Hotel Scotland April 2017

HOTELSCOTLAND 001 - APRIL 2017

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CONTENTS

• VIBHU GAIND

10

4

NEWS

10

CREDIT CARD CROOKS

15

HIT: EMERGING TALENT

16

SCOTLAND’S INSPIRATIONAL INDEPENDENT HOTELIERS

22

INTERVIEW: CALUM ROSS HILTON GLASGOW

27

STA CONFERENCE

29

SNAP SHOT

31

DRINKS NEWS

36

DESIGN FOCUS

39

ON THE MOVE

42

CHECK OUT

WELCOME

W

elcome to our very first edition of Hotel Scotland - a new magazine from the same stable as DRAM, but this magazine is dedicated to Scotland’s hotel industry.

Every month we will bring you the news and views from across Scotland - whether you are building a new hotel, refurbishing your existing hotel or have new appointments, let us know.

This issue we have an interview with the new General Manager of the Glasgow Hilton - Calum Ross, as well as an in-depth feature on Cyber Security and what it means to the hospitality trade. We also take a look at some of Scotland’s most inspirational hoteliers who have built up credible hotel estates, as well looking at a few of the recent renovations that have taken place.

Every issue we will have people news, hotel news and look at industry issues from employment to red tape. We would welcome your feedback. Tell us what you would like to read about. It is your magazine and it is online too at www.hotelmagazinescotland.co.uk.

• JENNIFER REOCH CONFERENCE HOST

15

• RUARIDH & DONALD MACDONALD

16

I hope you enjoy our first issue.

Susan Young Editor susan@mediaworldltd.com @hotel_scotland hotelmagazinescotland.co.uk

HOTEL SCOTLAND Published by Media World limited t: 0141 221 6965 e: news@mediaworldltd.com w: hotelmagazinescotland.co.uk

Cyber security, a real issue for hospitallity!

HIT unveil the 2017 scholars.

22

• CALUM ROSS

Editor: Susan Young Editorial: Annabelle Love, Mairi Clark Advertising: Lucy McGovern, Sylvia Forsyth Graphic Designer: Kate Austin Admin: Cheryl Cook

Upper floor Finnieston House 1 Stables Yard 1103 Argyle Street Glasgow G3 8ND

Published by Media World Ltd. Subscriptions: HOTEL SCOTLAND is available by subscription at the rate of £52 per annum. The publishers, authors and printers cannot accept liability for errors or omissions. All rights reserved. No part of this publication may be reproduced in any form without the written permission of the copyright holder and publisher, application for which should be made to the publisher. Articles published in this magazine do not necessarily reflect the opinions of the publishers. © Media World Limited 2017. Printed by Stephens & George Print Group.

APRIL 2017 • HOTEL SCOTLAND • 3

ENNISMORE PLANS FOR SOHO-LIKE DEVELOPMENT

Ennismore, the company behind Gleneagles Hotels, is planning to create a luxurious multimillion-pound leisure development which will include holiday tepees, a spa and restaurant on the site of Easterton Farm, near Auchterarder, which the company has purchased. Gleneagles has submitted a proposal of application for the ambitious Perthshire development with Perth and Kinross Council, and they have said they intend to lodge full plans in the Spring.

It is believed it will be similar in nature to private members club Soho Farmhouse in Oxfordshire, part of Nick Jones Soho franchise, which already provides catering to some of Ennismore’s other hotels.

Meanwhile Gleneagles has just been unveiled as an Official Supporter of the Glasgow 2018 European Championships – an exciting new

multi-sport event that will see Gleneagles make golfing history as host of the first ever European Golf Team Championships. To be staged every four years, the European Championships will combine the existing European Championships of Athletics, Aquatics, Cycling, Gymnastics, Rowing and Triathlon.

The first event will be held in 2018, in a unique sporting partnership between Host Cities Glasgow and Berlin.

The European Golf Team Championships is the only new event being staged as part of Glasgow 2018 and will take place at the famous Jack Nicklaus-designed Gleneagles PGA Centenåary Course – the same venue that hosted Europe’s memorable victory over the USA in the 2014 Ryder Cup.

• HANS AND LYDIA RISSMAN

Green-light for £50m former BHS store

The former Princes Street British Home Stores in Edinburgh is set to become a hotel, after councillors unanimously approved the plan. In September, work will begin on the B listed building to turn it into a mixed-use development which will include a 133-bedroom hotel, a rooftop bar and restaurant, restaurants and retail outlets.

The Coal Pension Investment Fund is behind the investment, and as owner of the building, is set to spend around £50m on the project with LaSalle Investment Management overseeing the fund.

CDA Architects are designing the new hotel.

Revamp for Fife Arms Hotel

The Fife Arms Hotel in Braemar is undergoing a multi-million pound revamp. Owners Iwan and Manuela Wirth, who bought the hotel last year, are aiming to transform the 19th century hotel into one of the best in Scotland.The work is expected to take a year with plans for a heather roofed courtyard.

According to the planning application, major internal and external alterations to the property will also be made, which will see the demolition of its 20th century extensions.

The plans to transform the 78-bedroom hotel were given the go-ahead by the Cairngorms National Park Authority.

4 • HOTEL SCOTLAND • APRIL 2017

Boatique hotel set to launch Edinburgh could have the country’s very first luxury static floating hotel if planners approve the conversion of the former Northern Lighthouse Board (NLB) tender, MV Fingal, into a 23 bedroom hotel, which will berth permanently at the Prince of Wales Dock at Leith.

Royal Yacht Enterprises, the trading company behind the Royal Yacht Britannia, plan to invest £3.5m transforming the ship into a ‘boatique’ hotel which is expected to open at Easter 2018. Plans include a wide range of luxury bedroom suites, cabins with private balconies, duplex apartments, and a stunning Presidential Suite.

The hotel concept has been created by the Pedley Group and all the bedrooms will be named after Stevenson lighthouses nominated by the NLB. The interior design, say the company, has been inspired by

Fingal’s rich maritime history, blending the avant-garde expectations of discerning guests with the functional necessities of luxury retreats.

Britannia’s Chief Executive Bob Downie said, “Having excelled in the visitor attraction market for nearly 20 years, we are very much looking forward to the challenges of operating in the luxury hotel market and the benefits it will generate for Britannia over the years to come”.

One of the UK hospitality industry’s most eminent and respected figures, Peter Lederer, past UK Hotelier of the Year, and former Chairman of the Gleneagles Hotel said, “This new ‘boatique’ hotel has the potential to be the best hotel experience in Edinburgh, and given the quality of the Britannia experience, I am really looking forward to seeing a new benchmark in Scotland.”

NEWS

W Hotels to make Edinburgh debut

RISSMAN FAMILY TAKES OVER AT THE STRATHAVEN HOTEL

H

ans Rissman and wife Lydia have acquired their very first hotel Strathaven Hotel in Strathaven. The couple, who took over the hotel at the beginning of February, are trading as The Rissco Collection and plan a major overhaul of the historic venue.

Hans told Hotel Scotland, “We’ve been looking for a hotel for two years, a rural venue with rooms has always interested me.

“The Strathaven Hotel has been run by the MacIntyre family for the past 25 years and there is a tremendous amount of goodwill towards the hotel locally. I’m also delighted that Sheila, has stayed on with us to help us with the bedding-in period. She is a fantastic character, very well respected and a real asset.”

The hotel currently has 22 bedrooms, a West Lounge and an East Lounge, Lauders Restaurant and a function suite which takes 200.

Hans continues, “We have plans to totally refurbish the hotel and this includes changing the flow of the interior, adding an extension,

and redecorating all the bedrooms and re-doing the bathrooms. We also have an oppor tunity to add on a fur ther nine bedrooms. But first we are getting a feel for the building and making essential repairs.

“It was built in the 18th century, and is obviously a historic hotel which is bursting with character and Scottish charm and I am looking forward to continuing the great work of the previous owners with my own family.

This is the first time that Lydia and I have worked together, and although her focus is still on our children, she is getting more involved as the days go by. Even my daughter Amber is getting in on the act – she is helping with the cloakroom, and it reminds me of when I used to help my father out at The Erskine Crest Hotel.”

He concludes, “I think the hotel has lots to offer – there are 8,000 people living locally and 500 new houses due to be built! We will be going for planning permission shor tly and should everything go to plan we hope to have the work completed by October.”

IF YOU HAVE ANY NEWS FOR US AT HOTEL SCOTLAND EMAIL NEWS@MEDIAWORLDLTD.COM

Starwood Hotels & Resorts Worldwide, Inc. has revealed it will debut the iconic W Hotels brand in Scotland with W Edinburgh opening in 2021 as part of TH Real Estate’s Edinburgh St James scheme, which is set to complete in 2020. Designed by awardwinning architecture and interior design practice Jestico + Whiles, inconjunction with Allan Murray Architects, the 12-story building will feature a unique façade crafted from a winding steel ‘ribbon’.

W Edinburgh will form the centerpiece of the 1.7 million square foot development.

“As an established business hub with a thriving global tourism industry, we are confident that there will be a huge appetite for our innovative lifestyle brand in the Scottish capital,” said Michael Wale, President, Starwood Hotels & Resorts, Europe, Africa and Middle East. “W Edinburgh’s location at the pulsing heart of the new Edinburgh St James development, combined with its innovative design, contemporary interiors and the W brand’s signature programming, will create the perfect setting for the second W hotel in the United Kingdom.”

The hotel will offer 214 guestrooms, including 20 suites and one Extreme Wow Suite (the W brand’s interpretation of the Presidential Suite).The rooftop will feature a destination bar and outdoor terrace, offering guests and locals 360-degree panoramic views of the historic skyline, along with a cutting-edge approach to cocktails and cuisine. Other areas will include W Lounge (the W brand’s energetic spin on the hotel lobby), a signature restaurant, FIT® - the ultimate workout facility, and an AWAY® Spa offering the W Hotels brand’s signature health and lifestyle experiences.

New owner for Benleva Hotel Neil Morrison, the independent operator behind the Lochside Hotel in Islay, has taken on a hotel in Drumnadrochit called The Benleva. Morrison told Hotel Scotland, “Plans for the new place include refurbishing the rooms to get them up to the Lochside standard and then we will start work on the bar.”

Morrison also owns the hugely successful MacGochans pub on the Isle of Mull.

APRIL 2017 • HOTEL SCOTLAND • 5

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NEWS

DRG move into hotel business The Di Maggio Restaurant Group (DRG) is to convert the space above its A-listed Anchor Line Building on St Vincent Street into a 64-bed aparthotel. Planning permission has been granted for the £8 million development which will see the upper floors transformed and a roof extension added.

Mario Gizzi of DRG told Hotel Scotland, “We are absolutely delighted that we have got planning and listed building consent for the new aparthotel. We are in the process of appointing a contractor and we hope to be on site next month.

Glasgow doesn’t really have many aparthotels and we feel there is a gap in the market for both corporate and leisure guests.

“The new hotel will also complement our existing Anchor Line and Atlantic venues and, The Atlantic will become the hotel bar, with a lift taking you down from the

• ROOF TOP TERRACE ST VINCENT STREER

hotel. Glasgow is definitely getting busier and we hope that our latest venture will be the first of many.”

Architects ICA who will oversee the development have said, “The concept of ‘traveller’ and ‘destination’ bring the interior of the building together to create a luxurious environment. Internally,

HAMPTON BY HILTON LANDS IN ABERDEEN

Dyce has a new hotel in the shape of Hampton

by Hilton Aberdeen Airport. The new hotel boasts 155 bedrooms and is the first of two, owned by the company, to open.

General Manager Sandra Brooks said, “In terms of the local market, this fresh, contemporary hotel represents a new dimension to the Hilton family, which will be very well known to many people. It is a significant step forward for the company to open in a key Scottish market such as the North East, where green shoots of recovery make this a great place to be. We very much look forward to the opportunities and challenges which lie ahead as we build our reputation in the area.”

The other Hampton by Hilton is expected to open at Westhill in May and will have 173 bedrooms, a fitness suite, a restaurant and nearly 200 car parking spaces. There will also be a large, landscaped green space to the front of the hotel, which will be open to the public.

Robertson Construction Eastern Ltd has responsibility for both projects working on behalf of owners Bricks Capital, while Interstate

Europe Hotels & Resorts are operating both.

Nicholas Northam, Interstate’s managing director for the UK, said, “We’re thrilled to be opening these two new Hampton by Hilton hotels in the Aberdeenshire region, demonstrating our commitment to supporting the growth and development of the area’s corporate and leisure markets.”

Bricks Capital develops and owns branded hotels, in addition to its own student brand - true student living - which has two developments in Glasgow. The two hotel projects bring the company’s investment in Scottish properties to £100 million.

The hotels have been built using innovative off-site fabrication combined with traditional construction methods. Keith Taylor, Managing Director, Robertson Construction Eastern Limited, said, “It has been a pleasure to have been involved in this project, our teams have embraced the modular construction techniques and we are pleased to have completed it within a shorter time frame than usually expected for this type of development.”

many original features remain, such as glazed tiles, terrazzo flooring, timber wall paneling and fireplaces. These have been incorporated into the design, both acknowledging the architectural quality of the existing building, and adding a sense of the building’s history to the newly refurbished accommodation.”

G1 buy The Scotsman

The Scotsman hotel in Edinburgh has been bought by the G1 Group owned by Stefan King. The 69-bedroom hotel now joins G1’s other Edinburgh hotels - the Grassmarket hotel, the Murrayfield hotel, Stay Central and the Inn on the Mile. This hotel purchase is believed to have been the most expensive that the company has under taken. However the Brasserie and Spa remain under separate ownership.

The Scotsman went into liquidation last year.

Inverness deal

Maven Capital Partners’ property arm has acquired Ballantyne House in the centre of Inverness in a multi-million-pound deal that will see the site converted into a Travelodge.

The former office block covers some 23,000 square feet, and Maven Property is funding the development through a combination of a £2 million investment via its UK-wide co-investor network and a bank loan totalling £2.4 million.

APRIL 2017 • HOTEL SCOTLAND • 7

NEWS

DEVELOPMENTS AHEAD AT ISLE OF ERISKA HOTEL Earlier this year it was revealed that The Isle of Eriska, Hotel, Spa & Island, for four decades under the stewardship of the Buchanan-Smith family, had new owners. The sale of the island was agreed in August 2016 and completed in the autumn, with the news confirmed at the beginning of this year. Now Creation Gem, a company located in Hong Kong, owned solely by the Rong family, has completed the first part of a refurbishment which has seen a full renovation of seven of the 25 ensuite bathrooms, and the unveiling of a new piano lounge and drawing room is imminent.

Meanwhile four new Hilltop Reserves - luxury self catering lodges - are set to be completed

in May, with the two existing luxury lodges, which come with their own private hot tub and outdoor decking as well as great views across the sea, available to rent now.

At the time the new ownership was revealed Mr Rong said, “My family and I are offering a bridge of friendship from beautiful Shanghai to stunning Scotland. We are honoured to continue as the custodians of such an iconic property and aim to protect and nurture the island, securing a bright future for Eriska for years to come.”

The resort is managed by Gordon Cartwright, who joined the team in April 2016. He says, “The Isle of Eriska is synonymous with quality

and an intimate guest experience that will be wholly preserved moving forward.”

Between now and June the resort, which includes a Michelin-starred restaurant, a wealth of outdoor facilities including its own golf course, nature reserve and Stables Spa, is offering guests a unique opportunity to try out its exclusive Hilltop Reserves over a three-night stay, before committing to the full membership package, which is usually priced at £10,000 plus VAT for 70 nights across 10 years. The three-night taster stay, normally priced at £750, is now available for just £500, on bookings made between now and June 2017.

CAMERON HOUSE SET ITS SIGHT ON NEW TERRACE Cameron House has revealed plans for phase two of its ongoing multimillion-pound renovation.

Phase two, which has a £1m budget, is due to be completed in May and includes a brand new outdoor terrace which will showcase the hotel’s stunning panoramic views across Loch Lomond and The Trossachs National Park.

The new terrace will act as both an alfresco bar area and an outdoor events space. Frameless glass balustrading to the terrace will ensure views are maximised, with a covered timber deck creating a warmth to the space both from within and when viewed from the surrounding areas. The existing glazing will also be replaced, with doors opening out on the terrace and larger expanses of glass introduced, giving a minimal, contemporary feel.

The new terrace will accommodate 60 seated or 120 standing and 8 • HOTEL SCOTLAND • APRIL 2017

access will be through the Great Scots Bar or via a staircase at the front of the hotel.

Andy Roger, Resort Director said, “We are continuing to invest in Cameron House and are committed to making it the ultimate luxury destination in Scotland. We are truly privileged to have a unique setting that boasts such an abundance of natural beauty. The terrace will bring an exciting new dimension to our offering, with guests able to relax outdoors and take in the stunning panorama.”

Jen Samuel, Associate Director at 3D Reid, who are responsible for the project comments, “The Great Scots Bar has one of the finest views in Scotland, overlooking Loch Lomond and The Trossachs National Park. The addition of the terrace allows a greater connection to the great outdoors while expanding the guests experience of the hotel, allowing anything from a Champagne reception in the sun to a warming whisky amongst the snow.”

A redesign of the hotel’s bedrooms is also underway.

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How hotels can slam door on credit card

BY ANNABELLE LOVE

A

nyone who has ever waited in line at the check-in desk of a busy major hotel, with customers checking their bills and paying them, will have no illusions about how big a part credit cards play in doing business there.

So that’s why I am tackling today one of two commonly held major misconceptions about cyber security – first, that it is a technology issue, something for the IT experts to worry about – and second, that it is only really an issue for big business, global organisations and governments “because serious cyber criminals are less interested in going after the little guys.”

Two years ago a report by Trustwave Global Security identified hospitality as one of the top three industries targeted by cyber criminals, after breaches at a string of major hotels.

They found that 50% of attacks involved the theft of card holder data and personal information including dates of birth, passport numbers and contact details.

In fact, cyber criminals have targeted everyone from private individuals right up to major corporations and beyond – and the number of attacks and the level of their sophistication are growing all the time. Hotels are only one of their many, many victims.

Increasingly it is a question of when, not if, with a stark warning from former FBI Director Robert Mueller who says, “There are only two types of companies: Those that have been hacked, and those that will be.”

The hackers have managed to plant viruses into the companies’ point-of-sale (PoS) systems. The viruses – or ‘malware’ – work by imitating a legitimate programme before trawling through systems to find card details and the data which can then be sold onto organised criminals or used by the hackers themselves.

10 • HOTEL SCOTLAND • APRIL 2017

• VIBHU GAIND

Hotels are particularly vulnerable to cyber attacks because of the sheer volume of cards used and personal data recorded on a daily basis – from check-in to bars, restaurants and on-site shops.

Additionally hotels often keep card details on file and may access them many times during a guest’s stay . Each occasion is an opportunity for cyber thieves to strike unless you have robust security measures in place.

Vibhu Gaind, Chief Information Officer at independent hotel management company Redefine BDL Hotels, explains, “Hotels are probably one of the few industries that retain a lot of guest data, from the stage of booking right up to post-departure communication.

“Hotels have had to retain information because they sell a lot of products before any payment is taken, and we used to be very conscious of guests walking out,.

“So, as an industry, we took the approach that we should hold onto as much detail as

possible, and that makes us very vulnerable to all sorts of breaches.

“What we have seen over the last three years is malicious activities targeted towards hotels, especially our PoS systems and Property Management Systems (PMS). Those are targeted regularly and there have been reports of major hotel corporations, big brands, having breaches and ultimately it’s their reputation that’s at risk.”

He adds, “What’s been happening over the last year with Payment Card Industry compliance, has been really pinpointed towards hotels, and that has allowed us to be at the forefront of security, rather than lagging behind.

“There are also the new EU rules which come into force in May 2018. What that looks at is whether we need to hold on to so much data, do we need to keep it in this day and age.

“A lot of it comes down to end user training – when staff ask for any information are they

FEATURE

m the crooks

“The responsibility for keeping a company safe online is no longer the job of a single department.”

Vibhu Gaind, Redefine BDL Hotels

storing it in a protective manner?

“We are also seeing better investment coming into the technology sector.”

So just how cyber resilient is your firm?

Could it be vulnerable to attack and what can you do to safeguard your customers, your business and your reputation when it comes to cyber security?

Ask yourself questions such as how the IT equipment in your business is currently managed and stored, and who has access to it? Do you need to comply with personal data protection legislation and Payment Card Industry compliance? Remember that meeting legal and business requirements is not the same thing as being cyber secure.

What practical steps should you take before, during and after a breach and how would your business recover from a cyber attack?

It is not just about prevention but also how you handle an incident, and how you come back from it, which is important. Should you consider cyber insurance?

Speaking at the launch of the National Cyber Security Centre in February, Chancellor Philip Hammond highlighted how important it is for businesses to tackle the issue – and why there is an onus on them to do so.

He said, “The fact is that the greater connectivity that will enable the development of the digital economy is also a source of vulnerability. Just as you would expect a shop on the high street to fix its locks and burglar alarms, so businesses operating digitally need to fix their online security.”

For the hospitality sector this talks to the fact that guests expect to be kept safe – both in terms of their person and their possessions, including payment cards and personal data – from the moment they check in.

Yet the hospitality industry as a whole, like many other sectors, may still be behind the curve when it comes to cyber security.

Calum Ross, General Manager of Glasgow Hilton comments, “Cyber security is front and centre with us. Hilton is a pioneer when it comes to technology which is helped because we own our property management system outright in that, we own the app platform and everything. We are able to invest and push on beause we are not working with third parties. We are super sensitive in terms of that whole security risk and everything we do is well tested and incredibly robust.”

However in the last 12 months, 65% of large businesses in the UK have reported a cyber breach or attack, the majority of which involved viruses, spy ware or malware. The average cost of the worst breach ranged from £65,000 to £115,000 yet astonishingly,

90% of businesses do not have an incident management plan prepared.

However it is not just big business that is vulnerable – small and medium-sized firms are often seen as soft targets because they do not have the same resources as larger firms. A survey by the Federation of Small Businesses (FSB) found that small firms lose an average of £4,000 a year to fraud and online crime.

But financial loss is not the only issue. There are other penalties too – including the threat of huge fines under the EU’s new General Data Protection Regulation, and legal action.

Reputational damage as the result of a breach could also be hugely damaging – especially in such a people-centred sector as hospitality – and may take years to recover from. What this means is that the responsibility for keeping a company safe online is no longer the job of a single department. It has to come from the top down, and every staff member needs to be properly trained and have a thorough understanding of cyber threats.

Tokenization is just one tool which the hospitality industry can use to avert a cyber attack. Tokenization renders payment card data meaningless to hackers because it involves (and now we get technical) substituting a sensitive data element (such as a credit card number) with a nonsensitive equivalent, referred to as a token, and which are generated using proprietory algorithms which cannot be mathematically reversed. The Token format also fits legacy payment card data fields. When tokens replace live data in systems, the result is minimised exposure of sensitive data to those applications, stores, people and processes, reducing risk of compromise or accidental exposure and unauthorized access to sensitive data. Applications can operate using tokens instead of live data these systems may be operated in-house within a secure isolated segment of the data centre, or as a service from a secure service provider. Tokens also support all payment actions and checkout models including onetime authorization, capture and settlement, recurring and subscription billing, credit and partial credit, split capture, reauthorization, and standard checkout.

Of course there are numerous ways to hack into computers – through a network system, by getting a user to click unknown links or connect to unfamiliar WiFi or by downloading software from unverified websites.

Criminals can also target data via thirdpar ty providers like room booking sites or car hire companies and a cyber breach could also enable a hacker to access a APRIL 2017 • HOTEL SCOTLAND • 11

FEATURE NEWS

hotel’s internal systems such as door locks, air conditioning systems or other key structural elements.

Banking giant HSBC says that one of the most recent threats to emerge is the Business Email Compromise, also known as CEO or Chairman Fraud.

It involves the fraudster emailing a firm’s payments team, impersonating a contractor, supplier or even a senior manager, asking for an urgent payment to be made, or that future payments go to a new account.

The sender’s email is usually very similar to a legitimate email address so the fraud is often not picked up until it is too late.

Unsurprisingly, the financial loss can be huge.

Websites that accept online payments or even store credit and debit card details are obviously prime targets for cyber criminals.

Government advice on cyber security includes using strong passwords and antivirus software and deleting suspicious emails.

They recommend downloading software and app updates, which contain security upgrades, as soon as they appear, and training staff so 12 • HOTEL SCOTLAND • APRIL 2017

that they are aware of cyber threats and how to deal with them.

The FSB also suggests a number of steps, including carrying out regular security updates on all software and devices, securing

“Just as you would expect a shop on the high street to fix its locks and burglar alarms, so businesses operating digitally need to fix their online security.”

Philip Hammond your wireless network, testing back-up plans and disaster recovery procedures and carrying out regular security tests on your

website.

Angela Vickers Chief Executive of Apex Hotels suggest hoteliers check out various advisory bodies including the Security Standards Council (PCI) and The National Cyber Security Centre (NCSC) as well as the Information Commissioners Office for advise, checklists and guidance documents.

All the websites are detailed below.

Given what is potentially at stake, cyber security is clearly an issue that nobody in the hospitality business can afford to ignore.

The message is clear : We all need to be aware of it, and we all need to be responsible for it.

Websites that offer advice are: www.pcisecuritystandards.org and www.pcicomplianceguide.org Also check out: www.ncsc.gov.uk – a new government body recently set up to deal specifically with cyber crime. Similarly the Information Commissioners Office (www.ico.org.uk) has plenty of information on what exactly organisations have to do to adher to the Data Protection Act.

APRIL 2017 • HOTEL SCOTLAND • 13

3O YEARS OF EXPERIENCE D PROMOTIONAL FEATURE

imension have an enviable reputation within the hospitality sector of the fit out industry built on over 30 years experience in this demanding market.

Renowned for the ability to produce quality workmanship within tight timescales and budgets we are pleased to have a number of leading UK Brands as repeat clients. Working across the whole of the he UK & Ireland on a variety of work including Bars, Restaurants, Hotels, Offices, Car Retail and Banqueting Facilities, our work has taken us to every major city in the Country.

Among others we continue to work on a regular basis with key brands Carluccios, Hilton Hotels, Marriott, Thai Leisure Group & the Di’Maggios Group. We have also delivered repeat projects for Manorview Hotels, The Cairn Group and Evans Halshaw. Unlike many of our competitors we continue to produce all our own manufactured joinery within our workshops allowing much greater flexibility on cost and programme.

As part of our strategy for growth, we have invested heavily in our new premises adjacent

to Glasgow Airport, increasing our capacity and thereby facilitating our growth to a £30M+ group. This included significant investment in our manufacturing facilities, resulting in a modern and efficient workplace, Many of our clients and their project teams with whom we work enjoy visiting to see their items in manufacture and they are able to get a glimpse of a mix of traditional skills and modern methods blending to give an end product to be proud of.

As well as our traditional hospitality work we have over the past 5 years diversified and developed areas of expertise within the retail sector with a strong focus on car retail. To date we have delivered more than 18 projects successfully for a range of clients and this market remains a strong target for diversified growth.

We have built a strong leadership and management team and are always responsive to our clients changing needs, just one of the reasons we enjoy a high level of repeat business.

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Dimension, Unit 3, Imperial Park, West Avenue, Linwood, PA1 2FB T: 0141 762 4940 • E: info@dimension.uk.com

14 • HOTEL SCOTLAND • APRIL 2017

www.dimension.uk.com

HIT: EMERGING TALENT T

BY SUSAN YOUNG

he Hospitality Industry Trust, generally best known as HIT, delivered a record number of Scholarships at its recent Emerging Talent Conference.The outcome is that 213 people will now be able to further their careers through the help of the charity, which was originally set up to help needy widows and to help people learn.

Over the last 12 years more than 2,000 scholarships have been given out. Bringing the total number of students helped in the last 23 year to around 14,000.

David Cochrane, Chief Executive of the charity told Hotel Scotland, “Scholarships can help motivate staff and give them confidence and every year we get more and more scholars applying. Obviously every scholarship has a cost associated with it, sometimes it’s not a lot, other times it could be £10K, but my task is to keep the charity on track by ensuring we raise some £500K a year to enable scholars to benefit.”

He continues, “We get a lot of industry support and have more than 80 industry people on committees who help organise events around the country. But our main event is the Emerging Talent Conference which has gone from strength to strength, attracting high profile speakers, students and industry professionals alike.The recipients of the scholarships are named at the event, with scholarships ranging from Social Media to Pastry Masterclasses. Here are just some of the lucky 2017 recipients going to Lausanne: Adam McMaster of the Loch Ness

Clansman Hotel, Beth Harding of Montpeliers, Kenneth Noble of Park Inn by Radisson Glasgow, Angie Miller of Principal Edinburgh, Dean McDonnell of Qhotels, Donna Moir of Gleneagles Hotel, Rhona Malcolm of the Waldorf Astoria Edinburgh, Stuart Chapman of the Blythswood Hotel, Brodie Stewart of the Golf View Hotel & Spa, Nils Kop of the Sheraton Grand Hotel & Spa, Laura Brennan of the Village Hotel, Jordan Williams of Crerar Hotels, Elinor Goater of Cromlix Hotel, Kirsty Laird of Crieff Hydro, Craig Harvie, of Lochgreen House Hotel, Fallon Cowley of Manorview and Steven Dobbin of East Haugh House Hotel.

Did you know?

Originally HIT was tasked with helping students to complete their studies so that they would go into the hospitality industry. Until 2005 the charity mainly supported colleges – in fact 42 colleges and thousands of students benefitted but HIT couldn’t guarantee that its support of these students would lead to the students actually going into hospitality. In 2005 the trustees decided that scholarships were the way forward, and they were for people who were either working within the industry or studying towards a career in hospitality. Says David, “The first year we had eight applicants... this year we had 729 and gave out 213!”

To find out more about HIT events checks their website www.hitscotland.co.uk APRIL 2017 • HOTEL SCOTLAND • 15

SCOTLAND’S INSPIRATIONAL INDEPENDENT HOTELIERS INDEPENDENT HOTELIERS IN SCOTLAND ARE GROWING THEIR BUSINESSES, COLLECTIVELY EMPLOYING THOUSANDS OF PEOPLE, AND INVESTING IN THEIR BUSINESSES DESPITE THE ECONOMIC UNCERTAINTIES. THIS MONTH WE TAKE A LOOK AT JUST SOME OF THE COMPANIES AND PEOPLE MAKING THEIR MARK. ANNABELLE LOVE REPRTS.

APEX HOTELS LIMITED ANGELA VICKERS

Angela qualified as an Chartered Accountant and worked at KPMG as an auditor before moving to Stakis to take over as Internal Audit Manager. She stayed on at Stakis when it was sold to Hilton in 1999, but later decided to take a step back from hospitality. She joined a Telecoms start-up in 2001 called Damavo, helping to finalise a management buy-out and taking on the role of Financial Director. During her time there, the company went from three staff to 120 in Glasgow, and businesses all over the world.

Angela joined Apex as Financial Director in 2004, when the firm had five hotels and a £14 million turnover. Eight months later she became Managing 16 • HOTEL SCOTLAND • APRIL 2017

Director, just as Apex opened its first London hotel.

When Angela was invited to help develop a leadership Masters programme aimed at addressing the leadership deficit in hospitality, she decided to do the brand new course herself and now has a Masters in Hospitality Leadership from Strathclyde University. She is also a trustee of the Hospitality Industry Trust. Apex participates in Diageo’s Learning for Life apprenticeship scheme and offers Scottish Apprenticeships in hospitality. Today the company operates ten hotels in UK cities including Edinburgh, Glasgow, Dundee, Bath and London. It has 1,456 rooms, over 1000 staff, and a turnover of £66 million.

FEATURE

MACDONALD HOTELS

RUARIDH & DONALD MACDONALD Donald was born into a crofting family on Harris, in the Western Isles. Initially he planned to become an accountant but decided on hospitality after a summer job at Turnberry and joined British Transport Hotels as an apprentice instead. He made his name as managing director of the Stakis Hotels group but left in 1989. He established Macdonald Hotels the following year in 1990, which has expanded to become one of the UK’s largest privately-owned hotel groups. It was floated on the stock market in 1996 but in 2003 Donald led a management buyout in a £620 million deal, giving the Group gross borrowings of around £700 million, which took the group into private ownership. They then focused on developing a portfolio of four and five-star hotels offering high-quality, expertly-sourced food and drink. Donald took over as Chief Executive in 2014, before stepping back from the role two years later to become Executive Chairman, while his son Ruaridh is Deputy Chief Executive. Today the Macdonald group operates more than 45 hotels and resorts in over 50 destinations in the UK, Ireland, Spain and Portugal, ranging from contemporary hotels in city centres to beautiful country manor houses, including Macdonald Aviemore Resort and Macdonald Rusacks Hotel in St Andrews. They have more than 3,900 hotel rooms and employ more than 3,600 staff. Turnover in 2015/16 was £163.4 million.

APRIL 2017 • HOTEL SCOTLAND • 17

CRIEFF HYDRO HOTELS STEPHEN LECKIE

As a fifth generation hotelier, it’s hard to think of Stephen Leckie doing anything other than working in hospitality. Not only does he have a family bond with the property - as greatgreat-great-grandnephew of Dr Thomas Meikle who founded the alcohol-free, clean-eating spa centre in 1868, but he brings strong vision and savvy to the role. After completing a BA in Hospitality and Tourism at Edinburgh Napier University, Stephen cut his teeth at the Queens Moat Houses hotel chain, where he was the company’s youngest general manager at 25.

As Crieff Hydro’s Chief Executive, Stephen has built up the hotel as a leading player in Scotland and the UK, particularly as a family hotel. In fact, he has built up the whole group – which now includes ten properties in Scotland and England – with the ethos that this is a family of hotels and of staff. Stephen also works hard to move tourism in Scotland forward. He has held positions on everything from the local community council and Perthshire Chamber of Commerce, to now currently sitting as chairman of the Scottish Tourism Alliance.

The hotel group has taken over a management contract to operate the Peel Café in Peebles, a popular stop-off with cyclists and walkers visiting the Borders. Also in Peebles, both the Park Hotel and Peebles Hydro have seen a massive refurbishment, with The Park completely renovated in upcycled materials from the recently closed March Street Mills.Today the group has more than 750 bedrooms and employs 1,200 staff.Turnover for the group in 2016 was £24.3 million, with £19.9 million of that coming from Crieff Hydro and its sister hotel in Crieff,The Murraypark. However the group is currently cost-cutting due to increased operating costs and recently offered staff voluntary redundancies. Stephen Leckie explained that he has been forced to cut staff as financial burdens, such as major increases in food and drink prices, continue to take their toll on the company.

DAKOTA HOTELS KEN MCCULLOCH

Ken McCulloch is not only a great ‘von viveur’, but he is one of the most respected hoteliers in the industry. A fact recognised when he won Hotelier of the Year from his peers in 2008. He was also a founding member of Connoisseur Scotland. Today his Dakota Hotel group is still breaking the mould. He started the group in 2004 and it now includes Dakotas in Edinburgh and Eurocentral, a Dakota Deluxe in Glasgow and, any week now, a Dakota Deluxe Leeds. Ken, who has been in hospitality since his teens, started out at British Transport Hotels, then ran the Cumbrae Club for his father before joining the Stakis Group as trainee Assistant Manager, moving up to General Manager at the tender age of 23. Says Ken, “BTH taught me to do things properly and Stakis to do it commercially.”

After Stakis he opened La Bonne Auberge in Glasgow, and a few years later Charlie Parker’s in Royal Exchange Square. After he sold that he did a joint 18 • HOTEL SCOTLAND • APRIL 2017

venture with Alloa Pubs and took on The Belfry and the Buttery in Glasgow, and then Rogano. Then he went back into business for himself and in 1986 transformed the former Cavendish Hotel in Glasgow into One Devonshire with, his now wife, Amanda Rosa. He has said it is one of the things he is most proud of. Next on the agenda was Malmaison Hotel Group. The first hotel opened in Edinburgh in 1994 with the backing of the Arcadian Hotel business, and when he sold it four years later his investment reaped some £55 million.

You might think at that stage he would have retired.

But no. He bought two more hotels in Monaco before coming up with the idea of Dakota. With Leeds set to open imminently and plans in place for a new Dakota Manchester, the company aims to have one in every major UK city.

The company now employs 400 number of people and turns over in the region of £20 million.

FEATURE

COSTLEY & COSTLEY BILL AND CATH COSTLEY

Former chef Bill and his wife started the business in 1988, when they bought their first venue, the Highgrove House Hotel, in Troon, Ayrshire. Since then they have expanded their portfolio to include nine award-winning hotels, restaurants and Patisseries. Bill, a former chairman of Kilmarnock Football Club, is passionate about art and also a keen artist himself. A Master Chef at 21 and the first Scot to win a gold medal at the Culinary Olympics in Frankfurt, he prides himself on attention to detail. Costley & Costley is very much a family-run business, with the couple’s son, Andrew, working alongside them as Executive Head Chef. Bill is always eager to nurture talent, develop new ideas and skills and keep Ayrshire at the forefront of the hospitality industry in Scotland.The group’s motto – Ad Virtutem Nitens,

which means ‘the pursuit of excellence’ – is inscribed on the gates of their flagship five-star venue, Lochgreen House in Troon, as a constant reminder of their daily endeavour to exceed the expectations of each guest.

Plans for expansion include extending Lochgreen to include luxury Spa treatment rooms, with the first phase opening in May 2017, and the ‘wet’ side of things to follow, with further developments of a function suite and more bedrooms, to accommodate the growing demand for a complete luxury hotel experience. The Brig o’ Doon House Hotel, with its iconic setting in Robert Burns country, has also undergone some recent refurbishments. Today the hotel group has 68 bedrooms, employs more than 350 staff and turnover last year was £14 million.

MANORVIEW HOTEL AND LEISURE GROUP STEVE GRAHAM

Steve started out in his family’s fairground business, like his father and grandfather before him, and believes the discipline and hard work it instilled in him are key to his success today.

He moved into property development at 30, before founding the family-run Manorview Group in 2007, with his first venue, The Commercial Hotel in Wishaw, Lanarkshire. Ten years on the Manorview family has grown to a total of 16 licensed trade properties, comprising nine hotels (149 bedrooms), five pubs and two nightclubs with a total staff of over 500. The group has a reputation for restoring old buildings, and giving them a new lease of life through ambitious refurbishments.

A year ago it opened Boclair House Hotel in Bearsden following a £3 million transformation of former council offices and most recently it unveiled a new look Grand Ballroom at Cornhill Castle near Biggar which was purchased last year. This is phase one of a £750,000 investment which will see the addition of new bedrooms and a state-of-theart honeymoon suite. The iconic Star

& Garter Hotel in Linlithgow, West Lothian became hotel number nine last year and the group’s Busby Hotel in Clarkston, Glasgow, was named Wedding Venue of the Year at the 2016 Vows Awards. Despite its growth, the Group retains a family-run feel - Steve’s son, Carlton, is Group Operations Manager, while his niece Fallon Cowley is Group Operations Director and her husband, Andrew, is Property Development Director. Fallon’s sister, Fawn Findlay, is Group Weddings and Events Manager. Together they adopt a hands-on, collaborative approach with the aim of delivering the highest quality service for customers and creating a positive working environment for their “extended family” of staff. The group promotes an ethos of “giving something back”, a philosophy encouraged by CEO Steve, which emanates throughout the company. All venues and staff engage with chosen charities, participate in fundraising, and look for ways to support their local communities. Total turnover for the year to 31 March 2016 for the entire Group was £15.8 million.

APRIL 2017 • HOTEL SCOTLAND • 19

RAD GROUP

ROBERT AND VIVIEN KYLE Husband and wife team Robert and Vivien Kyle are hairdressers to trade. They met at 19 and opened their own salon a year later, before moving into the licensed trade in 1991, when they bought The Sun Inn in Cumnock, Ayrshire, followed by The Black Bull in Mauchline, Ayrshire, in 1995.

They founded the RAD Hotel Group in 1999, when they bought Lochside House Hotel, creating an award-winning wedding venue and later adding the Spa at Lochside, formerly a hunting lodge for the Marquis of Bute. They sold The Black Bull and The Sun Inn to Belhaven in 2001, before building up their hotel portfolio. Robert says that making the leap from hairdressing to hotelier was easier than people might

think – both roles involve looking after customers, making them feel relaxed and special. He and Vivien pride themselves on attention to detail and a determination to exceed their guests’ expectations. This year the group’s 30-bedroom Hetland Hall Hotel, in Carrutherstown, Dumfries and Galloway, will undergo a £2 million refurbishment and expansion to increase the amount of accommodation and double the size of the restaurant and kitchen areas. Today the group consists of five hotels, including The Royal Hotel in Cumnock, Hetland Hall, The Carlton Hotel in Prestwick and The Radstone Hotel in Lanarkshire. They employ around 350 staff and turnover in 2014/15 was £10.7 million.

SIMPSINNS

MALCOLM AND KAREN SIMPSON The SimpsInns story began just over 20 years ago when husband and wife team, Malcolm and Karen, bought the Old Loans Inn (formerly The Bruce Inn) in the village of Loans on the outskirts of Troon, in Ayrshire.

Since then the Old Loans Inn has been transformed into an award- winning 20-bedroom boutique hotel that is popular with golfers coming to play the championship courses on the venue’s doorstep or leisure guests looking for a base when exploring Ayrshire. SimpsInns now has a diverse product range and owns and operates hotels, restaurants, bars and golf and leisure facilities across Ayrshire.The company strap line is ‘Privately Owned, Proudly Independent’ and that ethos continues to this day with multiple sites in key locations along the Ayrshire coast.There are three four-star hotels in the group, a bustling restaurant called Si! in Irvine, and full golf, leisure and spa facilities at the Gailes:Golf:Leisure:Spa complex, adjacent to The Gailes Hotel.The group also owns Wilkinson Golf Travel, an inbound golf tour operator driving overseas business to Scotland, Ireland and the rest of the UK. At the end of 2016 work completed on a refurbishment programme on all 42 bedrooms at The Gailes Hotel, and plans are currently in place to develop the venue into a more expansive resort complex by adding further bedrooms, plus a greater spa and leisure offering.The stunning Waterside Hotel along the water’s edge in West Kilbride is the other SimpsInns hotel with 23 bedrooms and suites The group’s story continues to evolve with the promise of more exciting projects to add to an already impressive portfolio of hotels and venues.

SimpsInns employs more than 300 staff during the busy high season, making it one of the key employers in the local area. Malcolm and Karen’s sons, Lee and Jack, also work in the business when not travelling or focusing on their university studies.The group has 85 bedrooms and a turnover of more than £10 million.

20 • HOTEL SCOTLAND • APRIL 2017

Supporting the trade across the nation.

At Tennent’s we take a refreshing approach to lending. As all decision making is taken in Scotland, we can usually move much faster than other lenders, and can often pay funds within weeks.

Increasingly we are seen as the first port of call for lending in the licensed trade. We have invested £45m in Scotland’s licensed premises in the last six years all across the country, from Stornoway to Stranraer.

With finance deals ranging from £1k to £1m+, our customers tell us the process couldn’t be easier and that we’re making a real difference.

Paul Shevlane of Shevlane’s Bar, Glasgow: “The support from Tennent’s has undoubtedly helped me to grow my business in a time when the banks are not supporting the licensed trade.”

So if you’d like to chat through options, please call 0845 601 5959, or speak to your Account Manager to get some funds flowing.

Tennent’s and the red T are registered trademarks of C&C Group.

• BY SUSAN YOUNG

NEW BOSS SPELLS OU THE WAY AHEAD FOR HILTON GLASGOW T

here is a new boss at the helm of Glasgow’s biggest 5 star hotel, Susan Young reports.

Calum Ross is a familiar face at Hilton UK having worked for the company for more than eight years. Now he has a fresh role as General Manager of the Hilton Glasgow. - a job which Calum describes as the “best job in the business”.

Explains Calum, “For the last two years I have been supporting Hilton UK & Ireland’s Operational Excellence agenda, as Director of Operations Management. Originally I divided my energy between this role and supporting hotels in both Scotland and Ireland in an Area General Manager position - but building the platform for operational excellence became a full time commitment. It’s been a fantastic couple of years but I didn’t want to be away from customer contact and day to day leadership for much longer and the ‘heavy lifting’ set up phase for our Operational Excellence agenda is done.The opportunity at Hilton Glasgow was a great fit for me and the timing was perfect.

“It is the perfect marriage for me at the moment.

The vast majority of my time is going to be invested in providing leadership for the team here, but I will also continue to lead the operational excellence agenda for the Hilton UK and Ireland, so I get the best of both worlds.”

His appointment comes as the Hilton Glasgow gets set to celebrate its 25th year with a host of celebrations and charitable events planned. But Calum’s first priority is to get to know the hotel and his team.

On his new job He told me, “I think this is absolutely the best job in the world. Over the last few years, despite having an office at the Grosvenor Hilton, most of my time has been spent travelling. Being back working with people on a day-to day-basis is massively stimulating.

22 • HOTEL SCOTLAND • APRIL 2017

“When you are in a regional director role or ‘above property’ role the relationships that you need to develop, in order to be effective in your job, are very different. When you are seeking to provide leadership for a much broader and wider team the relationships are more meaningful. We laugh together and cry together and hopefully have fun together... working with the same team of people every single day means that you have a special and strong relationship with them.”

He continues, “As the new boss I have a short period now where I can observe what is happening in the hotel before people start to look to me for guidance. I can watch what is going on and not appear to be judgmental, because I am just learning.

“I like to assimilate all the information in my head, and build trust quickly with my team because I can be a fiend when it comes to re-designing process.

I’m always thinking there must be a better way of doing this, we must be able to do that quicker. I can’t help it!

“However I won’t be going in like a bull in a china shop.That would be very disorienting.The team here is doing lots of things incredibly well, my job is to help these guys become really great at what they do.The move from good to great is not about me, but it is about the team. I want them to see it and want it. “ Experience Certainly Calum has been ‘living the dream’ since he has been a boy. He tells me, “I was really lucky in that I always knew that I wanted to work in hospitality. I joined Stakis Hotels in 1984 after graduating from what is now Napier University in Hospitality Management.

He stayed with Stakis until he joined Jarvis Hotels in 1991 and was there for 17 years before joining Hilton as Area General Manager with responsibility

for five hotels.

Says Calum, “In my day if you wanted to get on and were willing to accept responsibility and accountability, you put your hand up and there was a good chance you got the job. And you were allowed to make mistakes, and yes, things could go wrong but we learned. Nowadays we don’t really allow people to do that.

“We don’t allow young people to make the mistakes we made because the stakes are too high. For nearly every branded hotel these days we have an owner, a brand and a management company and we all want to be seen to be doing a great job.”

Management techniques Calum himself credits some management techniques he learned years ago as being key to how he manages today. He says, “I went on a course a number of years ago that Marriott ran – it was a Franklin Covey event called 7 Habits of Highly Effective People – for me it was a gamechanger.The penny dropped that there was a way of getting things done that was better than my then approach. I was lucky to go on the course.

Today I still abide by the things I learned. I still use it, or I hope I do because I would hate not to practice what I preach.”

Brexit and the labour market The issue of Brexit and the uncertainty that its bringing to the labour market is high on Calum’s agenda. He says, “We are really focussed on improving our staff retention because we will struggle to continue as a service based industry if we can’t improve retention rates. I think that the development and retention of our people is more important now than it ever has been.

“Over the next few years it’s currently unclear where a proportion of our roles will be filled

INTERVIEW NEWS

UT R

APRIL 2017 • HOTEL SCOTLAND • 23

INTERVIEW from. It is possible that Eastern European nationals, who have provided a rich source of talented and committed individuals won’t be there. As a company we are doing what we can to brief government on how important access to European labour is to hospitality and how important hospitality is to the economy.

We still appear to have an issue with the image of hospitality as a career choice in UK and Ireland.

I’m not sure we are seen as a fun industry to be in, we continue to struggle to fill a range of roles with ‘local’ people.

Calum explains, “It is all very well the government introducing an apprentice levy. I get the fact that they want to incentivise employers to create ‘learning led’ access to as many jobs as possible, but you need people applying for them.

“In this hotel every team member will be concentrating on giving each guest a great experience and delivering a good time. It’s pretty straightforward: hospitality is hospitality “You have to enjoy your job and the people that get, on work hard and generally are gifted communicators and are socially mature. If you are a good communicator and match that ability with hard work, hospitality can be a great career.”

Glasgow “It is particularly competitive in Glasgow right now but the average room rate for this city is not as high as it should be. I’ve not been in the ‘day to day’ for some time but it certainly doesn’t feel like average rates have moved much over the last few years.

“Somebody will have a go at me for that statement. But we are a low-rated city and we often lag behind Manchester and Liverpool in pricing terms. Edinburgh is a different scenario. It is our capital city, the rates look to have built fairly steadily – certainly over peak periods.”

SEC Calum comments, “I believe it is really important for the whole of Scotland that Glasgow continues as a city to develop the value of the Scottish Exhibition Campus.The value it brings to the whole country is fabulous. We can’t just focus on entertainment - the convention business that has been built up over many many years is just as important. Glasgow has always been pretty good about having a long term vision, about how they should develop.”

Edinburgh “When it comes to Glasgow and Edinburgh it is not one or another, they are both complementary cities and they both have something quite different to offer. In fairness, I’ve always thought the leisure guest in Edinburgh and Glasgow was a very different individual. Having run hotels in Edinburgh the guest was always a little bit more mature, and they were in Edinburgh for a culture based experience – history /art etc. . In Glasgow the

24 • HOTEL SCOTLAND • APRIL 2017

leisure customer is younger.They are much more about the here and now, entertainment, retail and having a good time, rather than soaking up the historical heritage.They are both fantastic cities that should thrive together.”

Most of our customers come from regional UK followed by Ireland, and then a clutch of EU countries. We do attract Americans because we are an American brand, but not nearly as many as they do in London.”

Technology Says Calum, “There are changes coming now and it is very exciting. For instance this time next year we will have full digital key capability.That means on my iPhone or your android depending whether I am a member of Hilton Honours (loyalty program), I will be able to select my room, check -in and be issued a digital key as soon as the room selected becomes available.

“I could arrive, park my car under the building, walk to a lift, be taken to my floor, approach my room and have my door opened without any human interaction at all! I won’t even need an invoice. In fact we already do that. We deliver your invoice to your phone while you are asleep.You can check that invoice and, if it’s ok, you can leave in the morning.

“We are also piloting guest communication via text right now – it is how most young people communicate - they are more comfortable communicating by text rather than voice.”

The Hilton Glasgow’s USP “We get a disproportionate number of people who come here to enjoy themselves. Our ballroom is a fantastic space. We are at our best when we have a big event on. I don’t think our banqueting food can be matched. We still have a full pastry team and a butcher on the premises!

Our culinary leaders enjoy being creative and they are pretty expert at executing a plan!”

Data “There is a tsunami of data out there, we probably have more data than we know what to do with. It can become a distraction.

“How do we make our business a compelling proposition and make it easy for our guests to buy?

“I believe we should focus on the important things and not become paralysed by data that’s provided on everything else.You end up not fixing anything – it’s that law of diminishing returns - the more you try to focus on the less you are going to get achieved.”

Brexit /Indyref2 “Most business hates uncertainty. So the more uncertainty that is created, the more difficult it is for all of us to plan. We’ve just been through an independence referendum and Brexit. Both votes created passionate conflict but it didn’t feel that pleasant to me. We are going to have two years of uncertainty and now we will have further uncertainty because we don’t know where the debate on further constitutional change will take us.

“I’m not an expert but in terms of the inbound international visitor to Scotland it still appears that the main gateway and hub is London and in particular London Heathrow. People are coming into London – it is currently booming, the weakness of the pound makes it incredibly attractive as a destination. And we are benefitting too.The weakness of the pound makes us a fantastic short break destination.You will hear the term ‘staycation’ used a lot in the next few months.

Brands v Independents “Brands become brands because they offer consistency and safety –if they were a flavour they’d be vanilla. Brands have been built on that.

What makes the Hilton Glasgow exciting is the people – they provide the colour and the theatre.

They are the flavour.

“I utterly admire the work that Steven Leckie and his team (Crieff Hydro etc.) do -and all the other Scottish independents. We need more independent hoteliers.These guys have a risk-taking mentality and they continually push the guest experience. What they will find more difficult is the technology based innovation .The level of resource required is a big factor in developing capability to do digital key and things like that.There is a place for everybody when it comes to development and innovation.”

The Jewel in Scotland’s crown “We still have a real jewel in the crown in Scotland.

For me our gift to the international hotel business is Gleneagles.The service they deliver to people is truly special, and the new owners are still investing.

It is truly world class. Gleneagles is a national treasure. It’s a place that is a truly international standalone brand. We should celebrate it.”

Wish list “I would love to have a way of delivering learning more effectively. How can I put a 2 minute video on mobile device that explains the job in hand – something that makes it a game, a competition.

How I can I make learning time shorter? How can I make it more fun, how can I send staff out there making them feel great about themselves and great about looking after the customer. If I can do that I’ll have won a watch.”

Finally...

“Our 25th celebrations will include a Foundation Ball in September and embrace our new #HeartofGlasgowHilton which will see us giving giving £25K to charity. ”

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STA CONFERENCE

• LORD THURSO

UPDATING VISITSCOTLAND Lord Thurso Chairman of VisitScotland highlighted the issues facing the industry in his keynote speech at the Scottish Tourism Alliance Conference. Mairi Clark reports.

V

isitScotland is suffering from an ‘appalling’ legacy and has to dramatically change if it hopes to ‘navigate the bumps in the road’ that are coming with Brexit, Trump’s presidency and a possible Indyref, according to Lord Thurso, the chairman of VisitScotland.

Speaking at the afternoon session of the Scottish Tourism Alliance (STA) Conference at the Crowne Plaza on Wednesday 15th March, Lord Thurso was vocal about the way regional tourism had been handled before his tenure, but also assured the audience that VisitScotland had a strategy in place to empower the regions to handle their marketing in a way that benefitted them.

He told delegates, “The huge diversity of business in Scotland has been something that I have enjoyed in my first year as chairman.

Having been born in Thurso and still living there my opinion of VisitScotland was that it was appalling and from talking to all the regional businesses as I’ve worked my way around Scotland, that opinion has been re-iterated from just about every region. What I can say is that many people have an opinion based on what we do that is probably five years out of date.

We are actually moving quite fast in different ways.”

He suggested that VisitScotland had a legacy which was more like a dictatorship in that they told operators what to do from HQ, and said

that the organisation would be endeavouring to move from being a dictator to an enabler.

He said, “It sounds simple but it isn’t.” Citing the fact that different areas want to do tourism marketing differently. He said, “Our other focus is on the national side. We are, and we want to be, the lead body that is taking Scotland to the world, using real stories and using real people.”

When challenged about the effect Brexit may have on Scotland, Lord Thurso was adamant that VisitScotland didn’t have a political opinion, but that he saw some long term potential for Scotland. Referring to the impact that the exit from the EU had on the pound rate, he said, “a drop in currency does actually help tourism”.

“When people look for holidays they don’t look at currency first of all, they go to Google and look for somewhere they want to go,” he said. “Then they look at costs. What we have to do as an organisation, is to correctly market Scotland to maximise that opportunity.

Long term with Brexit, there are bigger bumps in the road such as the labour market, and businesses have to be alert to that.

VisitScotland’s job short term is to be alert to the bumps. We have to do the work today for 2020.”

He continued, “Attracting young people to the hospitality industry is also essential to weather Brexit. How do we fill the labour gaps that

may arise? There is no simple answer. If you interest younger people in the industry when they’re still at school, you can show them that there is a career in it.”

Speaking about the US President, he admitted some of Trump’s decisions were ‘slightly different’. “For Scotland, overseas visitors spend twice as much as domestic visitors, so if the US economy is doing well and our marketing communication is right more people will come over.”

Lord Thurso also played down any threat of an Independence Referendum to Scottish tourism.

“As yet, there’s no evidence of an IndyRef damaging our relationship with England.

“England is half of our domestic market [revenue] and that domestic market is 37% of our total revenue. I place my faith in that we all have relations and friends south of the border.

These enduring friendships will ensure long term relations will exist,” he said.

Limiting Scotland’s appeal to ‘shortbread, deer, whisky and mist’ was also dangerous, he said.

“We have some of the highest quality in terms of assets. But we also have a great heritage of technology and history. If you look at what we have in terms of heritage, the great outdoors and culture, it would be a mistake to look for just one thing. It’s about all of them. It’s about extracting the maximum economic opportunity.”

APRIL 2017 • HOTEL SCOTLAND • 27

STA CONFERENCE

N

The Scottish Tourism Alliance (STA) annual conference opened with Fiona Hyslop MSP, Cabinet Secretary for Culture,Tourism and External Affairs addressing the 350 delegate. On the day she revealed that the 12.5% cap on business rates would also extend to self-catering, guesthouses, B&B, timeshare units, hostels, camping and caravan sites, subject to confirmation in the forthcoming legislative instrument.

Meanwhile STA Chief Executive, Marc Crothall revealed to delegates that the STA is launching a new research project, with business partners French Duncan, to gain a clear insight into the impact of the rising costs on Scotland’s tourism sector. It will explore business revenue and growth levels, the costs of commission from online booking agencies, labour costs including the effect of the National Living Wage, the costs of pensions and the administration and professional fees associated with labour and pension changes, fixed costs and the costs of licensing, utilities, waste disposal and other industry/sector costs. He suggested that it was going to be a challenge to reach the £5.5bn revenue target set by VisitScotland for 2020.

Steven Boyle, Chief Economist, Royal Bank of Scotland also took the platform his subject: The Future Economic Outlook. He pointed out that inflation was expected to hit 3% by the end of the year but that wages would not have gone up. He also suggested that the hospitality industry make more out of the over 50’s. He told delegates that over the next 10 years there would be 3.5 million more people over 60. For every £1 the rest of the country spends over 28 • HOTEL SCOTLAND • APRIL 2017

60’s spend £1.20!

He was followed by Dr Nicola Millard, Customer Experience Futurologist, at BT. She spoke on The 6’Ds Shaping The Future of Work: and started out by explaining No1 was Digital. She suggested the sector considered the three ‘u’s’. Useful, Useable and Used when utilising digital means to spread their message.

Other speakers included: Pippa Goodman, Commercial Director; Global Trends & Insight, The Foresight Factory; Chris Yiu, General Manager for Scotland and the North East, Uber; Peter Duncan, Chair,Youth Travel Edinburgh; Natasha Mytton-Mills, Airbnb UK & Ireland and Roger Flynn of loveholidays. In the afternoon VisitScotland Chair Lord Thurso took to the stage. See page 27 to find out what he had to say.

PROMOTIONAL FEATURE

Clearing the Path for Hotel Finance – the devil is in the detail!

Do you run a hotel or B&B? If so, your sole objective will be to make your guests happy and comfortable and encourage repeat business.

But the hotel market is changing and becoming much more competitive.

Customers will often begin their search through comparison sites so you need to have a strong online presence; they will scrutinise the detail of your online pictures before choosing; seasonal trade will mean you need to recruit seasonal staff but how to you afford the minimum wage; and more clients today are demanding a varied menu in the restaurants that caters for all dietary requirements. Not to mention how Brexit will affect it all!!

There are no repayment deadlines or charges for early/late pay-off and Liquid gets paid via your terminal however long that takes. No business plan required - our team is in place to get the cash to you within 10 working days with minimal disruption. So you can get on with what you do best, running your business.

So, your cash-flow is constantly challenged and research shows that hotels are currently finding it difficult to obtain bank loans and overdrafts so where can you turn?

The devil is in the detail. Banks and traditional finance options will often assist with the big ticket items like mortgages, large equipment purchases, new EPOS systems etc but what about everything else – the décor, soft furnishings, quality bedding, cutlery, crockery, fixtures and fittings…the list goes on and ultimately they all make a difference to your guest experience.

One option that many hospitality companies are turning to is alternative funding in the form of a merchant cash advance from Liquid Finance.This is revenue based funding that does not question what you are using the funds for and where the repayments of the cash advance or loan are linked to your hotel’s daily takings through your card terminal.This continues until the advance is paid off meaning no scary repayment bills at the end of the month.

So, if your guests pay for your services by credit or debit card then a merchant cash advance from Liquid Finance could be a great way for you to grow your business and become more competitive without straining your finances too much.

At Liquid Finance, we understand the finance needs of hospitality company owners like you and want to provide a solution that works for your business.

Here are some ways our hospitality customers have used their advance from Liquid Finance:

• Purchase catering supplies • Upgrade bedroom facilities • Update outdoor facilities • Hire seasonal staff • Create/improve online presence • Open additional locations • Special Projects that need a quick turn-around time

Mark Fuller who runs a number of hotels including the Sanctum Hotel says “In today’s busy 24 hour business world, waiting around for payment from card companies takes too long and there often isn’t time to wait for a bank loan to be approved. Using Liquid Finance gives us an on-time, in advance, business smart, cash injection which is a million times better than using traditional finance methods. You are in complete control and can manage it alongside your business trading needs.

Even when your business is doing well, during lean or quiet times you need the extra cash to build for the future. Liquid Finance gives us access to our funds from the future – quickly, instantly and with no hassle. It’s the new smart way of financing your business!”

Answer the following to see if a cash advance from Liquid Finance is for you:

• Does your business take credit/debit cards?

• Have you been trading for over 12 months?

• Is your average monthly takings from your card terminal between £3,500 and £150,000?

If you answered YES to the questions above then a cash advance from Liquid Finance might be the next step in your plan for growing your business

The application process is simple – go to www.liquidfinance.com and fill out the form – we will do the rest. Or Call 0845 600 3573 and speak to one of our advisors today.

APRIL 2017 • HOTEL SCOTLAND • 29

70 years on… it’s flying off the shelves!

Stock up today orders@pickeringsgin.com www.pickeringsgin.com 30 • HOTEL SCOTLAND • APRIL 2017

DRINKS NEWS

ARDBEG LAUNCHES KELPIE Ardbeg is set to release a celebratory Limited Edition expression Ardbeg Kelpie, which will be the first Ardbeg released that has been matured in Virgin Black Sea oak casks. The new expression will have its general release on Ardbeg Day - 3rd June, the closing day of the Islay Festival of Music and Malt. However Ardbeg’s loyal following – the Ardbeg Committee – can already buy The Committee only release of Kelpie at 51.7% ABV. Distillery Manager Michael (Mickey) Heads said, “Ardbeggians and their smoky malt friends will have the chance to celebrate with a dram or two of Ardbeg Kelpie. With a heart matured in Black Sea casks, this whisky’s extraordinary depth and its waves of salty seaweed and tarry rope, hint at what might be hiding under the sea...”

Ardbeg Kelpie is non-chill filtered for extra texture and mouthfeel.

NEW PACKAGING FOR BOWMORE Bowmore Islay Single Malt Whisky has revealed new packaging across its core range, from Bowmore 12 Year Old to Bowmore 25 Year Old and the newly launched Bowmore No. 1. The new design, the company says, carefully curates the story of Bowmore’s unrivalled character.

Subtly embossed on each label is the Bowmore icon of a padlock – an illustration of the very lock still used today on the No. 1 Vaults, the world’s oldest scotch maturation warehouse, which is perched on Islay’s seashore. Inspired by the natural colours of the No.1 Vaults and the famous white, exterior walls of the distillery, the packaging features muted tones while championing the age statement.

WILD ISLAND BOTANIC GIN CELEBRATES Colonsay Beverages has launched a premium gin, Wild Island Botanic Gin, 43.7% ABV, which has been infused with botanicals hand foraged on the remote Inner Hebridean island.

Wild Island Botanic Gin is distilled five times using 100% British wheat, and is infused with a carefully selected array of six Hebridean botanicals, namely lemon balm, wild water mint, meadowsweet, sea buckthorn, heather flowers and bog myrtle, to give the gin a fresh, crisp and complex character.

The bottle’s distinctive expressionist watercolour interpretation of the island’s Kiloran Bay has been praised by designers.

The brand also recently collaborated online with Pink Sheep Studio, and produced Harris Tweed lampshades that were colour matched to the bottle design and lit up the brand’s Facebook page.

NEW VINTAGE FOR GLENROTHES Berry Bros. & Rudd has released The Glenrothes Vintage 1995 American Oak. The original Vintage 1995, released in 2011, was the first ever Vintage specifically laid in cask with the intention of, when mature, bottling as The Glenrothes. As with all Vintages of The Glenrothes, the Vintage 1995 is rare and finite and has now all but sold out.

This new release of Vintage 1995 has been matured exclusively in 100 per cent 1st fill American Oak Casks seasoned with Dry Oloroso Sherry in Jerez de la Frontera, this is another wonderful addition to the ever increasing The Glenrothes stable. The flavours are complex and typical of the combination of medium-bodied Single Malt with more delicate casks.

The result is a long, soft, satisfying taste with light fruity and vanilla spiciness wrapped in a honeyed sweetness.

APRIL 2017 • HOTEL SCOTLAND • 31

DRINKS NEWS ORKNEY BREWERY’S POPULAR PUFFIN GETS BOTTLED The popularity of Orkney Brewery’s cask Puffin Ale has prompted the firm behind it, Sinclair Breweries, to launch a bottled version of the 4.5% ABV brew.

Cask Puffin, which celebrates Orkney’s most iconic seabird – known locally as a Tammie Norrie - was introduced to the market around two years ago but now that it is available in new 500ml bottles, Puffin Ale will be a more attractive proposition for hotel bars.

“We originally thought Puffin Ale would prove most popular in coastal and island areas, but the demand nationally has been incredible,” said Norman Sinclair, managing director of Sinclair Breweries Ltd. “Ever since we launched Puffin our customers have been asking for a bottled version, so we’re excited to now be bringing one to the market.”

NEW ARTISANAL CIDERS FROM BULMERS Two new artisanal apple ciders are now available, Sarah’s Red Apple Cider and Kier’s Cloudy Apple Cider under the Heineken-owned Bulmers Orchard Pioneers range.

Artisanal apple cider is deemed to be one of the key category drivers over the next four years, and Bulmers Orchard Pioneers has been crafted to help drive this growth say the company by “bridging the gap between mainstream apple cider and more premium, artisanal apple cider from a trusted brand.”

Emma Sherwood-Smith, Cider Director at Heineken comments, “As the UK’s number one cider producer, we are committed to driving the cider category’s success for our customers.

Bulmers Orchard Pioneers will expand drinkers’ repertoire and act as a stepping stone into premium artisanal ciders, adding value for the operator and category.”

SOFT DRINKS PAIRED WITH FOOD Belvoir Fruit Farms has collaborated with Gill Meller, chef, author and food writer, to use his expertise in matching their Pressé and Cordial range with food. Using experience gleaned from years of working in restaurants and as Head Chef at River Cottage, Gill has successfully identified which of Belvoir’s drinks partner well with popular dishes and styles of food. The most popular Belvoir drinks served in the hospitality sector are six Pressé flavours sold in 25cl bottles: Elderflower Pressé, Ginger Beer, Freshly Squeezed Lemonade, Lime & Lemongrass, Raspberry Lemonade and Cox Apple Pressé. Gill’s food pairing suggestions for these are as follows: Elderflower Pressé with grilled or pan-roasted fish. Says Gill, “It’s particularly good with wild sea bass, especially when cooked with a little fresh thyme.”

Ginger Beers perfectly matched to dark sticky pork ribs or warm, sweet, honey and mustardbaked gammons while the squeezed lemonade he believes works well with proper fish and chips or crisp, whole-tail scampi.”

32 • HOTEL SCOTLAND • APRIL 2017

TENNENT’S LAUNCHES NEW COLLECTION Tennent Caledonian has launched ‘Caledonia’, a collection of premium bottled ales, in response to the rapidly growing bottled ales market and to offer curious consumers a chance to taste a high quality range of ale flavours from Scotland’s longest established brewery. Tennent Caledonian has almost 500 years of brewing history and has created multiple award winning beers along the way.

The ‘Caledonia’ collection includes three beers, Outpost IPA, Double Hop and Hopscotch, each with an ABV of 5%. Each of the brews stay true to the ‘Caledonia’ ethos of locally sourced, high quality beers, made with the best Scottish ingredients including water from Loch Katrine and the finest locally sourced malted barley. As each of the beers have different flavour profiles, there is a perfect food pairing opportunity. From spicy food and haggis to seafood and meats, the range presents customers with a variety of opportunities to drive sale through menu pairings.

PROMOTIONAL FEATURE

IS HOTEL PRICING A DARK ART? David Collins, Chief Operating Officer for Great National Hotels and Resorts Group discusses the alleged Dark Art of Hotel Pricing.

T

here is widely held misconception amongst some hotels that accommodation pricing is something of a Dark Art and that like all Dark Arts there is something both magical and mysterious about getting price right. This need not be the case: it is possible to manage your pricing strategy and achieve the best return for your property without somehow having to sell your soul at a crossroads.

Let’s be honest, quite a few hotels simply don’t have a pricing strategy. Instead it is often left to the whim of the Front Desk. Why? Because ‘they’re the folks who meet the customers and understand what guests will or will not pay’.

And whereas there is obviously merit in this – knowing how sensitive or ‘elastic’ your guests are to the price they pay – it is only part of the picture a hotel needs to have to be able to set price sensibly so as to drive occupancy, ARR and RevPar. I’ll come to some guiding ‘easy to implement’ practical solutions for this shortly. However one factor which is rarely considered in pricing decisions is what your business as a brand actually stands for.

For some more brands, any discussions around price are seen as indiscrete – ‘if you have to know the price, you can’t afford to stay here’ – and whereas this is condescending at best, for some customers price per se is irrelevant.

The opposite is obviously true in that price can also be overtly at the heart of a brand and everything it stands for.

Take Ryanair for example which became the brand it is today largely by cornering ‘The Low Fares Airline’ end of the market although it is interesting to see the airline shift lately from being purely ‘hard-nosed on price and short on service’ to now being a ‘more caring, sharing, endearing’ brand but which still uses value for money as a key positioning tool.

Indeed, the Ryanair example does suggest that customers now need more than just the ‘best price’. In these post-recessionary times, most guests I would suggest simply want a fair price and not necessarily the cheapest, instead looking for example for transparency on the one hand and added value on the other. And again what a brand stands for – particularly in this Millennial Age – is also a key determinant of choice.

Of course hotel pricing has never been so

transparent thanks to the internet and more specifically our colleagues, the OTAs. As if you didn’t already know, customers on average check up to seven sites before arriving at their choice of hotel; not only this but compliments of review sites and social media, you can now have a running commentary of guests’ experiences practically and increasingly in real time.

So where there was once ‘Darkness’ there is now a considerable amount of ‘White Light’ which begs the question is Pricing then an Art?

Hotels however would be well advised to enthusiastically embrace revenue management aka yield management. With so many channels available now to promote your hotel, a coherent strategy for managing rate across your various distribution channels is key, the starting point of which is setting and micromanaging your rooms budget for 365 days of the year across your various target markets; tracking pick-up daily against budget and ideally same period last year; understanding what your competitive set is pricing at and what their achieved load or occupancy levels are; analysing demand build and knowing dates for peak periods of enquiry; and finally reporting in an easy to understand and easy to communicate format, rates agreed and channel decisions taken so that all members of the hotel team responsible for optimising revenue, from management to front desk to reservations, are all singing off the same proverbial hymn sheet.

Hotels that adopt this structured approach to managing cross-channel rate decisions with one eye on budget and the other on market elasticity experience significant, accelerated growth in rooms revenue and occupancy practically from a standing start and without any additional marketing spend.

So is pricing a dark art? In my view, no. Is it common sense? Absolutely.

About Great National: the Great National Hotels and Resorts Group is currently one of the UK’s fastest growing hospitality groups comprising 56 independentlyowned properties throughout Ireland and the UK. For further details please visit www.gnassetmanagement.com APRIL 2017 • HOTEL SCOTLAND • 33

Did you know that Best Bar None Glasgow welcomes applications from hotel bars? Over the last three years two Glasgow hotels have won overall awards in the hotel category at the National Awards and we would love more hotels to join the growing Best Bar None Glasgow family.

No previous experience necessary...make 2017 the year you start your Hotel’s Best Bar None Journey!

Sign up for Best Bar None Glasgow 2017 and help us to continue to raise the bar in licensing standards across the city!

Join us at the 2017 Launch in ‘The Grand Central Hotel’, 99 Gordon Street, Glasgow, G1 3SF, at 9.30am on Wednesday 19th April, Visit www.bbnglasgow.com or contact Campbell or Louise on email Campbell.Bern@glasgow.gov.uk or Louise.Mcmonagle@glasgow.gov.uk or call (0141) 276 7400 for more details.

ADP Glasgow City Alcohol and Drug Partnership

GLASGOW BEST BAR NONE TARGETS HOTELS Y

ou may have heard of Best Bar None, the award scheme that aims to improve standards in Scotland’s night-time economy. But perhaps you may have thought it was a bar only scheme, but it actually has a Hotel’s Category and is keen to get more hotels involved.

Eleanor Lee, Operations Manager at Community Safety Glasgow, which manages Best Bar None in the city, explains, “We want Glasgow to be recognised for the quality of all its city venues, and that includes hotels.”

“Last year, The Blythswood was a joint Winner in the National awards in the Best Hotel Bar category and received a Gold in the Glasgow awards, but we would like to see more hotels get involved.”

So what is Best Bar None, and what are the benefits? Eleanor explains, “BBN is all about improving quality in licensing by focusing on the five licensing objectives. It is funded and supported by a broad partnership of organisations including Glasgow City Council, Police Scotland, Scottish Fire and Rescue Service and more. Local authorities, such as ourselves, support it through community safety, which is where I come in, and we can also raise funds from sponsorships.”

She continues, “We can advise licensed trade businesses across the board on how best to ELEANOR LEE implement safe practices in their venues. From ensuring they have the most up to date training, to advising them on issues around dealing with policies and practices to BBN levels, and all the customers.” assessment in Glasgow is done by independent Says Eleanor, “We want to encourage people assessors. to adopt these practices and we recognise the So what are the assessors looking for? This journey that businesses go on with our awards. includes evidence of good practices, and training Businesses don’t such as good door have to come in and floor management The 5 licensing objectives; and aim for gold and good alcohol straight away, for management practices 1. Preventing crime and disorder some, getting to like Challenge 25.

2. Securing public safety bronze level, shows Whereas with the like 3. Preventing public nuisance commitment, of public health they 4. Protecting and improving public health especially if they are would look for the 5. Protecting children from harm new to Best Bar non-alcoholic options None. It is all about offered, the 125ml wine adopting positive management practices in options and food options too. They also look support of a safe night out.” at First Aid procedures and how premises deal Members of Best Bar None are offered with ensuring they have no underage drinkers. support and advice from the Community Safety Eleanor explains, “We aim to have hotels and Glasgow team, Police Scotland and Licensing bars in Glasgow with a consistent approach Standards Officers to enhance and develop their which promotes good public health and has

positive alcohol control measures in place. But we realise that it is a journey for some smaller venues, and we are happy to assist in any way we can.”

So how can Glasgow’s hoteliers get involved?

Says Eleanor, “To join BBN Glasgow the cost is £48. It is very good value. For instance, we give five free training sessions for two people at a time at the Tennent’s Training Academy ... that covers the cost itself. We also promote the businesses that get involved through social media and on our website www.bbnglasgow.com Two people can attend the gala awards dinner and every successful recipient gets a plaque.”

Eleanor concludes, “Best Bar None Glasgow recognises venues who are offering a quality experience focusing on safety and customer care. We are sure there are a lot of Glasgow hotels out there doing just that, but who haven’t realised that BBN is for them too. I hope we can change that.”

APRIL 2017 • HOTEL SCOTLAND • 35

Cornhill Castle - Biggar

Proud to be the designers for Cornhill Castle Hotel

36 • HOTEL SCOTLAND • APRIL 2017

Cornhill Castle in Biggar has just had a complete revamp of its banqueting suite which has now been transformed into a Grand Ballroom worthy of its castle credentials.

Owners Manorview, who bought the hotel a year ago, are investing £750,000 in the hotel, and this, the first phase, is now complete.

Today the décor of the former function suite and its adjoining conservatory, which had been added on to the hotel in 2008, is much more in-keeping with the feel of the hotel.The Grand Ballroom can now accommodate 180 guests, and 250 plus for an evening reception. David Tracey, Manorview’s Operations Manager explains, “Our brief to the designers was to help us create a wedding suite befitting of the hotel’s Castle status and make it feel part of the building.”

The existing shape of the original function suite has been retained and so has the ceiling height, but designers Space I.D. have redesigned the space, with the help of contractors Dimension, and

created an optical illusion by sloping the perimeter ceiling to trick the eye into believing the ceilings are higher – more in keeping with the proportions that a building of that period would have. Michael Simmons of Space I.D. says, “The original room was a good size, but the low ceiling gave it a ‘letterbox’ appearance. We solved this by sloping the ceiling and by painting the walls a dark colour and keeping the ceiling light.”

They also added intricate cornice and period mouldings on the ceiling, faux bookcases and a state-of-theart stereo system sourced by SSE Audio.

A new addition to the wedding suite is the Bride’s Powder Room which is also at the rear of the suite. Says David, “This has become an amazing selling point. It is a space where brides can disappear to. It boasts its own toilet facilities so the bride doesn’t have to use the public toilets.

It also has its own mini-bar which we fill with goodies for the bride and her bridesmaids.”

DESIGN FOCUS

Marriott Courtyard - Edinburgh Marriott’s Regional Vice President Tim Waltion officially opened the Courtyard by Marriott in Edinburgh last month. The hotel, which has 240 rooms, is one of the biggest city centre hotels in the capital.

The £30 million renovation project which saw three adjoining Georgian townhouses, formerly the home of engineer and lighthouse designer Robert Stevenson in Baxter’s Place, connected to a brand new building by glassed walkways, was completed by Edinburgh-based property

development and investment company Chris Stewart Group who also own the building.

The hotel will be managed and operated by Redefine|BDL Hotels.

The renovation combines both heritage and contemporary style. The hotel’s Baxter’s Place address was once home to Robert Stevenson, the famous Scottish lighthouse engineer and the grandfather of ‘Treasure Island’ author Robert Louis Stevenson. References to its heritage, appear in the public areas and

in every room, through images, technical drawings and maps. New facilities include an all-day bar and restaurant called The Lantern Room, which offers local fare with a modern twist.

The hotel also has a boardroom, The Stevenson Room, which can cater for up to 16 people, as well as offering designated media pods, a 24/7 market and a fitness centre.

The General Manager of the new hotel is Douglas Winfield.

CAIRNEY CONSTRUCTION LTD

Cairney Construction providing constructive solutions for any buIlding project

T: 078 111 424 30 E: cairney_paul@icloud.com APRIL 2017 • HOTEL SCOTLAND • 37

38 • HOTEL SCOTLAND • APRIL 2017

SNAP SHOT

How long have you been in your current role?

I have been in my current role at Blythswood Square for two years now.

Overall, I have been a doorman for seven years and have worked in London, Edinburgh, and now Glasgow. Previous to that, I was a hall porter and concierge for 18 years.

What do you love most about your job?

Meeting different people every day! I also love building a rapport with our regular guests and creating lasting relationships. I love the hands-on, fast paced element of the role and feel privileged to meet so many different people day in, day out – no two days are the same.

Any bug bears?

I always try to catch the eye of, and smile at, every single person that comes into or leaves the hotel – regardless of who they are. If the hotel is really busy and I miss someone I feel quite disappointed.

Most famous guest to stay in the hotel?

Doorm

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LOOKING FOR...

MORE CUSTOMERS? DIRECT BOOKINGS? THE AVERAGE PERSON SPENDS 10.5 HRS ON SOCIAL MEDIA PER WEEK. THERE ARE NEW CUSTOMERS ONLINE. WE CAN HELP YOU FIND THEM.

Strangest request from a guest?

When I was working in a London hotel one guest wanted us to help her purchase two guinea pigs at 10pm so she could take them home to Russia – on her private jet. I managed to find a pet shop in Camden Town and arranged for them to re-open so she could go select her new pets. No matter what request I receive from a guest, I will do my upmost to help them.

Favourite time of year?

Summer time. Working in Glasgow when the sun is shining is fabulous. On a bright day in Glasgow, looking over the gardens opposite Blythswood Square, you wouldn’t know you were in the city centre. We are so lucky to have such a beautiful view from the hotel plus the hotel itself is very beautiful, so it makes me feel special to be a part of it.

What qualities do you think you must have to do the job well?

I think you have to be friendly, open and sincere, and should always have a willing-to-help attitude. When our guests enter the hotel it’s really important that they feel looked after from the moment they arrive and are offered true five-star service from the word go.

What nationality of guests are best - friendliest?

Politest?

stitch

Guests from all over the world and all walks of life come to the hotel, so every guest is different and unique on their own way.

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Now that would be telling. We welcome so many celebrity guests that stay each year that it would be impossible to pick just one person.

Meeting famous guests is always a highlight of working in a five-star hotel though.

0141 387 0728

What advice do you have for ‘would be’ doormen?

To be warm and welcoming to every single person who walks through the door of your hotel. Also, get to know the city you are working in. I often give guests a quick ‘insider’s guide’ to Glasgow to let them know all the best spots across the city loved by us locals. And it goes without saying: smile, it’s part of your uniform.

APRIL 2017 • HOTEL SCOTLAND • 39

40 • HOTEL SCOTLAND • APRIL 2017

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CHECK OUT From the editor

I hope you have enjoyed the first issue of Hotel Scotland. It is is YOUR magazine so let us know what you would like to read, and fill us in on all your news. Certainly there are plenty of positive things to write about.

Not so positive is the ongoing rates issue. As we went to press, the first of the updated Rateable Values (RAV’s) were being opened by hoteliers.

The one year rating cap of 12.5% may alleviate issues in the short term, but analysis conducted by Ryden’s Business Rates experts shows rate payers within the hospitality sector are amongst the hardest hit businesses in Scotland. David Hart, Chief Financial Officer of Glasgowbased Redefine|BDL Hotels (RBH) believes keeping calm and focusing on the job at hand whilst lobbying for change should be top of the agenda for hospitality businesses in the wake of the increasing business rates.

His company is seeing increases for individual hotels of up to 142%!

The Scottish Tourism Alliance (STA) is already working with other trade bodies – but the battle has only just begun. The more appeals made, the more pressure there will be on the government to step in and re-think the flaws in the rating system when it comes to hospitality. Experts are on hand, utilise them.

Eastwood MSP Jackson Carlaw visited The Busby Hotel last month as part of National Apprenticeships Week and met with Robi Giovino, from the Manorview Group’s Training Division to hear how the hotel group supports and encourages apprenticeships in the hospitality industry – currently it has 42 apprenticeships in place. He took the time to present front of house team member, Loren MacGregor her Modern Apprenticeships SVQ Level 2 Award in hospitality. Well done Loren.

Congratulations to Maroulla Nicholas and her team at the Glynhill Hotel for a great Sportsman’s Dinner held in aid of Erskine and The Beatson.

Some of the best food I’ve ever had at a banquet. Well done Chef Pascal Eck. 42 • HOTEL SCOTLAND • APRIL 2017

Lanarkshire now has The Dogchester. As the name suggests this Lesmahagow hotel is for four-legged guests! It has been opened by dog-loving husband-and-wife team, Brian and Margaret Straub, who are charging their guests (owners) £25 a night.

The hotel has eight individual suites, which can each accommodate up to four pets from the same family and each suite has thermostatically-controlled heating, wall-mounted TV, comfortable bedding, and all have individual private outdoor runs. Of course there are doggy public areas too – acres of land for walks, and a large indoor activity centre for when the weather is bad!

Certainly paws for thought!

I found the recent STA conference very interesting, not least the talk by the gentleman from Uber who told the delegates that one of the key elements around the cab company success is the fact that drivers rate their passengers too. Apparently this practice is also being used by some hotel groups in the USA who are rating their guests and doing guest incentives for those who get rated well. This could be a game-changer for reviewers, if the hospitality industry gets to review them!

18 years’ fine dining experience

Wants to make roots for his family in his native Glasgow Makes a mean soufflé

Does his Mise en Place to Mozart’s Requiem

Got inked to celebrate his Restaurant’s first culinary award

Our candidates know their stuff. And we know our candidates. At Ellis Mack, we work harder to source the right people for our clients, and we know a perfect match when we see one. We can’t vouch for their taste in music but we can vouch for their skills.

www.ellismack.co.uk info@ellismack.co.uk