10 • HOTELSCOTLAND • AUGUST 2021
important to regularly test its effectiveness by conducting regular assessments of risks and vulnerabilities and work to address these once identified. This is something that should involve all areas of the business, so that staff are not only aware of the process, but they take ownership of it – and understand the consequences of a breach. Hotels are hotbeds for data that cyber criminals want their hands on – from customer names and addresses to their payment information. As well as financial information, it’s very handy for criminals to know who’s away from home. Given that data from Symantec found that two out of three hotel websites inadvertently leak guest information to third parties, giving unauthorised personnel the power to view, change or cancel bookings, steps must be taken to avoid this. With the rise in online bookings and hotel comparison sites, hotels are responsible for ensuring that the security of their guests’ data is upheld – irrespective of how or where they made their booking.
Be(come) digitally savvy Another way to close the skills gap is to identify someone in the business who may benefit from upskilling or retraining to take responsibility for cyber. Programmes like Digital World’s Digital Start Fund exist to upskill individuals from non-technical backgrounds to take on technical roles, such as security. With the belief that there is no right path to a technical career, the fund provides opportunities for people – irrespective of age – to access training to pursue a career in software development and cyber security. Equally, apprenticeships can upskill team members to focus on new areas within the business. Ultimately, hoteliers needn’t be frightened by cyber security. While there have been plenty of disturbing effects from incidents in recent months, it’s important that businesses and their leaders face the topic head-on. By making small changes, refreshing strategies and increasing training, it will be possible to start to fill the cyber skills gap in the hotel industry.
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WHAT’S NEW
WHAT’S NEW 01 BOWMORE REVEALS BLACK WARRIOR
02 ORKNEY’S J. GOW RUM RELEASE ‘REVENGE’
Bowmore Islay Single Malt Scotch Whisky has unveiled the third release in its exclusive Chinese Mythical Guardians Series. Bowmore 38-year-old pays homage to the Black Warrior, a dominant figure in Chinese legend and a symbol of longevity, power and tenacity. With only 888 bottles available, this rare 38-yearold Bowmore expression invokes the traditions of yesterday to inspire the legends of tomorrow, resulting in a union of flavors both rich and delicately balanced. Meticulously crafted with incredible attention to detail – from the distillery manager’s selection of the finest casks to the striking embellishments on the bottle and box.
Orkney distillery J. Gow Rum has just added a three-year-old cask aged pot still rum to its core range. ‘Revenge’ has been distilled in Orkney and then aged in ex-bourbon and virgin oak casks for three years. This is the minimum time a whisky must be aged before it is legally allowed to be called a whisky. Said distillery owner Collin Van Schayk, “Everything is done on site; from distilling to cask storage to bottling. It’s a tight space but the location is amazing and I love what I do.
Celebrating traditional methods dating back to the earliest days of Benriach Distillery, Benriach Malting Season will be the first expression in a century to be produced entirely using barley malted from the Speyside distillery’s historic floor maltings.
04 PERNOD RICARD INTRODUCE JAMESON ORANGE
05 BENROMACH RELEASES LIMITED EDITION PEAT SMOKE SHERRY
06 BERRY BROS. & RUDD LAUNCHES NEW SPIRITS RANGE
Jameson Irish Whiskey has introduced a zesty new expression to its core range – Jameson Orange – combining ‘the finest triple-distilled Jameson Irish Whiskey infused with natural orange flavouring.’
Benromach Distillery in Speyside has launched a new limited edition single malt, Benromach Peat Smoke Sherry Cask Matured, with fewer than 2,000 bottles available in the UK. Keith Cruickshank, Distillery Manager at Benromach, said, “This small batch vintage expression has been created in a style which is deliberately different to the subtle smokiness Benromach is well-known for. This is only the second time we’ve released a heavily sherried peat smoke expression and we’re very proud of its unique flavour profile.”
Berry Bros. & Rudd has revealed its Summer 2021 spirit range in a new, unique bottle supported by a new ad campaign – Since 1698 - that captures the ‘aspirational world of London’s style and elegance.’
Said Ian Peart, Commercial Director at Pernod Ricard UK, “With the popularity of flavoured spirits on the rise and Jameson continuing to fly in the UK, Jameson Orange is perfectly positioned to tap into this growing consumer opportunity. 12 • HOTELSCOTLAND • AUGUST 2021
03 BENRIACH KEEPS TRADITION ALIVE
Said Stewart Buchanan, Global Brand Ambassador at Benriach, “Passed from distiller to distiller throughout the generations, the floor malting process keeps a traditional part of the whisky making process alive with Benriach being one of only seven distilleries in Scotland to continue the practice of floor malting. Distilling spirit from barley malted here on site is a true labour of love and something we are passionate about keeping alive here at Benriach as an ode to our creative whisky making heritage.”
The new bottle is to be used across the entire Berry Bros. & Rudd Spirits portfolio, the labels tailored to the needs of the drinkers with different levels of details as customers move through the price range. The Summer Release 2021 will be the first to use the new bottle, and then all others in range will follow.I
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Some great new offerings to let your guests try.
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FEATURE
MANAGING THE TAIL SPEND Alastair Roy of Aro Procurement takes a look at how you can manage your Tail Spend
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hat is tail spend? A general definition is small value purchases that are not sufficiently significant to be managed as part of a procurement process, such as a tender. Other connected terms would include maverick or rogue spend, tail of tail and head of tail spend and in many hospitality organisations the ratio of 20% spend with 80% of suppliers would apply to this spend category. When the main procurement focus is typically on adding value and creating savings on 80% spend across 20% of suppliers, it can be easy to overlook a relatively substantial overall amount of spend, diluted amongst a large number of suppliers. There are usually always valid business reasons for low value tail spend transactions which may include emergency orders or buying items to speed up a process or to facilitate a guest request. However, purchasing the item is the easy part, locating it when it is delivered, reconciling invoices and tracking back why it was purchased in the first place can result in endless frustration and wasted productivity. In addition, if the item is not compliant with company standards, further risk exposures may result. It would be much better to find a way of embedding more tail spend items within managed contracts to improve control. Ways in which you can manage tail spend more effectively include: Review annual spend data from the purchase ledger and categorise the 20% tail spend to determine which products can be purchased from existing suppliers. Aggregate as many spend lines as possible and find ways of buying the items as part of a managed contract. Provide clear guidelines on what valve can be spent and with which suppliers and introduce a purchase approval mechanism.
Ensure team members are clear on the risk before making a purchase. Head of tail spend is the top end of the 20% and because the individual transactions seem trivial, they are not always properly scrutinised. The tail of tail spend is where lots of opportunity exists to consolidate and reduce the number of suppliers. Credit card purchases should also be reviewed for tail spend with the focus on switching the spend to a managed contract with credit terms. Rogue/maverick spend is not necessarily low value but it is spend which has not gone through a proper procurement process sometimes in error and occasionally intentionally. Action should be taken to crack down on rogue spend to ensure costs are correctly negotiated and items are purchased at the best possible cost price. Tail spend also becomes difficult because it can often circumvent the budgetary process and due to the low value, suddenly a great deal of company cash can be spent without being noticed until the year end accounts are closed. It is always worth remembering that tail spend represents around a fifth of your overall supplier spend. This is likely not an insignificant sum of money and it would be much better allocated in a considered and strategic way to derive maximum bang for your buck. Collaboration between teams within your organisation is another way to help minimise tail spend to prevent situations where items are bought from the same suppliers independently of each other. If the purchases are consolidated, this creates more leverage to secure more competitive terms. The main benefit of managing your tail spend is the resultant cost savings which can translate into cash for investment in the business, taking on new revenue generating staff and generally making your hotel, bar or restaurant more efficient. It will also create hidden benefits in terms of increasing productivity by streamlining what to buy from which supplier. For guidance on how best to manage your tail spend contact alastair@aroprocurement.com
AUGUST 2021 • HOTELSCOTLAND • 15
INTERVIEW
GRAHAM CHALMERS has a lot on his plate as Curator of Radisson Red. Susan Young, finds out about the man behind the #bekindtohospitality campaign
WINGING AND WINNING I
t is never easy gauging someone’s age, but you could have blown me away with a feather when Graham Chalmers revealed halfway through our interview that he was 40. I would have put him a decade younger. He admits he has always had a ‘baby’ face but he also revealed that he was feeling his age having just spent a week without a break due to the hotel having staff shortages. A familiar story these days. However, it is quite clear that Graham thrives on challenges which includes navigating the hotel through the last 18 months. He has learned new skills not least the ability to keep the Radisson Red front of mind on social media, but he also took the time to promote hospitality and those in it with the launch of #bekindtohospitality and the ongoing campaign. You can tell that he has a passion for the industry and is a great example of someone who grasped the nettle at an early age and embraced the profession. Graham started out in hospitality at the age of 16, working in the Strathaven Hotel. He tells me, “The Macintyre family owned it, and Sheila and Malcolm the son and daughter ran it, and while I was still at school I got a part-time job there which included doing silver service for weddings and banquettes. I progressed to work in its two Rosette restaurant. By the time I was 18, I wanted, as most 18-year-olds do, to work 16 • HOTELSCOTLAND • AUGUST 2018
in the bar, which I did.” Graham realised that it wasn’t just a parttime job he wanted but a career in hospitality. His next step was a degree in Hospitality Management at Robert Gordon University in Aberdeen, but he always returned to the Strathaven Hotel during the holidays. He says, “I would come back and do stints including one in the kitchen as a commis chef.” As part of his degree, Graham also took an academic year out and went to America to Martha’s Vineyard to work in the Harbour View Hotel in Egerton. Graham recalls, “It was something else. It was one of the most exclusive areas of Massachusetts and was where the Kennedys famously lived. During my year there George Bush Senior came to the hotel, I sat in the cinema next to Bruce Willis and his family, served Steve Tyler of Aerosmith in the restaurant and met Kevin Spacey in an ice-cream shop.” However, he still returned to Aberdeen to complete his degree. He smiles, “My social life was over in the US. I was only 19 and needed to take my passport everywhere, and my baby face didn’t help. The only way I could have a drink was at house parties.” After graduating in 2001 Graham wrote to all the big hotels in Glasgow looking for his first job. This led to two interviews, one at the Marriott, and one at One Devonshire Gardens. In fact, he had accepted the Marriott job but then had to decline it when he got a job as
Restaurant Supervisor at One Devonshire. Says Graham, “I had been offered the job at the Marriott but hadn’t accepted it when I got the interview at One Devonshire which my parents were keen for me to do. But I didn’t feel the interview at One Devonshire went very well. It was a bad cop, good cop scenario and I didn’t feel the GM was particularly impressed by me. So I wrote to the Marriot accepting the job, and no sooner than I had done that than I got a call from the GM at One Devonshire offering me the job as Restaurant Supervisor.”
Scottish company Residence International had not long bought Number One Devonshire and had just merged with the Devonshire Hotel and things were still a bit up in the air when he joined. Although his responsibility was the restaurant at Number One Devonshire - the hotel also housed Amaryllis which was run by Gordon Ramsay. Says Graham, ”Gordon Ramsay, despite his public persona, is very pleasant, at least that was my experience. He would come to the hotel once a month and was always very
courteous.” Graham stayed at One Devonshire for nine years and over his tenure, the owners of the hotel changed. In 2002 it was bought by Citrus Hotels, who managed to acquire the properties (house number four) that gave the group the whole terrace – before selling to Hotel du Vin in 2006. At the time Graham was considering jumping ship. He explains, “Ken McCulloch, who originally developed Number One Devonshire was opening a new hotel
at Dakota Eurocentral. I knew his great reputation as a hotelier, and I was tempted to go there. But my GM said hang on and speak to the new owners. That’s exactly what he did. “Robert Cook the CEO came up to tell us what he was doing with the hotel and I sat down with him. When I look back I can’t believe the confidence I had. He said ‘tell me about yourself and I did. I then told him all about Dakota, and why I thought it was a great fit for me, and how much I respected Ken McCulloch. He then told me he had been Ken’s number 2 and had helped develop the Dakota brand. I was a bit naïve – I didn’t realise who I was speaking to. It was probably the only time I spoke to him on such a relaxed level. He suddenly morphed into Mr Cook.” Needless to say, Graham stayed at One Devonshire. “There was a big difference moving from an independent operator to a national group. Mr Cook also gave me a lot of opportunities and was inspirational and very motivational. He remembers everyone’s names, or something about them, and he had advised me that if I stayed that within five years I could be a General Manager.” And stay he did until 2010 and worked hard. As a result, he did have a great relationship with his boss. “I did New Year’s Eve and New Year’s Day – that was my swan song. I then went to Hotel du Vin in Edinburgh as Deputy GM and within eighteen months got my first shot as General Manager when my boss went on maternity. Mr Cook said I could hold the reins for a year and he delivered on his promise – I was a GM within five years, although I do think possibly I was in the right place at the right time.” When the General Manager came back I had to go back to being Deputy General Manager. By this time Mr Cook had left to go to De Vere and he must have realised that I would be a bit disgruntled at going back to Deputy. He approached me and persuaded me to join De Vere hotels as a Regional Brand Food and Beverage Manager for Village and De Vere hotels. At the time they had resorts like Cameron house and the Belfry and Village Hotels.” After 18 months he realised the glamour of the Regional role didn’t quite stack up for him. Explains Graham, “For the first three to six months I revelled in the Regional role – working Monday to Friday, and staying in hotels and dining out. But I soon realised it wasn’t as glamourous as it seemed. I was back late on a Friday and away early on a Monday – it AUGUST 2021• HOTELSCOTLAND • 17
INTERVIEW was all planes, trains and automobiles. It was playing havoc with my personal life. I wanted to be back living and working in Glasgow. I gave it 18 months and when I saw that Village was opening a hotel in Glasgow I spoke to Mr Cook and put my name forward for the opening GM role. But long story short he said that I didn’t have the leisure experience and pointed out that I had been away from hotel management for 18 months so he couldn’t promise the Village Glasgow opening. So he advised me to go back into hotel management and learn about leisure which was 30% of Village’s business. He and Nick Gamble the Operations Director persuaded me to take the General Manager’s role at Village Farnborough, which I didn’t want to do. But I took it on the understanding that I would be considered for the Glasgow Village opening when it came. Farnborough was great for my CV because it was a big hotel, the biggest I had worked for. It had 125 bedrooms, and turning over more than £8m and I did enjoy my time there, particularly the leisure side. But I knew it was not where I wanted to be. In the meantime, Robert Cook left De Vere and Graham soon realised there were no guarantees he would get the Glasgow job. So when Malmaison Hotels HR Director contacted him to join Malmaison Dundee, although interested in the group, he told them it was Glasgow that he wanted to go back to, not Dundee. Luckily the powers that be at Malmaison persuaded the Glasgow GM to go to Dundee and Graham returned to Glasgow as GM of Malmaison, a role he enjoyed for five years with one of the highlights being the opening of Martin Wishart’s restaurant in the hotel The Honours. When the newest kid on the block, Scotland’s first Radisson Red, arrived in Glasgow, a former colleague, Emma Jackson who was Director of Sales, thought it would be a good fit for Graham. He says, “There was a lot of hype around the Radisson Red and its rooftop bar and Emma Jackson who had worked with me at the Malmaison kept saying to me it would be right up my street and offered to put my name forward, but when I realised it had 174 bedrooms – I initially thought that was too big.” However, his view changed when, following the departure of the opening GM, Radisson Operations Director called him. He had been interviewed by him a few years back for a role at Missoni which didn’t come to anything, but this time around, an informal chat, and five interviews later … Graham took up the position of GM of the Radisson Red, owned by Chris Trainers Forrest Hotels Group and operated by Radisson. Admits Graham it was a big decision. At the very same time One Devonshire offered him 18 • HOTELSCOTLAND • AUGUST 2021
the role of GM role following the news that Marianne Stark was leaving it wasn’t the only offer Hotel Indigo was also keen. Says Graham, “It was November 2019 and I felt very lucky because amazingly there were three job offers at that precise time, and the Radisson Red by far was the hardest process of all. My wife and Marianne persuaded me that the Radisson Red would suit my creative personality. It was an international brand, the first Radisson Red in the UK and it was cool and a bit different. I haven’t regretted the decision. “It has not been easy and we have been going through a pandemic but Chris Trainer has been amazing. His belief and support has helped immensely and the autonomy that he has given me along with Radisson Red has really helped me develop.” Certainly, it has been a baptism by fire, but with the help of Chris, PR Guru Mickey McMonagle and Graham’s creative marketing agency it has allowed him to develop a social media following which has subsequently raised the profile of the Radisson Red immensely over lockdown. The hotel also put its Sky Bar to good use during the pandemic and helped to raise over £30K for nominated charities with 14 live streams over the course of the 18 months. For instance its first event was The Colours House Party, which was produced in conjunction with Ricky Magowan. It featured headline DJs such as Irvine Welsh and it raised money for Hospitality Health and SAMH. Graham comments, “We did two events with Ricky, and then we did our own thereafter. This included two two-day virtual festivals called REDFEST 1 and 2 and streamed from the Red Sky Bar with 15 hours of live music which saw The Fratelli’s headline REDFEST 2. Graham continues “Music is Chris’s thing, but not electronic music. Despite that he watched the whole of REDFEST (eleven hours) in fact he tweeted that he was so proud of the team. I got a real buzz out of it and the fact that a hundred thousand people watched the event worldwide. It gave me a real sense of
pride.” There was also two Saturday morning cooking shows, with Chef Michael Kilkie, who also DJs at the hotel alongside Jon Mancini. Says Graham, “We also launched a cookbook and it sold out.” Next up was the #bekindtohospitality campaign. Graham explains, “The first time we came out of lockdown many hospitality staff found it hard coping with customers who were being quite challenging. So this year I knew what was coming. I wanted to remind customers that hospitality staff were trying to adapt too with this campaign which aimed to reinforce the message, Please Be Kind.” Since its launch, it has been backed by fellow hospitality operators around the country including Chefs Dean Banks and Gary Maclean, Graham Suttle of Kained Holdings, Garry Sanderson of House for an Art Lover, Ronnie Sommerville of 5pm, Michael Woods of St Luke’s and The Amsterdam and many many others. There is no doubt about it the Radisson Red has been the most active hotel on social media over the past 18 months. Graham comments, “I live for the creative side, and throughout lockdown I did many of the online socials. I love the fact that Radisson Red has allowed us some creative freedom. I sometimes go to our marketing agency with an idea, which they develop – sometimes I have a firm idea, and sometimes not. I also pitch my ideas to Chris. Sometimes he says “great” and other times he helps me take it to the next level. There is no doubt about it Graham lives and breathes his job, but he also loves the brand and the owner. “I try to feel like the hotel is mine, of course knowing that it is not. I have always been loyal and I am very happy now. I used to want to be a CEO but that has now changed, I feel that I would prefer to have one hotel that I manage well than be stretched too thin. As long as I am happy, and my bosses are happy, and of course the guests are happy, that is enough for me right now.”
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ISLE OF MULL HOTEL & SPA CRAIGNURE, ISLE OF MULL
G
uests at Crerar Hotels’ Isle of Mull Hotel & Spa are enjoying all the benefits of its £3m refurbishment with work to the hotel now complete. With 75 new-look bedrooms and bathrooms, a new sea-deck over-looking Craignure Bay, luxury new suites and extensive landscaping, the Isle of Mull Hotel & Spa is looking every inch the luxury island destination venue. The seven-figure sum committed to upgrading the property last October, also saw the arrival of the newly launched Oran na Mara Bistro, Gaelic for ‘Song of the Sea’, offering guests and locals looking for an exceptional dining experience an outstanding menu that highlights the best local and seasonal cuisine alongside the very best views of Mull and Craignure Bay, with a brand-new sea deck perfect for al fresco dining. It has recently been granted an official AA fourstar rating across the entire hotel, while the bistro was also awarded its first AA Rosette. 20 • HOTELSCOTLAND • AUGUST 2021
Guests are welcomed into an authentically Scottish retreat with comfortable, leather sofas in muted earthy tones, as well as roaring fires – making the space perfect for cosying up following a day exploring the island. Each guest bedroom, with décor reminiscent of the hotel’s coastal island location – featuring calming blue and green tones – has been fitted with a brand-new contemporary bathroom. And now, the island retreat has unveiled its new spa suites, a collection of generously proportioned, individually designed suites to reflect the landscape of the island, affording outstanding views across Craignure Bay. Guests of the suites can be picked up from the ferry terminal in the hotel Mercedes before entering the relaxing atmosphere of the hotel. Each of the suites features its very own, freestanding bath and Hebridean spa amenities from ishga, allowing guests to relax and unwind in total comfort, there is also full access to Driftwood Spa for additional relaxation.
Sea-View Suites allow outstanding views of the coastline from the first floor, with Juliette balconies offering complete privacy, whilst the Retreat Suites boast their own private hot tub and decking that opens up onto the hotel grounds, with access to the boardwalk and beach. Said General Manager John De Villiers, “We’re delighted to be showcasing the final results of an outstanding refurbishment which has transformed the guest experience at our island hotel. “From the outset, our goal was to create a small slice of understated luxury that reflects the stunning natural backdrop of the island whilst offering a warm and welcoming experience for all who come to stay. I think we have delivered on that goal and then some. “The sumptuous interiors reflect the colours and landscape of Craignure Bay and have been created with true Scottish hospitality in mind, with a food and drink offering at Oran na Mara Bistro, serving the best seasonal produce from the famous west coast larder.”
DESIGN FOCUS
Following on from the initial £3million investment, Crerar Hotels committed a further £1million into the coastal hotel to upgrade its spa facilities – creating ‘Driftwood Spa’, designed to reflect and complement the beauty of the island’s nature and wildlife. As well as the creation of further treatment rooms – taking the total to four – an outdoor spa terrace and hot tub will allow residents to take in the stunning views whilst they relax. Driftwood Spa also includes a £17m swimming pool, a thermal suite with sauna and steam room, relaxing foot spa, experience showers and a Rasul mud chamber. The four treatment rooms include two couples’ rooms, one single and one seaweed bath. There’ll also be a range of outdoor facilities for guests to enjoy, including an enchanted fairy walk, an external ‘Wilderness Spa’ with its own secluded hot tub and sauna, and a swim deck for those wishing to try their hand at wild swimming. AUGUST 2021• HOTELSCOTLAND • 21
DESIGN XXXXXXX FOCUS
THE LOWLAND BAR & RESTAURANT The Lynnhurst Hotel, 8 Park Road, Johnstone
T
he Manorview Hotels & Leisure Group has launched a new restaurant and bar concept at the Lynnhurst Hotel in Johnstone called The Lowland. With a new name and stunning new design dominated by lots of wood and sumptuous oxblood red leather upholstery, the project was undertaken to make the hotel, which is renowned locally for its weddings, more food and drink focussed. The Lynnhurst proudly boasts Victorian architecture combined with modern and versatile wedding facilities and stunning gardens and the new bar and restaurant fits right in. As well as experiencing The Lowland restaurant and bar inside, customers can enjoy the new food and drinks menus outside on the terrace, or in the gardens – where dogs are also welcome. With a huge emphasis on a family-friendly menu featuring lots of classic dishes that are now signature to Manorview Hotels, the hotel team is confident the new Lowland restaurant will appeal to those customers looking to dine locally with family and friends seven days a week and celebrate special occasions. The Lowland Bar will serve bar classics, cocktails and mocktails and bar customers can also enjoy drinks on the terrace and spacious gardens at the hotel. Said Carlton Graham, operations director at Manorview Hotels, 22 • HOTELSCOTLAND • AUGUST 2021
BY JASON CADDY
“We have been planning a new restaurant for the Lynnhur st for some time and following a significant investment in the hotels’ public areas and wedding facilities earlier this year we are now delighted to unveil our new restaurant. “We have updated the décor and created a stylish and relaxed atmosphere perfectly suited for all-day dining. With a focus on quality, choice, and amazing value we are confident the new menus will really appeal to our local catchment.” The Manor view team has also seen a shift in customer behaviour post-pandemic. Car lton explained, “Across our por tfolio, we are seeing a definite shift in customer s enjoying dining locally on a more regular basis post-COVID and we are delighted to have new restaurant that ticks all of these boxes in Johnstone now. “Post Lockdown, we have really focused on proper ties in our por tfolio where we identified oppor tunities to enhance our offering and the Lynnhurst is the perfect example of this. “We are known for our weddings at the hotel and now we want to build the same reputation for The Lowland restaurant. We don’t just want Lynnhurst to be a fantastic wedding venue, we want it to really be a spot locals can enjoy seven days a week.”
AUGUST AUGUST2018 2021•• HOTELSCOTLAND • 23
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MALDRON HOTEL GLASGOW CITY E 50 RENFREW STREET, GLASGOW
BY JASON CADDY
very single penny of the Dalta Hotel Group’s £40m investment in its new 4-Star 300-bedroom Maldron Hotel on Glasgow’s Renfrew Street is evident in its sleek, modern design. Stylish spacious air-conditioned bedrooms, a bar and restaurant, resident’s gym, and state-of-the-art business facilities are some of its design highpoints – plus it’s also highly tech-enabled with chromecast in each bedroom, digital check-in, and a virtual guest services platform. The business-friendly hotel has invested in interactive technology in all meeting facilities, alongside wireless connectivity, enabling ease of streaming for virtual meeting integration. The hotel represents a significant investment and vote of confidence in Scotland by Dalata, providing a substantial economic boost to the city as it recovers from the impact of Covid-19. General Manager Hazel Galloway said, “I am extremely proud to open this hotel in my home city after what has been a challenging year for everyone in hospitality. “I believe we have assembled among the very best in the business for our 80-strong team and we workva extremely hard to ensure the finest of welcomes to our guests.” AUGUST 2021 • HOTELSCOTLAND • 25
DESIGN FOCUS
The hotel, funded by Aberdeen Standard Investments, was developed by MRP and constructed by McAleer & Rushe. Aligned to Dalata’s Green Tourism programme the hotel has been built to a BREEAM sustainability assessment of ‘Very Good’ standard and has new technologies such as Air Source Heat Pumps and Heat Exchangers to reduce carbon emissions. And speaking of sustainably, Glasgow will host the 26th UN Climate Change Conference of the Parties (COP26) on 31 October – 12 November 2021. Stuart Patrick, Chief Executive of Glasgow Chamber of Commerce, added, “As we approach COP26 later this year and prepare for the World Cycling Championships in 2023, the Maldron Glasgow City Hotel will complement the city’s portfolio of hospitality businesses ready to cater to both leisure and business guests alike.” The hotel also holds the ‘We’re Good to Go’ industry standard, demonstrating a commitment to comply with all Covid-19 safety guidelines. Maldron Hotels can be found in prime locations throughout Ireland with expansion across the UK in recent years.
26 • HOTELSCOTLAND • AUGUST 2018
AUGUST 2018 • HOTELSCOTLAND • 27
PEOPLE
CRIEFF HYDRO FAMILY OF HOTELS APPOINTS TWO NEW GENERAL MANAGERS Two new general managers have been appointed to take the helm of two of the hotels in the Crieff Hydro Family of Hotels portfolio. Ken Buchanan, who has years of management experience in high end luxury hospitality environments, has been appointed as the General Manager of Isles of Glencoe Hotel. While, Chris Hazelton, LEFT, who has years of experience as Head Chef in some of Scotland’s top hotels and restaurants, has been appointed as the General Manager of Ballachulish Hotel. Ken brings an impressive amount of industry experience to the role, having worked in a managerial position for more than 30 years. His goals for the hotel are to showcase its location and surrounding history, create a family orientated resort, introduce a locally sourced seafood menu, and develop the watersports offering on the breathtaking Loch Leven. Chris Hazelton, right, was previously Head of Food and Beverage at the highly-reputed The Rookery restaurant at Carnoustie Golf Links, where he not only managed the kitchen staff but the front of house team as well. He plans to showcase the new look of the hotel after its extensive £1,3million refurbishment and build the food offering around the hotel’s spectacular location, which is nestled on the banks of Loch Linnhe. Stephen Leckie, CEO of Crieff Hydro Family of Hotels, added: “We are delighted to welcome both Ken and Chris on board and are looking forward to seeing both hotels flourish under their guidance.”
Fairmont St Andrews backs new campaign to attract young people to the industry Fairmount St Andrews have backed a new campaign funded by the Scottish Government and led by Scottish Tourism Alliance (STA), to support businesses to fill staff shortages that have occurred as a result of Brexit. The three-year hospitality apprenticeship is designed to develop a young workforce which is accomplished in all aspects of the hotel business and as well as the STA, is also supported by Skills Development Scotland, Springboard, HIT Scotland, VisitScotland, UKHospitality Scotland, Scottish Enterprise, Highlands and Islands Enterprise and South of Scotland Enterprise. The hotel has a predominately young workforce with 60% of its 374 members of staff aged under 30. Catherine Reid, Sam Battershill (pictured lright) and Shannon Richards have been appointed as the campaign ambassadors for Fairmont St Andrews. Catherine joined the team at the luxury hotel as a Graduate Apprentice three years ago, while Shannon, originally from Australia, has worked her way up from receptionist to Assistant Housekeeping Manager. Sam joined the beverage team as a bartender in 2019 and is now Bars Manager for the entire resort. 28 • HOTELSCOTLAND • AUGUST 2021
Catherine said, “I would encourage anyone interested in the hospitality and tourism industry to come and work here. “I have been given so many oppor tunities and experiences, from working alongside Michelin Star chefs, award-winning hospitality leaders and colleagues whose careers have taken them all over the world. No two days are ever the same. “I know I’m learning skills here in St Andrews that I will use throughout my career in hospitality. The team is so passionate about what they do and work hard every day to ensure we exceed guest expectations. “In my time at Fairmont, I have also been involved in suppor ting other apprentices as they begin their careers at the hotel. The Apprenticeship Programme offers a great oppor tunity to experience all the different depar tments within the hotel whilst developing a deeper understanding of the hotel’s overall operations. I am also under taking a BSc Business Management at the University of Dundee, completing my studies whilst learning on the job.”
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CHECKOUT FROM THE EDITOR
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In my other role at DRAM Scotland, I am out and about at the moment wearing my judging hat. But I have to say this year I am making allowances for staffing issues. That said a few of my fellows judges have been commenting on the lack of training. But they have also been incredibly impressed by some of the candidates for the awards and that always makes my heart sing. I interviewed Graham Chalmers (you can read what he had to say on our centre pages) but I would like to add that he was one of the most enthusiastic General Manager’s I have met. He is a great example of someone who started out as a teenager and now has an great career which he loves. Over the next months we are going to be highlighting in my magazines, and anywhere else we can get traction, people who are working in hospitality who are role models for people who are thinking about a career and who haven’t considered hospitality. We are looking for people like yourselves and Graham. We need to encourage people that hospitality can offer a rewarding career, but not only that we have to convince the parents. I am not hearing great news about electricity suppliers. Companies appear to be adverse to supplying the hospitality industry. I first heard of the issue six months ago, but it appears that it is getting more prevalent. Have you had a negative response when you have tried to switch? If so let me know. Suppliers are under the cosh. They too are suffering staffing issues. I know that doesn’t help when you are waiting for a delivery and it doesn’t turn up. But I can assure that is not the outcome they want either. . And it looks like there is a strike looming with GXO so beer supplies will no doubt be impacted if it can not be averted. We all need a break #bekind And talking of breaks the Government’s holiday voucher scheme is a nice idea. How it will work in practice? I am just not sure. Malcolm Roughead is asking businesses to sign up - but I am sure, having had the year we have had, hoteliers may want customers with cash to spend not only on accommodation but on food and activities. And this off-season might not be as “off ’ as it usually is. I wonder if they actually consulted with hospitality operators?
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