Hotel Scotland October 2017

HOTELSCOTLAND 05 – OCTOBER 2017

SCOTLAND’S TOP GM’S

SCOTLAND’S TOP GM’S XXXXXXX XXXXXX XXXX PART XXXX ONE XXXXXXXXXXXXXXX

INTERVIEW: STEPHEN CARTER OBE THE KINGXXXXXXXXXXXXXXXXXXXX OF THE SHOP FLOOR

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CONTENTS

WELCOME

I

T has certainly not been quiet few weeks on the hotel front from The Principal Edinburgh opening to last month’s Poet’s Lunch organised by HIT, and the recent Scottish Tourism Alliance October conference. We have covered all this and more inside. But you will also find a feature from Cate Devine on the pro’s and con’s of having a celebrity chefs name above the door. See page 9. While I ventured to St Andrews to catch up with one of my favourite people Stephen Carter.

Business is certainly challenging, but this summer it has certainly been a case of ‘every cloud has a silver lining’. The influx of tourists from home and abroad, due to the weak pound, has certainly been a welcome relief as costs have gone up due to the weak pound! Find out what the Scottish Tourism Alliance’s recent research reveals on the Rising Cost of Doing Business on pages 17 and 18.

Last but not least this month we feature four great General Manager’s all of whom are a credit to their employers. Next month we will feature four more.

I’ve still not covered Staff Retention because it actually deserves a whole magazine... seriously we are working on a feature, because it is the biggest issue out there.

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

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• THE COST OF DOING BUSINES

14

4

NEWS

9

MUCH ADO ABOUT NOTHING OR A REAL NECESSITY?

BY CATE DEVINE

12

FOUR OF SCOTLAND’S TOP GM’S

17

THE GROWING COST OF DOING BUSINESS

20

INTERVIEW: Stephen Carter OBE

25

THE STRATHVEN HOTEL

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DESIGN FOCUS: CORNHILL CASTLE

32

WHAT’S NEW

34

THE POET’S LUNCH

• SCOTLANDS TOP GM’S

29

• THE STRATHAVEN HOTEL

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

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• CORNHILL CASTLE

Editor: Susan Young Editorial: Annabelle Love, Cate Devine Advertising: Sylvia Forsyth,Helen Aitken, Philip Production: Dougie Wagstaff, Lorraine Gourlay Admin: Cheryl Cook

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

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.

OCTOBER 2017 • HOTELSCOTLAND • 3

The owners of Kings House Hotel at Glencoe have submitted plans to Highland Council to redevelop the hotel by adding a new three floor complex with 60 bedrooms. The plans include demolishing previous extensions.

Now owned by Black Corries Estate the hotel has already opened a new bunkhouse with 10 rooms. The company is planning to spend around £10m on the project with the extension opening late next year. The hotels original two-storey building, which goes back to 1755, is being retained. When it re-opens the hotel will be operated by Crieff Hydro. However they are facing various objections due to the design of the building – Mountaineering Scotland, the National Trust of Scotland and the John Muir Trust are all objecting.

The opening of a brewery’s new Perthshire hotel at St Fillan’s has been delayed after a bathroom blaze caused major smoke damage. The Isle of Arran Brewery, has delayed the opening of its hotel at Loch Earn following a bathroom blaze which has caused smoke damage.

The brewery, which had planned to open Arran’s Loch Earn Brewery Hotel at its Visitor Centre last month, has postponed the opening until next year.

The 32-bedroom building, formerly The Drummond Hotel was bought by the business in 2013 and since then some £2m has been invested. The bars, restaurant and coffee shop also had to be closed temporarily after the fire, but they have now re-opened.

The Udny Arms in Newburgh is to be renovated after local councillars backed its redevelopment plans.

The refurbished hotel will include 12 en-suite rooms with a manager’s flat, and the current annexe will be demolished and in its place five terraced townhouses will be built. It was the latter which caused planning permission to be delayed with council officers investigating whether the three-storey buildings would cast any significant shadows in the area. The hotel was formerly operated by Oxford Hotels and Inns, but closed in 2013 after flooding and was relaunched in 2014 before being put up for sale. In 2016 ECS Investments Ltd bought the hotel.

The aim of the company is to open The Udny as a five-star boutique hotel.

4 • HOTELSCOTLAND • OCTOBER 2017

LOCAL CHARITIES TO BENEFIT AS CHESTER HOTEL LAUNCHES FESTIVAL OF FOOD AND WINE SUPPORTED BY GLENEAGLES The Chester Hotel in Aberdeen will launch its inaugural Festival of Scottish Food and Wine next month in support of local Aberdeenshire charities. The series of events will run until February 2018 with a finale event featuring Gleneagles’ culinary team.

Friends of the Special Nursery, the official charity of Aberdeen’s Maternity Hospital, will benefit from the fundraising initiative.

The finale event taking place on 9th February 2018 will see the award-winning culinary teams from The Chester Hotel and Gleneagles come together to showcase what mentoring young chef talent can achieve. The Chester Hotel’s executive chef Kevin Dalgleish and Gleneagles’ new executive chef Simon Attridge will coach two of Scotland’s youngest and brightest culinary stars to produce a four- course dining extravaganza. Each chef will create two courses for the 220 guests dining in The Chester Hotel’s ballroom and guests will be able to follow the chef ’s journey on both pre-recorded video and live broadcast, from visiting local suppliers to sourcing their ingredients, to viewing the dishes being created on the night from The Chester Hotel’s kitchen. Chefs and suppliers will be interviewed and guests can ask questions throughout the evening.

The November line-up of events includes an already-sold-out series of pop-up fine dining events featuring Michelin starred chefs including

Tom Kitchin, Martin Wishart and Brian Grigor of the Balmoral Hotel.

Graham Wood, Owner of The Chester Hotel, says, “The Chester Hotel team is very excited to launch our Festival of Fine Food and Wine as the first of a season of annual charity fundraising events. The generosity of our guest chefs agreeing to take par t, as well as the take-up of tickets to date, has been beyond our expectations. We aim to grow the programme of exclusive dining events year-on-year in suppor t of local Aberdeenshire charities whilst wshowcasing the very best of Scotland’s food produce and talent for locals and visitors to enjoy.

Simon Attridge, Executive Chef at Gleneagles, commented, “Gleneagles is committed to the nurturing of talent and to the provision of career development opportunities. This fantastic event is testament to that commitment and has offered two young chefs valuable insight into all the pressures, excitement, challenges and opportunities that are presented to a kitchen team in a high-profile event scenario.”

He concluded, “It’s been a pleasure taking them on this journey – from sourcing ingredients through to service – and I hope it’s an experience from which they’ll take many learnings. We’re also delighted to have had the opportunity to play our small part in raising funds for this worthy cause.”

NEWS

CELTIC GETS GREEN LIGHT FOR HOTEL Celtic have been granted planning permission to build a hotel, museum, retail store for club merchandise and a new ticket office – at Parkhead. The development is expected to cost in the region of £18m.

Glasgow City council passed the plans with no objections lodged and said work must begin within three years.

A spokesperson for Celtic said, “We are very pleased that initial planning permission has been granted. Clearly, there is still considerable work to be done in bringing such an ambitious project to fruition. However, we will

now engage with other relevant parties to assess this potential development.”

The club believe that the plans will create over 100 jobs, reduce congestion and provide an economic boost to the area. The spokesman added, “Provision of a club museum and improved shop/ ticketing facilities as proposed will greatly enhance the visitor experience and will help to sustain jobs and economic activity throughout the year.

“The provision of a hotel along with the club facilities will increase the attractiveness of the location as a tourist destination with spin-off benefits to the entire area.”

WOMEN-FRIENDLY ROOMS A FIRST FOR SCOTLAND The Leonardo Royal Hotel at Haymarket in Edinburgh has launched ‘Womenfriendly’ rooms. The rooms, which are all located on the same floor, have powerful hair dryers, beauty lighting and adjustable make-up mirrors, but female guests will also be provided room service by female employees. In addition the hotel will provide parking spaces dedicated to female guests located next to the hotel entrance.

Principal Edinburgh launches Last month saw The Principal Edinburgh open its doors after a £25m refurbishment.

Situated in Charlotte Square, the hotel, formerly The Roxburghe Hotel, has undergone a phased renovation with the new look being created by interior architects Goddard Littlefair, alongside Principal’s in-house design team.

The hotel now joins The Principal Edinburgh in George Street as the second in the city and is the fourth to join the Principal brand. Located in the heart of Edinburgh, the five-storey hotel which first opened in 1848, boasts 199 bedrooms and suites, many of which enjoy views over Charlotte Square Gardens and the top-to-toe refurbishment of the 19th Century Georgian property has resulted in fresh, stylish new interiors throughout, and a new beautiful internal courtyard.

The hotel’s upgraded interior also boasts a vintage red post box within the lobby, a Corner Shop selling treats and retro gifts, and guest rooms all have a 7-series red phone.

The hotel launched with a grand opening party. Tony Troy, CEO at Principal Hotel Company, said, “We’re thrilled The Principal Edinburgh Charlotte Square has become part of the PRINCIPAL portfolio and the entire team is excited to welcome guests to experience the hotel’s stunning new look.

We have a fantastic offer for both leisure and business guests.”

This month the hotel will open BABA, a standalone Eastern Mediterranean restaurant and bar that has been developed in partnership with chef Jonathan MacDonald and Daniel Spurr, the team behind Ox and Finch in Glasgow.

It’s the first hotel in the UK to make this move. Operations manager Lucy Basnett said, “The proportion of lone female business travellers is on the rise; indeed every fourth hotel guest is a business woman. We wanted to offer accommodation which not only addresses any concerns women travelling alone may have, but also creates a comfortable environment where they can relax after a busy day.”

The hotel group also has Womenfriendly rooms in Baden-Baden, Berlin, Cologne, Dusseldorf, Frankfurt, Mannheim and Munich.

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OCTOBER 2017 • HOTELSCOTLAND • 5

DUKE’S HOTEL BACK ON THE MARKET The Roxburghe Hotel and Golf Course, near Kelso, is back on the market after a planned sale fell through.

The 10th Duke of Roxburghe, Guy Innes-Ker, had done a deal for the 22-bedroom hotel and golf course, with Bespoke Hotels, which would have seen all staff retain their jobs, but following the news that a major investor had pulled out, the deal fell through.

The Duke first opened the hotel as a country house hotel in 1982, and developed its first championship golf course in 1995. Since then the golf course has hosted the Scottish seniors’ open and various pro-celebrity charity matches. It has long been a labour of love for the Duke.

The hotel, a 19th century Jacobean style mansion house has a Victorian conservatory which retains many period features, including panelling, open fireplaces, decorative ceilings and plasterwork. The main hotel building contains 16 bedrooms, all en-suite, while the adjoining stable courtyard annex contains 5 en-suite guest bedrooms and one suite together with the Health and beauty suite with two treatment rooms.

There is also a fishing and shooting school, and planning consent has been obtained for 60 self-catering holiday lodges and a 10 bedroom Dormy house on the 292 acre site. And of course there is the Chez Roux food operation.

Savills is marketing the hotel, which is currently managed by Inverlochy Castle Management International and Albert Roux, for offers in excess of £3.25m.

6 • HOTELSCOTLAND • OCTOBER 2017

HIT SCOTLAND OPENS SCHOLARSHIP APPLICATIONS FOR 2018 The Hospitality Industry Trust (HIT) Scotland has opened applications for its 2018 scholarship programme. Scholarships are available to all aspiring individuals working within or studying towards a career in Scottish hospitality.

They offer the recipients once in a lifetime opportunities to improve their skills and progress within the industry, throughout their careers. Speaking about the 2018 HIT scholarship programme, Chief Executive, David Cochrane said, “I am hugely proud to be part of a sector that contributes so much to Scotland, and I know that the 2018 HIT scholarships will help to shape the future of the Scottish hospitality industry – especially during what will be the Year of Young People.

“HIT strives to make Scotland the best hospitality industry in the world and after 23 years we know this can be achieved through our once in a lifetime training opportunities and

experiences that provide scholars with the opportunity to learn locally, nationally and internationally.”

This year HIT has once again partnered with Green Tourism, in its bid to improve sustainability within hospitality, to offer The Green Tourism Scholarship. This scholarship is aimed at hospitality professionals with a keen interest in business sustainability who plan to implement a sustainable strategy for their business.

Striving to keep the industry relevant, other HIT scholarship topics in 2018 include social media and innovation. The social media scholarship embraces the new technologies available to support business in reaching new markets and involves an interactive two-day workshop. While the innovation scholarship will give participants an insight into technology and future trends. Applications for the 2018 scholarship programme will close on Friday 24th November 2017.

NEW OWNERS FOR LARBERT HOTEL The Commercial Hotel in Larbert has new owners in the shape of local couple Mark and Gemma Barnett. They recently bought the hotel which has six letting rooms.

The Braemar Lodge hotel in Aberdeenshire is looking for new owners having been put on the market for offers over £1.2m. It is being sold by Ronnie and Fiona Moore who are to retire, through Colliers. While The Pine Trees Hotel in Pitlochry, is also up for sale through Christie & Co. The freehold of Pine Trees Hotel is available for £2.4M.

XXXXXXXX NEWS

FUSION ANNOUNCES JUNIPER IS HEADING TO THE GOLF INN, ST ANDREWS Having recently brought the popular Hillfoots restaurant, Juniper, to the Old Churches House Dunblane stable, as its new in house restaurant, the Fusion Group has announced that another Juniper will soon establish itself in another of its venues, The Golf Inn, St Andrews.

Nairn’s Boath House relinguishes Michelin Star Boath House in Nairn has something in common with French restaurant Le Suquet in France – owners Don and Wendy Matheson have asked Michelin to remove its one star as did chef Sebastien Bras owner of Le Suquet who asked for his restaurants three stars to be removed earlier in the month.

Boath House has held the award for nearly ten years but the owners say the accolade has affected their profits adversely and that it is discouraging customers. They hope by dropping

the Michelin accolade they will attract more local residents to the hotel and restaurant.

Owner Don Matheson told the Associated Press they didn’t want to lose their star by disappointing people who came expecting a multi-course, Michelin-style meal. He said, “The expectation that goes with (a star) is so stressful,” His wife Wendy added that Michelin stars were at “odds with achievable profit margins.”

Meanwhile the couple received planning permission for a Garden Cafe earlier this year and hope to open it next year.

CARTWRIGHT LEAVES ISLE OF ERISKA AS ICMI TAKE OVER MANAGEMENT Gordon Cartwright has left the 5-star Isle of Eriska Hotel, following the decision by new owners Creation Gem, to switch the management of the hotel to Inverlochy Castle Management Company (ICMI). Cartwright has been General Manager of the Hotel since April 2016. The ICMI family looks after 15 hotels in total including Inverlochy Castle, Cromlix, Greywalls and Crossbasket Castle.

Norbert Lieder, managing director of ICMI, said,“The Isle of Eriska, Hotel, Spa and Island is one of Scotland’s best known and loved country retreats and we are delighted to welcome it to the ICMI family.

“Over the last year the Rong family have sympathetically upgraded the 25 hotel rooms and built four new self-catering lodges to make sure the estate offers the ultimate in luxury for guests.”

Mr Rong, owner of Creation Gem, said, “My family and I are honoured to be the custodians of this iconic property and we want to make sure it provides one of the best guest experiences in Scotland. ICMI has a proven success delivering the very best service at its existing properties and we know we can trust them to support Eriska’s management well into the future.”

Alex McKie brought The Golf Inn into his portfolio in only May 2016, refurbishing the business, at No1 Golf Place, and launching it as a bistro with six bedrooms above. He said, “It’s a complete no brainer for us to establish Juniper’s third venue here at The Golf Inn where we have already been running themed whisky dinners and building up a foodie clientele. “He continues, “We saw the potential to develop the food side with St Andrews being a vibrant and sought after destination for eating out, golfing, sightseeing and shopping – it has it all.”

This brings the number of Juniper restaurants owned by Kenny and Marie Claire Wilson, across Fife and the Central Belt, to three. Said Alex, “Kenny and Marie Claire have already made their mark in Dunblane. Feedback from our restaurant regulars has been great with the menu choice, local sourcing and innovative serving style going down brilliantly. They will do well here and can make the most of Fife’s amazing larder and engage with additional local suppliers.”

Paisley born Kenny, who appeared in twenty six episodes of STV’s “Square Meals” series, is known as a local food hero, championing an impressive array of suppliers from across the Hillfoots and Perthshire. The produce of well known names such as Gartmorn Farm in Clackmannanshire, Katy Roger from Fintry, Little Doone Foods from Alva and Summer Harvest at Crieff are showcased daily in his creations.While Kenny’s wife Marie Claire is a former International athlete who ran for both Northern Ireland and the Republic of Ireland. She said, “We have proved that both gluten free and vegetarian cuisine needn’t be boring, and can be presented with real flair.”

OCTOBER 2017 • HOTELSCOTLAND • 7

NEWS

IMPROVEMENTS FOR DORNOCH CASTLE

HOTELIERS’ FUNDRAISING REACHES NEW HEIGHTS FOR MAKE-A-WISH A team from the independent hotel management company Redefine|BDL Hotels’ (RBH) is on top of the world after raising thousands of pounds for charity – by building a hotel room at the summit of Ben Nevis.

Its property team raised more than £12,000 for children’s charity Make-A-Wish® UK, after battling through awful weather to set up a hotel room on the highest mountain in the British Isles, after nine months of preparation.

As well as constructing the room on reaching the summit, the 12 intrepid adventurers had to scale the 4,413 feet with all of the equipment required for the build – as well as provisions for the trek itself. The build represents RBH’s most ambitious fundraising activity to date in aid of its official charity partner – for whom it has pledged to raise £100,000 by the end of 2017.

Thanks to the property team’s efforts, the firm is on course to beat its target, which equates to 28 magical wishes granted to enrich While the team above were busy raising cash for charity its employer Redefine|BDL Hotels (RBH) revealed it had added 26 hotels – and more than 3,000 rooms – to its hotel portfolio including Scottish hotel The Westerwood Hotel & Golf Resort at Cumbernauld. the company agreed a deal with Aprirose to assume management of its portfolio. The hotels, with a combined turnover in excess of £190 million, were acquired from Qhotels by Aprirose in a £525 million deal. The deal confirms RBH as the UK’s largest independent hotel management company. Helder Pereira, Chief Executive Officer of Redefine|BDL Hotels, said, “This is 8 • HOTELSCOTLAND • OCTOBER 2017

the lives of children and young people fighting life-threatening conditions.

Ross Morrow, RBH’s Chief Development Officer participated in the climb and build. He said, “We’re thrilled to have pulled off what was a rather ambitious piece of fundraising activity – not only climbing Britain’s highest peak in awful conditions, but then setting about building a hotel room at the top before taking it all back down again! It just goes to show you really can do anything when you put your mind to it, especially for a cause as wonderful as Make-AWish UK. “The entire team dug deep and did a fantastic job on the day, remaining motivated and upbeat throughout the challenge. And we can’t thank enough those who helped us source the equipment needed for the build as well as those who donated so generously. We never expected to raise over £12,000, so needless to say we’re delighted.” another landmark addition to the Redefine|BDL Hotels portfolio.”

He continued, “This acquisition will increase the Redefine|BDL Hotels portfolio to more than 75 hotels, and is in line with the company’s growth targets within the UK.” Chief Executive Officer of Aprirose, Manish Gudka, said, “We have established a successful partnership with Redefine|BDL Hotels, which was appointed both on our Hampton by Hilton London Docklands and Mercure Bristol Holland House hotel assets, so the new properties will be operated to the same excellent standards.”

The owners of Dornoch Castle Hotel, are planning improvements to the hotel, if they get the go ahead from Highland Council.

The Thompson family have submitted plans to the Council to remove the existing bar and change its layout to create a more spacious servery area, and they also plan to create a new private dining room and a tasting room in the hotels cellar. Plans are also afoot to improve the outside courtyard area to make it more amenable for outdoor seating and last but not least they want to create a new reception office which will replace an existing toilet at the front entrance to the building. The plans were lodged with Highland Council’s planning department on September 11.

Dornoch Castle Hotel is a B-listed former Bishop’s castle built in about 1500, has been owned by the family since 2000 and they have spent the past 16 years developing the business this has included the creation of a micro-distillery in the hotel grounds.

TAMBURRINI OPENS HIS BISTRO DELUXE Macdonald Hotels & Resorts has opened Bistro Deluxe by Paul Tamburrini at the Macdonald Holyrood Hotel in Edinburgh.

The luxury new bistro is a partnership between the UK’s largest independent hotel group and the top Scottish chef, who was previously Chef Director at Martin Wishart’s acclaimed The Honours Brasserie in the city.

The company has invested £250,000 and the new restaurant they say “provides a luxurious contemporary feel with a relaxed ambience and offers a creative menu with beautifully executed dishes, based around the locality and seasonality of produce, and a classic and contemporary wine and drinks list.”

Paul Tamburrini comments, “Bistro Deluxe showcases a progressive and forwardthinking menu, using the best local suppliers and producers, with incredible attention to detail and flavour sensations in each dish. Working at this level you become obsessed with perfection – there’s so much artistry involved that you’ve got to be a chemist on flavours and an artist on presentation.”

FEATURE

• PLUMBED HORSE

MUCH ADO ABOUT NOTHING OR A REAL NECESSITY?

I

T used to be the case that a hotel restaurant was a hotel restaurant, where the food was produced on a large scale by an anonymous kitchen. You got what was on offer, take it or leave it.

But the hotel food scene is changing as fast as you can say “Oui, chef ”. As global food tourism gathers pace and the all-important Millennial demographic’s appetite for ever new and exciting eating experiences continues to dominate, competition among hotels is keener than ever – and the way to attract and retain customers appears to be by pinning a high-profile chef ’s name above the door of the restaurant.

Macdonald hotels recognised this early by first securing Jeremy Wares to run the kitchen at Houstoun House in Broxburn in 2012, then last year luring Tony Borthwick out of retirement to give him star billing as executive head chef at the group’s flagship Rusacks hotel in St Andrews. Borthwick’s Plumed Horse in Crossmichael regained its Michelin star after moving to Leith, and though he lost the star in 2011, he remained highly respected when he closed up soon after, so his appointment was seen as something of a coup. More recently,

CATE DEVINE TAKES A LOOK AT THE PRO’S AND CONS OF PINNING A HIGH-PROFILE CHEF’S NAME ABOVE THE DOOR the hotel group headhunted Paul Tamburrini, chef-director at Martin Wishart’s acclaimed The Honours brasserie in Edinburgh, to help him launch is first solo venture, Bistro Deluxe

by Paul Tamburrini, at the Macdonald Holyrood hotel in the city. It’s due to open this autumn and Tamburrini’s menu will be comprised of completely new dishes.

And this month BABA opens at the Principal Edinburgh Charlotte Square, formerly the Roxburghe. Its unfamiliar name has been no barrier to building awareness that BABA is the first out of town venture by Jonathan McDonald and Daniel Spurr, the team behind the hugely successful Ox and Finch restaurant in Glasgow’s hipster Finnieston Quarter, in partnership with Robbie Bargh and Katherine Arnold of the

London-based KARBS group. McDonald and Spurr’s success has been based cautious growth, first building up a loyal customer base through their Street Food Cartel pop-ups, and developing and consolidating that with Ox and Finch. If successful, the bold west-east move looks set to shake up the hotel restaurant scene in the capital, by specifically targeting the younger international customer in search of new experiences.

Simon Willis, brand director at The Principal, nailed his take on the funky new food-inhotels phenomenon. “The hospitality world has changed with the digital revolution where everyone has an opinion and everyone is an influencer, and reputation is all,” he told Hotel Scotland magazine.

“Key for us is that BABA is not a hotel OCTOBER 2017 • HOTELSCOTLAND • 9

FEATURE restaurant, it’s the restaurant that happens to be part of the hotel, and that is very important.

“Most millennials see hotel restaurants as somewhere they were dragged to by their parents. But BABA is for them. We want people who delight in finding new things, and exploring new flavours. It will have its own voice, its own philosophy, its own suppliers and we’re there to support and enhance what they do. We want to become younger, and to be engaged in and by the city. What Jonathan and Daniel are doing at Ox and Finch very much fits with our thinking about where the market is.”

BABA, accessible from the street as well as from the hotel lobby, will offer newly created mezze dishes inspired by the Levant, using locally sourced ingredients where possible.

Booking will be through both operations’ websites. “Food is very important to the Millennial demographic, for whom provenance, food miles, animal welfare and sustainability are the new FairTrade. You can’t fudge that,” added Willis, who has worked with trend pioneer Terence Conran.

BABA follows the example set by the Principal in Manchester, where two former DJs who ran a wildly popular restaurant called Volta were invited to run the restaurant. “If we can replicate that in Edinburgh, we’ll have a hit on our hands,” said Willis.

Of course, there’s another slightly less romantic factor involved. With low interest rates – the Bank of England’s base rate has been at emergency low levels since 2009, and last year the rate was cut to a new low of 0.25pc – investors looking for a higher return on their money and buying into the hotel sector are pinning their hopes on food and drink, and looking to engage the expertise of big names to help deliver the goods.

The ensuing business arrangement can be two- or three-way. It’s as rare for a chef to risk renting space in a hotel without external financial back-up as it is for a big investor to barge in with no food and drink expertise.

More likely is that the “named” chef with his name above the door is the one whose job it is to maintain a healthy – and lucrative – relationship between the owner and the management company. In other words, a risk shared is a risk reduced.

When it works, everyone is happy.

Andrew Fairlie, whose eponymous restaurant at the Gleneagles Hotel has been a twoMichelin starred offer to international guests for over a decade, has effortlessly survived the famous hotel’s change of ownership. And Nick Nairn, who sold his own Glasgow restaurant in 2003 and launched The Kailyard by Nick Nairn at the Doubletree by Hilton Dunblane Hydro 10 • HOTELSCOTLAND • OCTOBER 2017

“It’s a busy, busy operation and I’m there every week, unlike some celebrity chefs who only make an appearance once a year.”

NICK NAIRN

eight years ago, seems equally content. “Having a ‘named’ chef in a restaurant can certainly make a difference to a hotel that has not been particularly renowned for its food and drink,” he says, adding that the hotel now makes a very healthy income from it.

“I think having my name over the door is a draw for diners, but it wouldn’t work if I was just a badge,” he said. “It’s a busy, busy operation and I’m there every week, unlike some celebrity chefs who only make an appearance once a year.”

Understanding and experience of the key drivers of the business – quality, cost, reputation and sustainability – is what he can bring to the table.

“I’m writing the autumn menus now and we’ll have 19 new dishes. Maintaining standards and staff training are also very important and you need to be hands-on.”

From his point of view, taking on the hotel’s wider offer of breakfasts, room service, conferences and banqueting as well as the restaurant is worth the extra work. “You have a guaranteed clientele, whereas running an independent restaurant is fraught to say the least.”

Equally, the arrangement between Cameron House Resort at Loch Lomond and its star chef appears to be mutually beneficial.

Restaurant Martin Wishart Loch Lomond, in the hotel, has retained its star consistently since 2011 under head chef Graeme Cheevers who works closely with Wishart. “Having a named chef has become a point of difference at highend hotels and having MMLL here is huge for us,” says resort director Andy Roger. “There’s no doubt that its presence adds credence to the resort, and we’re good for him in respect of the people who stay here.” They run it very much as their own business – diners book direct via the Martin Wishart website, and Cameron House’s own website shouts it out

too. “So we add to their business while they add to ours.”

Diners can be residents staying for several days, as well as non-residents who come for the Michelin star experience from Bearsden, Milngavie, Helensburgh and Glasgow. Variety and choice are key to the modern hotel dining scene, says Roger, and being able to offer residents the choice of casual option right up to fine-dining is a huge selling point. “Not everybody wants to, or can afford, to eat Micheln star quality food every evening. For them to have the choice of going the full hog and having one of the best meals in Scotland is great for us, particularly for international guests. It’s a big message for us to give out, while also exposing MW to a lucrative customer base. They get a captive audience and all that comes with it.”

Asked if he could name any disadvantages, he responded: “I can see none at all.”

But it’s not all a bed of roses. The recent lowprofile departure of The Honours from Malmaison in Glasgow suggests an irreconcilable business relationship breakdown and followed the closure of Michael Caines’ at the Abode hotel in the city in 2011, the departure from Blythswood Square hotel of its acclaimed chef Dan Hall in the same year, and Gordon Ramsay’s Amaryllis at One Devonshire Gardens in 2003.

By contrast, there’s an argument for promoting talent from within. The respected Glasgow hotelier Ken McCulloch’s Dakota hotels have menus by in-house head chef Tony Tapia, and says he has always chosen to recruit, train and promote his own staff, reasoning that “good quality does the talking for you”.

Hans Rissmann, new owner of the Strathaven Hotel, agrees. “I’m not interested in working with a named chef,” he told Hotel Scotland magazine. “I prefer to work with the existing staff here and will promote Graeme Smith as head chef.” Smith cut his teeth with Billy Campbell at the Thistle Hotel, so has vital conference and banqueting experience.

Rissmann – a long-term colleague of investor Peter Taylor, most recently at Glasgow’s Blythswood Square hotel – will give him support for the newly-created stand-alone restaurant.

His view is that smaller independent hotels like his, whose clientele is mainly local, don’t need a named chef. “Bigger hotels can do the star name but it would have to be a business relationship that works both ways for it to have longevity,” he said. “Both parties have to agree to work on it, otherwise it will only ever be short-term. And it’s a costly exercise if it doesn’t work out.”

One thing’s for sure. The days of bland hotel food seem destined to be consigned to the waste bin.

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OCTOBER 2017 • HOTELSCOTLAND • 11

SCOTLAND’S TOP G MURRAY THOMSON GM, Blythswood Square Hotel, Glasgow

Q1. Tell us a little about yourself and your experience.

I have been at Blythswood Square Hotel for more than two and a half years and have worked in the industry for more than 25 years. I was previously the Hotel manager of the four-star Grand Central Hotel and five-star Cameron House. Before that I worked as director of sales and marketing at Rocco Forte Hotels.

Q2. What drove you to choose your career path?

It all started as a summer job whilst I was studying at University. I absolutely loved the social aspect and was captivated by the industry. I was extremely lucky with the great people who invested in my development over the years and allowed me to continue with my hospitality studies.

12 • HOTELSCOTLAND • OCTOBER 2017

Q3. How did you go about getting your job?

I started studying when I was young and continued with my executive learning gaining a degree in 2003 I was lucky to be awarded a scholarship by HIT Scotland at Cornell University School of Hotel Administration in New York City where I attended the General Managers Programme. Previous to that, I was awarded another scholarship through the St Julian Scholars which allowed me to study the General Manager’s program at Cranfield University.

Q4. What do you actually spend the majority of your time doing?

I spend most of my day with people and creating happiness, whether this be with our residents, guests or the 230 ladies and gentlemen that I have the pleasure of working with at Blythswood Square. The rest of my day is focused on the commercial aspects; the development of the hotel, our business and most importantly our people.

Q5. What misconceptions do people often have about your job?

People may think that it’s a 9-5 job, however, Blythswood is a 24 hours a day operation, and switching off is not something I do easily.

Whilst I am in the spa every day, I don’t hang out having treatments or enjoy wonderful afternoon teas and three-course meals, however my waistline would suggest otherwise.

Q6. What are your average work hours?

There really isn’t an average. I’m at the hotel when I need to be and that is often. I make sure I have a good work life balance, but when I can’t get home and I want to spend time with my family they love coming in to see me it’s a real treat for them.

That may be different for other GM’s but that how I operate.

Q7. What personal tips and shortcuts have made your job easier?

A GM once told me, walk into a room, look around, check it as if this was the first time you had seen it to make sure it’s perfect. Simple I know, however it works every time and I love sharing that one with the team.

I was also given the advice to hang out as a guest to experience everything from a guest’s point of view.

What do you see, what can you make better.

I like to structure my day allowing me to be in the reception when our guests are going for breakfast or

GM’S

FEATURE OVER THE LAST FEW MONTHS WE HAVE INTERVIEWED SOME GREAT GM’S AND THIS ISSUE WE LOOK AT A FEW MORE... THEY ARE ALL A CLASS ACT. NEXT MONTH WE WILL FEATURE FOUR MORE. EACH AND EVERY ONE IS A CREDIT TO THE INDUSTRY.

CRAIG EWAN GM, Kingsmill Hotel, Inverness checking-out and then again when they arrive for lunch. I will do admin in-between before heading back to the reception for guests arriving. This allows me to catch up with our regular guests and friends of Blythswood as well as adding my welcome to those visiting for the first time. I believe its nice for the GM and the management team to be visible.

People are the hotel’s most valuable asset train them well enough that they can leave however treat them so well that they stay. I learnt that one when I worked for Richard Branson.

For me, there are no shortcuts. Everything is about the detail and if you cut a corner people will let you know.

I’m always mindful of that.

8 What do you do differently from your coworkers or peers in the same profession?

I think we all do the same thing, we just approach it differently with our own individual style and personality 9. What’s the most enjoyable part of the job?

What is the worst part of the job and how do you deal with it?

The most enjoyable part of the job are the guests I get to meet and the colleagues that I work with. We work hard, play hard and like any functional family have a bump or two along the way but we never allow this to dampen our enthusiasm.

The worst part is losing a member of the team, however, there are times when you have to accept that people need to move on to fulfil their ambitions.

Q10. What do your customers under/over value?

Our customers value good service and importantly, they truly value our team Everyone will have an opinion on what value for money represents and there’s no methodology to that as it can vary from one person to the other.

Q11. What are you proudest of or what was your proudest moment?

I’ve had so many proud moments throughout my career, from being appointed director of sales and marketing at Rocco Forte, to winning hotel manager of the year at the Scottish Hotel Awards in my current role. But if I had to say one, it would be the surprise and delight that the team members are able to achieve for our guests every day. It makes me very proud to stand back and watch this happen.

I love to see guests walk out as fans of Blythswood Square and comment consistently on how great our people are.

hotel was bought by a private hotelier. The hotel was returned to its original name Kingsmills hotel and I was asked to stay on as General Manager for the new owner. Ten years later the hotel now has trebled it’s revenue to £8.9M per annum and I have become the Operation Director.

Q4. Every day is different, which what is exciting and fresh about our business. Every day involves working with people, both internally and externally.

I have a team of 17 team leaders and try to support each and every one of them, depending on where their pressure points are.

Q5. The common misconception is that it is glamourous and Monday to Friday 9 to 5.

Q5. My average working hours... Lots. Depending on the business requirements about 50 to 60 hours per week on site and more on line in the small hours.

Q7. Tips... do things at the time if possible. With so many distractions it is easy to lose focus or become too focus. Learning to stand back and view the operation via the eyes of your guests.

Q1. I am currently the GM and Operations Director of Kingsmills hotel (Inverness) Ltd and have been GM here since 2006. Previous to this I have worked for Hilton, Marriott and Swallow hotel in various positions all around the UK. I originally studied Hospitality Management at Glasgow Caledonian University.

Q2. Being a people person, with ambition, drive and determination.

Q3. I originally started on a graduate programme with Swallow hotels, then worked my way up to senior assistant with them before the company was acquired by the Whitbread Hotel company which subsequently led to nine fantastic years with Marriott hotels.

I moved back to the Inverness Marriott in April 2006 to support my father as we lost my mother suddenly to cancer in 2016. In 2007 Marriott lost the management agreement of the hotel and the

Q8. I like to address issues head on and at the time. Never asking someone to do what I would not be prepared to do myself. If you deal with issues that you think are going to be difficult or confrontational, honestly and quickly, they are often much easier than expected.

Q9. I like the fact that the job itself is enjoyable.

I like people, recognition, recognising others and developing people.

Worst part – time management, trying to ensure work life balance especially with a family of three young boys 15, 12 and 10. I deal with this by ensuring I have one family day per week. Usually Sunday is my golden day. This keeps me sane.

Q10. Customers value the personal touches.

They love to be recognised as repeat or loyal business. We do try to deliver the wow factor on a continual basis.

They under value some of the time our associates put in to manage events or set up bookings Q11. Being a successful hotelier for 11 years in a vibrant city with a young family who I am so proud of. I love my family and work hard with my heart on my sleeve every day.

OCTOBER 2017 • HOTELSCOTLAND • 13

FEATURE

PETER WALKER GM Meldrum House, Old Meldrum Q3. By proving that I was a good operator at a high level and continuing to constantly learn and absorb as much experience and information as possible along the way. Being well connected and networking has always helped too.

Q4. I spend the majority of my time engaging with people – whether that be clients, customers and my team. People are the heart of our business and so important to me.

Q5. Misconceptions? I have a fancy office with views of the golf course and I get fine dining food cooked for me all the time by the chefs.

Q1. I have been in current role as General Manager at Meldrum House for just over 8 years. I did a HNC/HND in Hospitality Operations and Management. I am 37yrs old and born and brought up in Aberdeenshire. I have spent most of my career in 4-star plus properties having started in hotels when I was 15 and still at school.

Q2. I chose my career on advice from Mrs Allan one of my teachers when I was at school who was helping with work experience choices. She suggested I look at going into hospitality and I went with it. I’ve a lot to thank her for and have never looked back.

Q6. I do about 65 hours a week.

Q7. Personal tips – work hard, be honest, be firm but fair at same time, always be smart. Shortcuts – I don’t believe in short cuts – do things properly, even if it takes a bit longer Q8 What do I do differently? Difficult question – because of the style of our business I get the opportunity to be the public face of the property, as opposed to being part of a corporate family.

Q9 Most enjoyable part of job – seeing youngsters

develop – even if they don’t make a career from hospitality, its great to see them grow and develop as individuals and I hope they will always have fond memories of their time working for me – especially if this is their first job. Worst part of job – probably the impact it has on family life – I am very lucky to have a very patient and understanding wife at home that “puts up” with my long hours and commitment at work.

Q10. Customers often undervalue staff as we are there to help them and not inconvenience them. Over value – they think when they check into a hotel that “rules” don’t matter as they are paying for the privilege of being served – so don’t behave appropriately or care for their surroundings.

Q11. Proud... Being shortlisted for the Regional Ambassadors award for the Aberdeen City and Shire Tourism Awards this year, the final is in November and winners go through to the Thistle Awards. Winning Most Hospitable Hotel 3 years in a row at the Aberdeen City and Shire Tourism Awards. Plus winning AA Hotel of the Year for Scotland 2014/15. Proud of being part of a team that are 110% committed to being the best they can be at everything they do.

CRAIG HADDOW GM, Bochair House Hotel, Bearsden Q1. I’m the wrong side of 40, I have an 11 year old Minecraft expert as a son and have spent 27 years in hospitality. I studied Hotel Management first in Clydebank for my HND then Glasgow for my HCIMA. During those years I had experience placements at Gleneagles, Kilberry and Toulouse, all very different, but I still do many things I learned from those hotels. My career started part time while I was at college and I was working as a porter at the Hospitality Inn. My first managerial role was as Junior Assistant Banqueting manager at the Kelvin Park Lorne.

Q5. Misconceptions... That it’s all glitz and glamour and eating out. It’s far from it sometimes. There is a lot of administrative jobs that need done and managing a team of individuals who all have two lives, in the hotel and out of it. However I have a collection of stories that most people would never believe and I have met so many people through being in hotels, including Queens, Kings and 4 past US Presidents.

Q6. On average I work a 12 hour day at the weekends to facilitate others enjoying themselves is the norm for most, in hospitality and we are no different.

Q2. I spent a week in the kitchen at IBM for my work experience week and the seed was sown. I spent the week making tomato roses, fresh mayonnaise and toast but that was enough.

Q7. Tips? Have the right team around you to get the job done, and do it right first time. I wouldn’t say our job is particularly hard, but it needs commitment.

Q3. Most recently I worked as F&B development manager for the Crieff family of hotels and as Deputy General Manager for Macdonald hotels. My current role at Manorview was a conversation between the Operations Director, who I have known for a few years now, and after a chat it was an easy choice for me to join the team at Boclair House Hotel.

Q4. My role is split into 4 key areas. Looking after the team and developing them, looking after our customers’ needs, improving and managing our product and lastly our responsibility to operate a safe and efficient hotel. I also spend time being the chair of the Glasgow POETS

14 • HOTELSCOTLAND • OCTOBER 2017

Q8. I wouldn’t say my approach is vastly different to others, we are all here to look after people in the hotel business and I want to make sure my team have the passion to do that.

committee for HIT Scotland which is a big part of my life.

I have been part of that for 14 years and it’s a pleasure to give back some time to help others in hospitality. Outside of hospitality I am learning Italian and love playing golf although the pressure of time is always a factor.

Q9. The most enjoyable part is seeing everyone enjoy their Boclair experience and recognising the team. I don’t have a worst part of my job, we simply deal with issues head on and fix them.

Q10. My proudest moments, will always be to see my team develop, get promoted and further their career in hospitality.

I was lucky enough to have people who did that for me.

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16 • HOTELSCOTLAND • OCTOBER 2017

FEATURE

THE PERFECT STORM Confident or Concerned?: That was just one of the questions that was put to 311 hospitality businesses in Scotland by Assenti Research who were commissioned by The Scottish Tourism Alliance to get a “clear insight into the factors affecting the future growth of tourism businesses.” SUSAN YOUNG REPORTS

T Fiona Hyslop and Marc Crothall

HERE is nothing like a piece of research to focus your mind and the launch of The Scottish Tourism Alliance research into The Rising Cost of Doing Business in hospitality has definitely raised a few issues of concern from the perceived lack of support from government, and local government, to the inability to raise finance from lending institutions, and staffing concerns. What follows is a condensed version of the research document.

It is certainly not all doom and gloom, but there are definitely areas where help from government is required. Also bear in mind this by no means the whole picture – of those that responded to the questionnaire there were only 68 hoteliers (22%).

Other hospitality professionals taking part included B&B operators, Restaurateurs and publicans, tour operators and self-catering providers.

Marc Crothall, CEO of the Scottish Tourism Alliance (STA) commenting on the research said, “The overriding theme to emerge from the research is that despite the confidence which many business have attributed to the buoyant season we’ve had and the favourable exchange rates for tourists, sectors with Scotland’s tourism industry have concerns about a broad range of issues. There is not one particular cause for concern within tourism businesses, rather it is the ‘perfect storm’ of factors, a term so often used to describe the current situation within our industry and which is leading to rising business costs and falling profitability.”

When it came to business confidence 44% of 30 hoteliers surveyed were confident in OCTOBER 2017 • HOTELSCOTLAND • 17

FEATURE

the future performance of their business. The highest level of confidence however came from self-catering accommodation providers who were twice as confident as hoteliers.

Those that were confident cited various reasons including the increases in overseas visitors and the exchange rates; business growth (especially in the last two years); current business performance; the fact that they had a well established brand and also had good repeat business and bookings; and some said the fact they had diversified or expanded also gave them confidence. Location specific advantages such as the NC500 and the benefit of cruise traffic were also mentioned.

One in six businesses lacked confidence but the hotel industry did not top the league – the least confident sector was pubs and restaurants, with 35% of the respondents in this sector lacking in confidence compared to 26% or 18 of the hotel respondents.

What drove the uncertainty:- Brexit, the uncertainty around a second referendum; rising staff costs, including the living wage, pensions and Apprenticeship levy; Business rate increases; the rising cost of food and drink; the impact of online travel agents; local infrastructure issues with regard to struggling to cope with more visitors and a perceived lack of support for the sector from local and Scottish government.

When it came to annual profits 73% expected a rise or, at the very least, profits to remain the same. Just under a third reported that they expected profits to decrease.

Those running visitor attractions were most positive above the prospect of increasing their profits, followed by self catering and 55% of hoteliers expected an increase in profits or profits to remain the same, while 43% expected a decrease.

18 • HOTELSCOTLAND • OCTOBER 2017

“The survey provides a platform for discussion and reflection on what we need to do about attracting our international and home grown talent to work in the industry as successfully as we are PAUL BROWN attracting visitors.”

When it came to investing in their businesses – investing to simply maintain standards – ie investing to maintain rather than grow their business – this applied to 79% of the businesses surveyed (there was no sector breakdown here).

The report suggested that when it came to sustainability and growth there were a wide range of factors deemed to be impacting on future growth – the rising cost of utilities; economic and political uncertainty; the growth in business rates; growth in employment costs; rising costs of food and drink; poor online connectivity; instability of sterling and the exchange rate; difficulties recruiting and retaining staff.

The hotel sector thought that the most significant impact on their businesses would come from the increase in rates, closely followed by employment costs.

Paul Brown a Partner at Anderson Strathearn commented, “Among the principle concerns for many operators and business in the sector is the issue of staffing. Whether the Government like it or not, in Scotland as in the rest of the UK, we rely heavily on non UK labour to provide the service and fill the jobs

that cannot or that UK workers simply do not want to do. Brexit is a double-edged sword for the tourism industry. On one hand the weak pound has led to an increase in visitor numbers but that has also had an adverse effect of the number of foreign workers, particularly Eastern Europeans, who are willing to come to this country to work.”

He continued,”The drop in the value of the pound because of the Brexit vote, even before we have actually left the EU, has resulted in many of those workers choosing not to come to the UK as it is no longer as lucrative for them to do so.”

“The survey provides a platform for discussion and reflection on what we need to do about attracting our international and home grown talent to work in the industry as successfully as we are attracting visitors.”

While Iain Walker of accountants French Duncan pointed out, “The research suggests that hotels and restaurant owners are less confident than self-catering and other attractions. Hotels and restaurants are generally likely to employ higher numbers of staff, ant this less confident outlook could be of concern.”

Fiona Hyslop, MSP, Tourism Secretary commented “Our tourist sector is of vital importance to the Scottish economy. It delivers £11bn across the wider visitor economy supply chain and provides 217,000 jobs. I would like to thank the STA for progressing this piece of research. It serves to provide a fuller picture of the tourism landscape and in doing so, I welcome their collaborative approach.” She added, “I look forward to working with industry to see how the research finds can be addressed.”

OCTOBER 2017 • HOTELSCOTLAND • 19

THE KING OF THE SHOP FLOOR Stephen Carter OBE is one of the best known hoteliers in Scottish hospitality and one of the most charming. BY SUSAN YOUNG

20 • HOTELSCOTLAND • OCTOBER 2017

INTERVIEW

I

’VE known this month’s interviewee for nearly 30 years! Stephen Carter OBE is probably one of the best known, and best-loved hoteliers in Scotland. He is currently in situ at the five-star Old Course Hotel Resort & Spa in St Andrews where he is General Manager. I first met Stephen when he was General Manager of the Moat House International in Glasgow in 1990. I was looking after the public relations for the Great Scottish Run at that time and the Moat House was the designated race hotel. We enjoyed many a coffee back then, and we have enjoyed many occasions since, as he has worked his way round Scotland presiding over some of the country’s best hotels including The Caledonian in Edinburgh, St Andrews Bay in St Andrews (now The Fairmont) and Cameron House on Loch Lomond.

Stephen was recovering from an operation when we met up, but assured me he was well on the way to recovery.

He certainly did look well and was as dapper as ever.

The Old Course hotel is also looking good although there is clearly a lot of building work going on. Stephen explains, “We are currently building a new spa which will have an extra swimming pool, and we have just put a new roof on which doesn’t sound very exciting but what is exciting is that we have used rubber tiles!

When you look at it they look like normal slates but in actual fact they are made of rubber which has been re-processed from car tyres. It’s a great Canadian product.

“We were spending up to £2,000 a month on slates because the 17th hole is right outside our admin offices, and to get to it you have to drive right across the roof, so you can imagine the stray balls and subsequent damage. Now we have a new roof, and new windows right through the whole hotel from the first floor up. We have also refurbished 110 bedrooms. It has been a busy year from that perspective.”

It’s not the first refurbishment Stephen has presided over. When he was Managing Director at Cameron House on Loch Lomond he was responsible for its £50m refurbishment and was at the Caledonian in Edinburgh when it underwent a £15m re-design. He tells me, “It can be stressful.

When you are refurbishing and you are still operating you really have to work with people. Here we are very fortunate.

Our owner closed the hotel for nearly

four months whilst we did the roof and windows. When I was at Cameron House we stayed open. It is challenging trying to meet guests expectations while you are refurbishing; particularly in a resort hotel where people are spending their own money. They are not getting exactly what they thought they were buying into originally. It means that your team has to work harder and in my opinion, they need management to be in and around all the time, backing everybody up and not being afraid to put themselves in front of the guests.

“I love the shop floor – that really is the best place for me. Sometimes people are reticent because guests can be quite formidable if they don’t get what they expect, but most people at the end of day are reasonable and part of the challenge is getting them to be reasonable. I talk people through it and generally, most people realise you are doing your best to try and help them. Renovation is part and parcel of what goes on and if customers want to enjoy high standards when they come back, they have to allow us time to do refurbishments.”

He continues, “Turning around situations is always exciting and fun. I do enjoy a bit of a challenge, particularly when it comes to turning staff around, especially when it is a culture change. It is always a challenge getting people singing out of same hymn book regarding service and culture, and the way they look at guests. Even after you have achieved it, you still have to keep revisiting it. You just need to get everyone on board.

“One of the best feelings is when you have a hotel team that knows what to do and who buy into the vision of where the hotel is going. This allows you to have fun. When the team are enthusiastic it provides us with a great tool particularly when it comes to looking after our guests. You can’t hide enthusiasm, and that is passed on to the guests. If the team have fun then that it makes it fun for guests as well.”

Says Stephen, “We are very fortunate here – we have quite a lot of staff from Europe and a lot of Scots too. They have provided us with superb service. But it would be nice if we could get more Scots into the industry. I also think the industry needs to appeal more to youngsters because hospitality offers great opportunities. For instance, you can rise through your career very rapidly and be at a senior position at

a low age and this industry is one that is still growing and it will continue to grow.

However, there is the pay issue – at entry level it is not the best, but if you work hard and gain experience and look for constant growth, then the pay is there. The other issue is the hours. People don’t like them, but we are getting more sensible with regard to that, and let’s face it, there are still long hours in many careers. We can offer opportunities for innovative and creative people.

“But perhaps it is something to do with management today. Do managers really provide the right situation for people to grow or for people to see themselves grow? After all, it takes two to tango. A lot of modern hospitality, or at least a growing amount of modern hospitality, has a more relaxed feel about it. (Soho Farm for instance!) So perhaps we will see people coming into the hospitality business through the pub end of the business as hotels become more homely and welcoming.

“There was a time where people wouldn’t go into a Five Star hotel because it was too stuffy – now people want to enjoy something but don’t necessarily want to put a suit on. I think we will see more of the blurring of these images in future years – and Gleneagles could be at the forefront of that change – particularly if they go ahead with their Soho Farm concept. Something like that would relax the boundaries.”

Certainly when Stephen first came to Glasgow and the Moat House, he changed the landscape of the hotel market in Glasgow. It had previously been dominated by The Albany, and The Moat House was the first new hotel to open in the city beside the Exhibition Centre. It actually opened during the Garden Festival atathe Forum Intercontinental but with limited success. Stephen comments, “The Moat House was a wonderful hotel. I was there for the transition from Forum to Moat House in 1990 and Glasgow was the City of Culture. For a while, it was a centre of activity in Glasgow. Everybody used it.” Including, he reminds me, my dad and his colleagues at the Sunday Mail.

He continues, “When we re-opened Glasgow I remember Reo Stakis coming up to me and saying “so you think you can make a success of this?” I said to him, ‘Mr Stakis I wouldn’t have come here if I didn’t think I could do that.’ When you arrive in a city you need to get to know it and its OCTOBER 2017 • HOTELSCOTLAND • 21

INTERVIEW people. When you get to know them you give yourself an opportunity to really make it work because they will support you. It’s the only way to run a hotel.” He adds, “People remembered me from Aberdeen and were ringing the Moat House saying ‘are you the same Stephen Carter who worked in Aberdeen?’ They then said they would come and try the hotel, and if they enjoyed it, they would support it.

“I find this is a real Scottish dictum. If you try to help people they really try to help you too. This is why it is important that a hotel becomes part of the locale it is in because at the end of the day it’s the locale that makes the hotel. It gives you the staff, it supplies the food and booze and of course the best people to recommend a hotel are the people who live around about it. Inevitably people who are coming to visit your town are coming to visit someone so they will ask what is the best hotel to stay in?”

He adds, “Every place has offered different opportunities but at the end of the day if you are willing to reach out to those around you, you will always be welcome. I enjoy being with people and helping people. I think when you are running a hotel you have to reach out and have to get involved in other things outwith the hotel. For instance, when I was at Loch Lomond I was a Director of the RSNO and helped them raise money for its new home in Glasgow. It was fabulous. Here I am Chairman of Fife Coast and Countryside Trust and on the Board of The East Neuk Festival because as I’ve said it’s all about getting involved. I was

also Chairman of HIT (the Hospitality Industry Trust) for just over 12 years but I’ve been involved with HIT for more than 20 years. In fact I’m still involved with it. HIT has the huge support of the industry – David Cochrane, the CEO, has made it grow and is constantly looking for innovation.”

Talking of innovation Stephen feels that hotels could be more innovative especially when it comes to their food offering. He tells me, “One of the issues is the quality of the food on offer. Even if you have a quality offering, people staying in a hotel will often eat with you one night, and then they want to get out and experience other things. For instance St Andrews has something like 130 eating establishments; there’s a whole myriad of offerings and we only have two restaurants at the hotel - The Road Hole on the top floor which is heading to a more formal style of eating and Sands Grill room downstairs. We know if we get people to eat with us one night, the next night they are likely to go into St Andrews to eat.

“We are lucky in that we have a great piece of leisure business and our customers are mainly aged 45 upwards. However we too are beginning to look at different things to attract customers. We do quite a lot of tribute nights in the winter – we’ve a Rod Stewart one soon. We also do a Faulty Towers experience – which is a skit on the old Fawlty Towers. Our customers want quality but they also want to be able to enjoy themselves.”

He continues, “The lodge business has really

grown over the last few years, not buying them as timeshare but people wanting them for a week or two. I think time share lodges are a dead market in Scotland but the lodge business itself is very successful. Nowadays people like to go away and enjoy a posh restaurant one night; they may like to cook one night at home or even enjoy fish and chips. So instead of going away to a hotel with the same kind of hotel fare every night people opt for variety and that’s where lodges come in.”

I asked Stephen who he admired in the industry and who he had learned the most from. He told me, “John Furlong, who now lives next to Turnberry, was my boss at The Angus in Dundee and I also worked for him in at The Gosforth Park Hotel in Newcastle. He was a great mentor who taught me all about the business; how to get customers in and how to look after them. Peter Crawford, who I worked for at The Strathspey in Aviemore (and whose son is Guy Crawford who became CEO of Jumeirah Hotels) taught me about hospitality. Very early on one of them suggested that I ensured that I was contactable all the time. “At the time I was young and I thought ‘no way’ but soon realised if you have high availability people only use it when they are serious about something, and that’s when you want to hear about it. I am always contactable!

“As for people I admire, there are many, but Peter Lederer is an icon in our industry, not just in Scotland but in the whole of the UK for what he achieved with Gleneagles over the years.

Then there’s Stewart Spence in Aberdeen – he is a great ambassador for his city; Stephen Leckie for his continued support of the industry and for what he has done with Crieff Hydro and I’ve also been watching with interest the growth of Manorview. It was a very small company and now it is not. Steve Graham is dynamic and I like what he is doing.”

Stephen promised his employer Herb Kohler that he would stay for two years at the Old Course Hotel and already 15 months have passed. Stephen won’t be drawn on how long he will be staying, but he did reveal that the new Spa was due to open in December and that they had just had planning permission to build football pitches at Craigtoun. He explains, “We have had some big football teams stay with us including Barcelona and Manchester United so we went for planning, however, we don’t have a start date. We also have plans to do a development at Craigtoun House so there is still plenty for me to do.”

That may be so, but hopefully his PA Jean will ensure that he doesn’t do too much! But I for one appreciate exactly why he earned his OBE in 2007 because his whole life has been about service to the hospitality industry, and that’s why I admire him!

22 • HOTELSCOTLAND • OCTOBER 2017

OCTOBER 2017 • HOTELSCOTLAND • 23

PEOPLE

O’Leary takes on GM post at Gleneagles Just after we went to press with the last issue Gleneagles Hotel revealed it had appointed Conor O’Leary as its new General Manager.

The staff of The Glynhill Hotel in Renfrew paid a visit recently to the Erskine Home to serve afternoon tea to the residents. It was a gesture much appreciated by all.

He moves from the role of Hotel Manager and replaces former GM Paul Heery who left for Adare Manor in Ireland in July.

The appointment sees O’Leary assume the operational lead at the five-star hotel and sporting estate – which is gearing-up to host the high-profile 2019 Solheim Cup. O’Leary commented, “I feel fortunate and proud to be a part of the incredible team here at Gleneagles – which delivers an outstanding guest experience and is recognised globally as the finest seat of luxury Scottish hospitality.”

sport, country pursuits and leisure – inspires me

He continued, “The hotel refuses to rest on its laurels, and its continual pursuit of excellence and improvement across every element of the guest journey – from our exceptional food and beverage offering to our glorious playground of

Andreas Porias, previously Gleneagles’ Director of Rooms, has assumed the role of Hotel Manager. He is chiefly responsible for all food and beverage operations across the hotel and estate.

every single day.”

MANORVIEW CYCLE TEAM DON PINK FOR BREAST CANCER CARE On 26th October look out for a group of male cyclists dressed in Pink lycra aka the Manorview Group’s cycling team! They have set themselves a charity task in support of Breast Cancer Care’s October campaign The Big Pink. On that day they will travel 60 miles visiting four of their hotels, starting at The Bowfield Hotel in Howwood, Johnstone, onwards to the Busby Hotel in Clarkston, Glasgow, then onto the Commercial Hotel in Wishaw, and then reaching the final destination of Cornhill Castle, near Biggar. Then the team will do the return leg in reverse.

The idea was conceived by Ed Elliott, Group Stock Controller and Tommy Bryceland, Entertainment Manager, in support of their colleague Lorraine McLaren, the Group’s Training and Recruitment Manager. The Group’s MD, Steve Graham, a keen cyclist, will also be taking part.

They are looking to raise as much as they can for Breast Cancer Care, and additionally the team will be donating to the Day Unit of Hairmyres Hospital, at the request of their colleague Lorraine, who received good care and treatment at this unit of the East Kilbride Hospital.

Follow their journey on the Group’s Just Giving Page: www.justgiving.com/fundraising/manorviewgroup-hotelcyclechallenge

Hilton Glasgow supports local charities Twleve charities have benefitted from a special £25,000 Giveaway organised by Hilton Glasgow to celebrate its 25th anniversary. Hilton Glasgow teamed up with First Contact and the DM Thomas Foundation for Young People to present the charities cash awards at a special reception at the hotel. The charities that received the funding included: NSPCC Scotland and Action for Children Scotland who both received £5,000; Calum’s Cabin: which received £1,300 for respite holidays at a holiday home on Bute for children suffering from cancer and cancer related diseases; Greater Easterhouse Alcohol Awareness Project which was granted £1,772 to purchase materials to support the alcohol 24 • HOTELSCOTLAND • OCTOBER 2017

awareness programme delivered to children in primary schools across the North East of Glasgow; Govanhill Baths Community Trust which benefitted from £1,100 to provide swimming lessons to disadvantaged toddlers and children. andTheYpeople: £1,316 for a range of innovative group work resources, which will greatly enhance the social, emotional, behavioural and mental support of vulnerable children and young people. or a range of innovative group work resources, which will greatly enhance the social, emotional, behavioural and mental support of vulnerable children and young people. The Scottish Spina

Bifida Association, Street Soccer Foundation, Paragon Music, The Pavillion, Sapphire Gymnastics Academy, 125th Glasgow Boys’ Brigade.

Hilton Glasgow hosted its Happy Birthday Ball for the DM Thomas Foundation last month too. Money raised at the event (£53,000) supported the Giveaway and the work of the Foundation.

Calum Ross, GM of Hilton Glasgow said, “This is a team effort so I’d like to thank sponsors First Contact and all my staff who have gone above and beyond to make this event happen and to ensure so many children across the region benefit.”

DESIGN XXXXXXXX FOCUS

THE STRATHAVEN HOTEL – Strathaven

BY SUSAN YOUNG

A

very good at getting his own way, but does it in such a nice way!”

There is no doubt about it before The Rissco Collection took it over The Strathaven Hotel was a traditional and tired hotel which needed investment. Today I can’t imagine many locals would have visualised such a transformation. A seven-figure has seen the ground floor of the hotel re-configured and totally redesigned.

Work started mid-summer and the bar and restaurant were finished at the end of September while the banqueting and conference facilities are very close to being completely finished too.

Says Hans, “It was a very quick job, and that was to do with the professionalism of G1 and Jim McMillan who did the build. In fact between Jim McMillan, Jim Hamilton and Scott Wardlaw of Novo Design Architects we made a very effective team.”

S we revealed last month The Strathaven Hotel in Strathven has already undergone a transformation having been taken over by husband and wife team Hans and Lydia Rissman at the start of the year. Hans who heads up The Rissco Collection, which has the backing of his former boss Peter Taylor, had ambitious plans for the hotel and this month he revealed the progress to date – and just let’s say it has been significant.

Hans told Hotel Scotland, “I did a design brief and then gave it to designer Jim Hamilton. It then grew arms and legs. Jim is a very talented designer and he challenges things. He puts a lot of focus on the customer experience and he is

Originally the couple had put a rather more ambitious plan into planning which included additional rooms and extending out over the terrace, but says Hans, “We scaled it back a bit.

The reality is that at the moment we want to grow and focus on our food and beverage and events.”

The outside of the building is a real juxtaposition with the interior. It is a traditional Georgian building but inside the look is OCTOBER 2017 • HOTELSCOTLAND • 25

DESIGN FOCUS

contemporary. The modern reception space which features a hardwood floor, grey wood panelling and a statement desk, sets the tone.

If you then turn left into the bar the hardwood floor carries through ...and as you look up I would imagine the first word you would think of would be ‘Wow!’ Expecially if you had been there before the transformation. Out has gone the chintz, sofa’s and wing backed chairs and in its place there is a very contemporary and stylish bar and restaurant.

A black and white checked tiled floor – which is very striking, emphasises the space that appears to have been created but the main feature in this area is the bar itself – which is totally new. It has a zinc top and runs the length of the bar area and curves around into the restaurant. A collection bar stools line the bar – says Hans, “I wasn’t sure about them to begin with but they have been very popular – people are even eating at the bar.”

Fixed seating has been used to maximum effect throughout. When you first come into the bar area it is dark blue (salon blue to be precise) while as you move through there are four semi circular booths upholstered in beautiful caramel buckskin with accompanying chairs in 26 • HOTELSCOTLAND • OCTOBER 2017

contrasting dark blue – all the tables have white marble tops. Lights hang down above each table while along the deep window shelves there are an array of plants and greenery. There’s also a display of crisp black and white artwork, but not too much. It’s got the feel of a contemporary French-bistro.

Between the bar and the restaurant there is a new door which takes you out to the carpark, or the outside terrace which is now extensive.

This means that customers can enter directly from the carpark into the restaurant or bar area without having to bypass the reception.

But don’t expect it to be draughty because the designers have double-doored the entrance.

The restaurant itself has fixed seated booths on the left and on the right there is fixed seating. but no booths. The right hand wall also features mirrored tiles to great effect. Round marble tables, which seat four, are arranged in a row down the centre of the restaurant with chairs upholstered in pale grey bute from Bute fabrics.

Explains Hans, “It’s a nod to the fact that I am from Bute.”

The left of the room features bench style fixed seating booths. The colours come from

the upholstery and range from Salon Blue, to Cambridge Ruby and Hemingway Park Teal.

At the far end of the room there is a private dining area – which is separated from the main dining area by a glass panelled wall. Says Hans, “Jim Hamilton persuaded me to put a private dining area in. It was previously our walk-in fridge and I was initially a bit reluctant to lose it, but I am delighted with the result.”

Outside the bar and restaurant there is a brand new terrace which is quite substantial and it gets the sunlight for most of the day. Says Hans, “We’ve not bought the furniture yet, but that will be in place for next summer.”

There are also still a few bits and pieces to come for the bar and restaurant including some new light fittings, but already it is proving to be very popular with customers.

Meanwhile the hotel’s function suite and conference facilities have also undergone a transformation. Hans explains, “We wanted to trade the business as two stand alone entities.

We now have a separate bar and restaurant and a separate events space. This also allows us to stream line our service too.”

Now when you come into the hotel for a

“We wanted to trade the business as two stand alone entities. We now have a separate bar and restaurant and a separate events space.

This also allows us to stream line our service too”

wedding (for example) you turn right into a small reception area which now features exposed stone walls and further through there is a room which can be used for wedding ceremonies or for meetings and this takes you into the function suite and ballroom. This has now been wood panelled in grey and completely redecorated. The shape of the room has also been changed so that it is more square.

Says Hans, “We’ve created a corridor on the left of the function suite – which means it can be serviced more easily and it makes much more sense for people to enter the through the doorway at the centre of the suite.”

The plan is for the new look, 200-capacity suite to put The Strathaven Hotel on the map as a destination for weddings and business conferences. Says Hans, “We would hope to double our turnover to £2 million a year by hosting some 60 weddings annually.”

Hans concludes, “We wanted to create a timeless design which was sensitive to the original building.

But also wanted customers to have that element of surprise and come in and go ‘wow’. And they have. People say it is like having a city centre on their doorstep. I wish we had something like this where we live.” I second that.

“We at Strathaven Ales are proud suppliers of premium product in kegs and bottles to the Strathaven Hotel and wish the Rissman family all success in their new venture”

Contact Sales, Strathaven Ales, Craigmill Brewery, Strathaven ML10 6EP Tel: 01357 520419 sales@strathavenales.com

OCTOBER 2017 • HOTELSCOTLAND • 27

XXXXXXX

Hotels missing a slice of the F&B cake

H

otels are missing out on valuable food and beverage [F&B] sales by not offering customers an incentive at the time of booking, according to research by CGA and Zonal Retail Data Systems’ GO Technology report.

The latest GO Technology report, which polls 5,000 GB adults, reveals that 54% of leisure customers and 45% of business users cite price as a barrier to dine at a hotel’s on-site restaurant. However, 50% and 43% respectively would consider making a reservation if they were offered an incentive at the time of booking.

A further 45% of 18 to 34 year olds would also be more likely to order room service from the restaurant if they could use their smartphone, with the figure rising to 62% for those that are likely to dine onsite for lunch. This is in line with a growing trend in the general hospitality sector, whereby 67% of consumers said they’d spend more if they could order from their mobile device.

The GO Technology research also reveals that people staying for leisure prefer a more independent approach, with 52% staying with an independent hotel operator compared to 25% for business customers.

Rhys Swinburn, managing director of hotel management system, High Level Software, part of the Zonal Group, said: “Our research indicates that consumers prefer a more personal approach when it comes choosing where to stay, giving hoteliers a real opportunity to capitalise on this captive market. As the squeeze on margins tighten, it’s vital that hoteliers maximise

every revenue stream, with F&B being an obvious opportunity. Giving guests the chance to reserve a table, coupled with an offer at the point of booking their stay is likely to have a positive impact on trade.

“This is where technology can help encourage hotel guests to extend their dwell time in the bar and restaurant. The potential to integrate PMS with EPoS can take things to a new level, giving hoteliers insight into their customers’ behaviour and how best to communicate with them. Also, the growth in using mobile devices to access offers, order and pay for food and drink is something that hoteliers need to tap in to. It’s a strong opportunity to drive additional revenue streams that hoteliers can’t afford to ignore.”

Working in partnership with Zonal and CGA, the GO Technology report tracks consumer attitudes and experiences with technology when eating and drinking out. The research is conducted quarterly to gain an insight over a period of time to measure consumer behaviour and trends, helping operators to keep one step ahead.

CGA Director, Jamie Campbell, said: “It’s clear that consumers still see price as a barrier to visiting an on-site hotel restaurant. To combat this, hotels must consider themselves part of the high street offering and use technology to engage and improve consumer perceptions. Making the path to purchase easier, or improving value perceptions through mobile ordering and relevant incentives is a key place to start.”

To access a visual summary of the report visit www.zonal.co.uk.

28 • HOTELSCOTLAND • OCTOBER 2017

DESIGN XXXXXXXX FOCUS

THE BALMORAL SUITE, CORNHILL CASTLE – Biggar

M

ANORVIEW have just invested £200,000 in creating a Honeymoon suite fit for a Queen so it’s not surprising that the group have called Cornhill Castle’s new addition – The Balmoral Suite.

This ambitious project saw the company turn one of the original turrets of the castle into a three-level luxurious wedding suite, where the company say that “couples can enjoy perfect seclusion.”

Anthony Cowley, Group Development Director comments, “The Balmoral Suite at Cornhill Castle was an ambitious project in an old building which threw up a few challenges. This is not just a formulaic honeymoon suite. Every tiny detail has been carefully considered. The overall effect takes a couple on a journey, and we’ve built in a few hidden secrets to add to that experience”.

The first level of the new suite has a large sitting room complete with separate bathroom.

The fireplace incorporates a discreetly hidden flat screen television fronted by comfy sofas.

Windows let in lots of natural light, with armchairs position by the windows to allow guests to enjoy the views.

Walk up the swirling turret staircase, to the next level and you’re met with a stunning bedroom. The room includes a high ceiling, part of which was only discovered once renovation work started.

A huge sparkling chandelier hangs above the bed which was shipped from Italy and was so large it had to be taken into the room via a window. Lots of natural light floods into the room and there’s comfortable armchairs which also enjoy great views of the Lanarkshire countryside and views of the River Clyde. Step down a few steps into the bathroom and you’ll OCTOBER 2017 • HOTELSCOTLAND • 29

XXXXXXX DEIGN FOCUS

be met with a large hot tub bath, which was so big, it also had to be brought in through a window. There’s a two-person sauna and a rainfall shower which has been built into one of the original castle turrets. A discreetly hidden fridge will keep the champagne chilled.

All throughout the Balmoral Suite the furniture and fittings completes the tasteful yet elegant feel, which is in keeping with the entire ambience of the castle. It oozes an understated and timeless glamour.

The journey isn’t finished there. There’s more stairs to climb up into the castle turret where you’ll be met with another doorway which leads to a hidden surprise. Open the door and walk into a secret room which captures the magic of Cornhill Castle. What’s there? Well it is a surprise so let’s not spoil it!

The completion of the Balmoral Suite concludes a nine-month redevelopment programme which has included the inclusion of a new Grand Ballroom and the addition of three new bedrooms.

Further planned developments include a proposed conversation of an existing Grade B listed stable block into 15 bedrooms with an additional courtyard.

30 • HOTELSCOTLAND • OCTOBER 2017

“All throughout the Balmoral Suite the furniture and fittings completes the tasteful yet elegant feel, which is in keeping with the entire ambience of the castle.

It oozes an understated and timeless glamour.”

Product Featured: Hoxton Four Poster Bed

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OCTOBER 2017 • HOTELSCOTLAND • 31

WHAT’S NEW PROMETHEUS 27 YEARS SPEYSIDE SINGLE MALT SCOTCH WHISKY The Prometheus bottlings comprise a selection of rare single malt whisky casks, aged for around 30 years, which were acquired by The Glasgow Distillery Company in 2014.

Prometheus is a legendary Speyside with the Titanic strength of barley malted by burning peat. A whisky of sublime sophistication and balance, bottled at the peak of its powers.

Appearance: Rich amber with coppery hues.

Nose: A warm and welcoming bouquet with sweet notes of butterscotch, aromatic heather, orange zest and smoky charcoal.

Palate: Satisfyingly long-lasting, creamy and peppery with aromas of roasted nuts, nutmeg and clove entwined with hints of Madagascan vanilla, dark chocolate, rich fruitcake, heather honey, candied fruits and smoke.

Competing against 2,100 other spirits, Prometheus 27 won double gold at the 2016 San Francisco World Spirits Competition.

With a finite quantity of the award-winning 27-year-old remaining, The Glasgow Distillery Company is due to release the 28-year-old bottling towards the end of this year.

For more information visit glasgowdistillery.com

INTENSIFIED BY ICE AND INGENUITY Glenfiddich has added to its Experimental Series with Winter Storm, Glenfiddich whisky finished in Canadian Icewine casks.

The result is a short, crisp premium liquid imbued with a unique layer of sweetness and complexity. The newest expression in the Glenfiddich Experimential Series line up, joins Glenfiddich IPA Experiment and Glenfiddich Project XX which both launched in 2016. Designed to inspire unusual and unexpected variants, Glenfiddich Experimental Series combines the brand’s passion for pushing Scotch whisky boundaries and collaborating with trailblazers beyond the world of whisky.

The liquid is a result of Glenfiddich’s Malt Master, Brian Kinsman, visiting Canada and learning how they pick grapes by moonlight at -10˚C when they were as hard as pebbles. Inspired by his experience, Brian returned to The Glenfiddich Distillery in Dufftown, where he started experimenting with several French oak Icewine casks. Brian commentes, “Only the rarer whiskies, those aged for 21 years, could cope with the extra Icewine intensity.”

EARTH MOVING LAUNCH FOR TOMATIN Tomatin has just launched its third expression in its popular Five Virtue Series – Earth. The natural elements involved in its whisky production process has inspired this limited edition single malt series, Five Virtues: Wood, Fire, Earth, Metal and Water.

The Earth single malt has a distinct character, as a consequence of having been distilled with peat-dried malted barley; giving it richly intense and, unusually for Tomatin, peaty flavours. Graham Eunson, Tomatin Distillery Manager, responsible for curating the Five Virtues collection, said, “The Earth expression is unique within the Five Virtues series – and indeed our entire range of single malts – because of its peaty profile. We only distil with peated barley for two weeks of every year and this spirit is never usually released under the Tomatin brand name.”

It has a limited run of 6,000 bottles and is available now at £49.99 for 70cl.

WORLD WAR TWO WHISKY AMONGST RAREST IN THE WORLD RELEASED BY GORDON & MACPHAIL An exceptionally rare wartime cask from 1943 has been unveiled as one of the oldest and most exclusive single malt whiskies in the world.

The Elgin-based malt whisky specialists latest offering from its ‘ Private Collection’ range is the Glenlivet 1943. Only forty decanters will be available for sale globally, with a UK RRP of £30,000.

Distilled on 14 January 1943, a crucial date in the history of World War Two, the new-make spirit was filled into a carefully selected Sherry hogshead at the renowned Speyside distillery. The release of Cask 121 also represents the last 1943 vintage from the Gordon & MacPhail stock inventory.

By the winter of 1943, the war had severely curtailed production of whisky in Scotland. Prices and duty were on the rise and rationing meant raw ingredients were in increasingly short supply. In fact, many Scottish distilleries were closed after October 1942; The Glenlivet Distillery itself halted production in the Spring of 1943. Mature whiskies from this period were in great demand so, by the late 1940s and early 1950s, available casks were extremely limited.

32 • HOTELSCOTLAND • OCTOBER 2017

For more information, please visit www.gordonandmacphail.com. #tastethehistory

SEPTEMBER 2017 • HOTELSCOTLAND • 33

EVENTS XXXXXXX

THE POET’S LUNCH

The HIT lunch took place in Glasgow last month and as usual it was a great day – and a full day it is – from day all the way through into the small hours... as you can see it not raised funds for HIT but it raised everyone’s spirits too.

34 • HOTELSCOTLAND • OCTOBER 2017

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OCTOBER 2017 • HOTELSCOTLAND • 35

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CHECKOUT

FROM THE EDITOR

The survey commissioned by The Scottish Tourism Alliance didn’t really show up anything that we didn’t already have an inkling about. What concerns the industry is Brexit, rates, staffing issues... however what the research does give the industry is the fuel to lobby government to get the support that the hospitality industry needs to face the challenges that lie ahead. And with the issue of Rates being the number one issue that hoteliers fear is going to make the most impact on their bottom line here’s hoping that the ceiling is capped for a longer period that is currently proposed. That would be a start.

I enjoyed dinner recently with the folk behind the Rosewood Hotel in London. They hosted a media dinner to introduce themselves and to give us an insight into what the hotel offers.

They had me with their Canine Package, which has been inspired by their hotel dog – which includes a stay in a 2 bedroom suite with butler service and pampering treatments for both you and your pet. Seriously though...they had planned to open a luxury hotel in the Edinburgh’s former Royal High School, and you cannot be unaware of the furore around the developers plans – which have just been refused again. There will be a further appeal.

I have not stayed there yet but my friends who have tell me it is their favourite hotel in the world and they would love to have a Rosewood in Scotland. Meantime I have been lucky enough to be invited to enjoy the hotel’s hospitality myself. So I will let you know how I get on – and no I won’t be taking my dog!

Congratulations to Neil Slessor of The Station Hotel in Rothes.He has just been named as a rising star in the Highlands and Islands Tourism Awards in recognition of his drive and passion for the industry. Neil (26) has been at the helm of the boutique hotel since it opened in 2016, and over the past 18 months the hotel has grown a reputation for first-class customer service and an excellent visitor experience. I can speak from experience here – I met Neil just after it opened and found him to be passionate about the hotel. All credit to the Forsyth family who appointed him to the role... despite his youth. He himself says, “I do feel really proud and honoured to be in the running for it and I owe Richard and Heather Forsyth so much for taking a leap of faith in me. I’m a Rothesian through and through and what really drives me is bringing people into the town and giving local people a great venue on their doorstep.”

I thought it would be relatively easy doing a feature on Scotland’s top General Managers – then I discovered that there were

38 • HOTELSCOTLAND • OCTOBER 2017

absolutely loads of great GM’s. Some of whom we have already featured and others who certainly deserve to be mentioned.

So over the next couple of months we will feature a few each month, which will also allow time for a couple of them to get back from holiday – so that they can be included particularly Richard Small of Auchrannie and Richard Cooke of The Balmoral pictured.

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JURA Products Ltd Vivary Mill, Vivary Way Colne, Lancashire BB8 9NW Tel: 01282 868266 / Fax: 01282 863411 sales@uk.jura.com uk.jura.com

WE8

XJ9 Professional