Hotel Scotland Magazine Issue 23

HOTELSCOTLAND ISSUE 23

ISSN 2515-8287

INTERVIEW

STEVE GRAHAM

MANORVIEW HOTEL & LEISURE GROUP

DRAFT TOURISM STRATEGY REVEALED

WWW.VALENTINEFRYERS.COM

CONTENTS

4 NEWS 11 WHAT MAKES WINE SUSTAINABLE

13 DRAFT TOURISM

11

STRATEGY LAUNCHED

16 INTERVIEW:

ALICIA RENNOLL

STEVE GRAHAM

WELCOME

23 TOURISM TAX

C

hristmas is coming like a train but before that, there is the allimportant Consultation on the Transient Visitor Levy aka the Tourism Tax. If you have a view you need to get in front of the Government you can do that by responding on the government website. Read more about it on page 23.

The deadline is the beginning of December.

This month I caught up with Steve Graham the Founder of Manorview Hotel and Leisure Group. We could have talked all day.

Find out what he had to say on our centre pages.

By this time next month Brexit will be upon us - or perhaps not. According to a new report by PwC the uncertainty is having its effect on investment. But there has been a silver lining in the shape of tourists and inward investment due to the poor pound.

Check out our news story to find out what else the PwC report reveals.

This month we checked out the new look bar and restaurant at Le Monde in Edinburgh.

If you are doing a refurbishment and want us to carry the story let us know.

As went to press the Draft Tourism Strategy was unveiled at the STA Conference. See page 13.

24 DESIGN:

LE MONDE

29 WHAT’S NEW

24

35 HIT POET’S LUNCH & GRAMPIAN DINNER

LE MONDE

34 IO

HIT POET’S LUNCH

That’s all for now.

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

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

Editor: Susan Young Editorial: Jason Caddy Advertising: Julia Smith Commercial Manager: Justin Wingate Production:, Fiona Gauld, Jack Thompson Admin: Cheryl Cook

Upper floor Finnieston House 1 Stables Yard 1103 Argyle Street Finnieston, 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 2019. Printed by Stephens & George Print Group.

HOTELSCOTLAND • 3

NEWS

MANORVIEW GROUP RECOGNISES LOYALTY An evening of celebration at Boclair House Hotel in Bearsden recognised the contribution that Manorview staff make to the continued success of the group, founded and chaired by Steve Graham (see the main interview).

The Group now employs over 500 people, and those with a ‘long service’ of five years and over, have clocked up approximately 900 years of Manorview service between them.The Group’s workforce also includes Manorview employees who joined on the first day of the company’s inception in 2007.These include Adele Montgomery, the General Manager of the Commercial Hotel in Wishaw, who was actually the Group’s first employee.

Adele said, “Hospitality is a great trade for young people which does have career opportunities. I’ve seen a lot of change, especially with the advent of social media, which is now an important part of our business.

Some things don’t change though – such as how we’re a real community hub and always here for our customers. It’s a great industry to be part of”.

Employees were treated to an evening of drinks, entertainment and dancing and everyone who attended also received a thank you gift of a spa pamper day for two people at the Group’s AURA Spa at Bowfield Hotel & Country Club in Howwood, Johnstone.

David Tracey, Managing Director, Manorview Group, said, “The hospitality trade can sometimes be seen as a temporary or secondary career – we want to change that. We promote the industry as a viable option with longevity. We want to attract people to work with us and stay with us. Dedication and loyalty are just some of the values contained in our Manorview ethos, and nights like this show our appreciation and thanks to our people”.

PORCELANOSA INTRODUCE 95% RECYCLED PARQUET In this age of sustainability, it’s good to see suppliers adapting to changing needs and that’s what Porcelanosa has done with its Forest series - a ceramic parquet made of 95% recycled materials.

The Forest series from PAR-KER is a ceramic that reproduces the singularities of wood but is made of 95% recycled materials.

What’s more, is that all of the materials used to create the Forest series are collected from the solid ceramic waste generated during the production process of other Porcelanosa products.

Say the company, “The Forest series has been created to offer solutions to the evergrowing demand in the property, hotel and contract markets. Its composition offers high quality at a more affordable price in relation to the other ceramic parquets by PAR-KER and, furthermore, it fits perfectly with the needs of big surfaces, like those in public and private buildings.

Forest by PAR-KER has also received the environmental process and commitment to ecology certification, which means it has become the most suitable ceramic parquet for sustainable projects.

The original PAR-KER ceramic parquet from Porcelanosa respects nature in every sense.

4 • HOTELSCOTLAND

CUTTING THE RIBBON AT THE HILTON ABERDEEN TECA Aberdeen City Council Co-Leader, Douglas Lumsden, joined the team at the new Hilton Aberdeen TECA to officially mark the hotel’s opening. The ribbon-cutting celebrations at the new hotel, which adjoins the multimillion-pound P&J Live on The Event Complex Aberdeen, took place just days after the hotel opened its doors to guests.

As well as 200 rooms, including nine suites named after the region’s most famous sons and daughters, the hotel boasts an in-house restaurant, Quarter House Bar & Grill, as well as Cask and Crema bar and lounge for lighter bites, coffee, cocktails or night-caps.

It also has a Devona Spa, a Technogym fitness centre and dance studio, heated indoor pool and conference space for up to 90 guests. Its Executive Lounge has an outdoor terrace overlooking the

P&J Live piazza for Hilton Honors members.

Mark Leyland, General Manager of Hilton Aberdeen TECA, said, “Hilton Aberdeen TECA has got off to a flying start, welcoming thousands of guests for Offshore Europe just days after opening its doors – so it’s great to take some time to officially mark the occasion and cut the ribbon on the property.

“We’re delighted to welcome Councillor Douglas Lumsden to help do the honours, as well as the rest of our guests.

Aberdeen City Council Co-Leader Councillor Douglas Lumsden said:, “It’s fantastic to be here at the official opening of the Hilton at TECA, just a week after Offshore Europe was held at the largest new entertainment venue in Europe next door at P&J Live.

Hilton Aberdeen TECA is operated by RBH,.

NEWS

A Bespoke £1m investment in Dornoch

New vision for Glasgow NYX Hotel NYX Hotels developers have put forward revised plans for its proposed Glasgow West Nile Street venture. The plans are now for a 14-storey hotel with a rooftop restaurant and a street-level bar. Room numbers have been reduced.

The plans brought forward by George Capital and 3DReid Architects include a redesigned rooftop plant area to minimise encroachment on wider views by setting it back behind louvred screens.

It will be the second venture for NYX which is owned by Fattal Hotels. They have just got the green-light for a site on Edinburgh’s Jeffrey Street would play host to a 132-bed NYX branded hotel.

The Royal Golf Hotel in Dornoch is to benefit from a £1m investment.

Operators, Bespoke Hotels, has applied for planning permission to Highland Council to build five more bedrooms.

In 2007, the hotel’s two master rooms, as well as nine classic rooms, received a make-over, and this year saw the completion of 24-holiday apartments.

When completed the Royal Golf will have 27 bedrooms.

The hotel overlooks the Royal Dornoch golf course and the golf club has also applied for planning permission to build a new twin-gabled clubhouse as a replacement for the 1909 original.

It will have a bar and restaurant space offering panoramic views across the Championship course.

THE WELLINGTON GETS A LEG UP

EXCITING PLANS FOR OLD CITY BATHS The former Inverness city baths at Glebe Street could be transformed into a new hotel if planners give the go-ahead to plans to create a 177-bedroomed L-plan AC Hotel by Marriott.

The plans put forward by Vastint and Keppie Design suggest that the aim is to create a hotel which marries the civic scale of the building with a more domestic design. The location of the hotel is bounded by Friars Bridge which gives the hotel open views across the River Ness.

A new 98-bed boutique hotel and serviced apartments to be called The Wellington will take the place of Glasgow’s B-listed Wellington House after planners gave 3DReid Architects consent for a change of use.

Updating planners on the proposed interventions Andrew Marshall, associate director, at 3DReid said, “This high-quality building, which is currently unoccupied, will be sensitively restored and brought back to use throughout the day and into the evening. Located on a corner plot, the front of house accommodation will have an immediate positive relationship with the street.

“The building has been unlocked for hotel use by sympathetic modifications to the Wellington Street entrance externally, whilst internally, floor plates have been modified to present a grand, but efficient volume in which to arrive.”

HOTELSCOTLAND • 5

NEWS

New-look Clyde Suite The Clyde Suite at Glasgow Marriott Hotel has been refurbished. The suite and bar area have now been transformed. Chris McGuinness, General Manager of Glasgow Marriott Hotel, comments, “The Clyde Suite is one of Glasgow’s most popular venues with almost 150,000 people attending functions over the past two years alone.

“We know the function room holds special memories for many Glaswegians, however, we also recognise the importance of continuing to invest in the hotel and look forward to many more people enjoying events in the Clyde Suite.”

He continued, “As part of the refurbishment, we have ensured that we have the flexibility to meet ever-changing needs and respond to the trend for experiential and memorable events whether it is a new car launch or street food style networking for up to 600 people.

“In this age of social media, we also recognise the importance of events being ‘Instagram friendly’ so our dedicated sales team ensure that every event is memorable whether it is a feature doughnut or balloon wall, fashionable gin bar or pop-up cocktail masterclass.”

New lighting, decoration and floor coverings have revitalised the space which plays hosts to the Bridgeton Burns Club, the biggest Burns club in the world. The hotel has been the venue for the traditional Burns Supper every year since it opened in 1985.

Safestay set for 200bed city Hostel The Best Western Glasgow City Hotel has been sold for £3.15m to Safestay, and the company plans to turned it into a 200-bed premium hostel.

The 52-bedroom hotel, on Glasgow’s Elmbank Street, is the first site in Glasgow for the compay that owns and operates contemporary hostels. It opened a 615 bed Edinburgh hostel in 2015 and operates another 13 throughout Europe.

Larry Lipman, chairman of Safestay, said, “We have been looking for sometime to find the right site in Glasgow. We are therefore very pleased to have secured this excellent building which is ideally suited to being a hostel, providing an excellent base to explore Glasgow from. We very much look forward to Safestay Glasgow becoming part of the portfolio.”

IF YOU HAVE ANY NEWS LET US KNOW.

EMAIL US AT: NEWS@MEDIAWORLDLTD.COM 6 • HOTELSCOTLAND

DOUBLE-DECKER DEAL FOR CYCAS IN SCOTLAND Dundee’s Hotel Indigo and Staybridge Suites will now be managed by Cycas Hospitality after the company signed a management agreement with Percor Capital to operate the dual-branded InterContinental Hotels Group (IHG) development.

Cycas is the largest operator of IHG’s extended-stay brand in Europe, operating six of the international hotel group’s eight Staybridge Suites hotels in the UK and nine IHG-branded properties in total.

Wayne Androliakos, Chief Operating Officer of Cycas Hospitality, said, “We’re delighted to welcome our fourth IHG brand and our first two hotels with Percor Capital into the Cycas family.

“Cycas is known for its distinctive performance culture and for understanding

how happy, loyal guests translates into delighted partners. We’re therefore proud that, with this deal, we now manage seven of IHG’s top ten performing UK hotels in terms of guest satisfaction.”

Jean-Pierre Permutt, Director at Percor Capital, said, “With TIME Magazine having recently declared Dundee as one of their ‘World’s Greatest Places for 2019’, our Hotel Indigo having been named the best hotel in Scotland by the Sunday Times, and the V&A Dundee significantly exceeding visitor numbers since opening last September, there’s no doubt that the city is riding a wave.

“By working closely with Cycas Hospitality we hope to fully capitalise on the city’s fast-expanding leisure and business travel opportunities.”

NEWS Perle Hotels has received the Queen’s Award for Enterprise in International Trade an honour from Her Majesty the Queen. The award was presented at Perle Oban last month to Beth Rehnan, one of the hotel’s owners, by Patrick LM Stewart MBE WS. Her Majesty’s Lord-Lieutenant for Argyll & Bute. The Scottish hotel group’s portfolio includes the Marmalade and Bosville on the Isle of Skye and most recently Lochardil House Hotel in Inverness as well as, of course, Perle Oban.

INCREASED INVESTMENT MARKS SURGE IN SCOTTISH HOTEL ROOMS BUT OCCUPANCY DROPS

O

Old Course Company sees dip in revenues The Old Course Limited, the company behind the Old Course Hotel in St Andrews and the luxury Hamilton Grand apartment development, also in St Andrews, has seen revenues fall by more than 13% to £20.5m.

Although gross profit rose to £1.1m for year ending December 31 2018. The company posted a pre-tax loss of £643,000. This however was an improvement of the £4.2m pre-tax loss in 2017.

Director Herbert Kohler said a rise in the hotel’s occupancy rates and number of hotel guests was behind the increase in underlying trading revenue of The Old Course Hotel, but the decrease in revenue was due to a fall in sale of luxury apartments.

Paisley looks set to get a new hotel after plans put forward by developers EKTrend for St James St were approved by councillors. They plan to convert a vacant office block, formerly St James House, into a hotel, with associated bar and restaurant.

Planners approved a change of use for the building and for external building work to be carried out.

ccupancy rates in Glasgow and Edinburgh have fallen and revenue per available room has decreased over the last year due to a surge in the number of hotel rooms in the two cities according to PwC’s Hotels Forecast 2019-2020 just published. However, the increased investment in hotels also means Glasgow and Edinburgh are in a strong position for future growth in visitor numbers.

New hotel openings have resulted in an extra more than 2,000 rooms available for guests between the two cities and that number is set to accelerate further over the course of 2019 and 2020. A total of 1,655 additional rooms are scheduled to open in Glasgow and 2,400 in Edinburgh. Additionally, 670 rooms opened in Aberdeen in 2018 and a further 600 are expected over 2019 and 2020. Almost 5,000 new rooms expected to open by the end of the decade.

In the capital, more than 1,000 new rooms came on board in 2018, giving a total of around 15,000. This led to a 2.3% fall in RevPAR (revenue per available room), to £71.52 – though this is still comfortably ahead of the £68.32 UK average for the period between June 2018 and June 2019.

The new openings led room availability in Edinburgh to increase by 5.5%, illustrating an appetite from hoteliers and investors in spite of the increased competition in the city from serviced apartments and short-term let properties.

Edinburgh lost its long-held slot as the most expensive city in the UK to spend the night outside of London. With a 2% fall in average daily rate, to £91.63, Edinburgh was overtaken

by Brighton.

In Glasgow, RevPAR was down 8.5% to

£52.57 having grown by 8.2% in the previous 12 month period. This was a result of a 4.4 percentage point decline in occupancy rates brought about by the sharp increase in the number of new rooms – which grew to almost 12,000 as a result of just under 1,000 additional rooms being made available through new openings. This was behind a 9.3% increase in the number of available rooms in the city, with the number of rooms sold growing by 5.3%.

Claire Reid, Regional Leader of PwC Scotland, said, “We believe that while the metric is key to providing a snapshot of the hotel industry’s health, the expansion of room numbers shows a confident sector well-placed for future growth in visitor numbers. However, we expect RevPAR to reduce further as the number of new openings accelerates through 2019 and 2020 until the point the increasing demand is absorbed by the supply.

However the report also predicts that UK hotel trading growth overall is set to stall due to slower economic growth and tougher market conditions. Sam Ward, UK Hotels Leader at PwC said, “This latest UK Hotels Forecast reflects political and economic uncertainty, weaker business and leisure confidence, and the especially high number of new hotel supply additions in some markets around the UK, which have all created challenging conditions for hoteliers. However, the pressure of rising costs for operating hotels, which continues to increase above UK inflation, puts any modest revenue growth under strain. The devaluation of the pound has also pushed up the cost of importing food and drinks for hotels.”

For investors, cautiousness meant that UK hotel investment volumes have seen a decline of 35% in the first half of 2019 to c. £2.6 bin, compared to the higher than average levels in the first half of 2018.

HOTELSCOTLAND • 7

NEWS

Sustainability top of the agenda at STA Autumn Conference The sustainability of Scotland’s tourism industry was a key focus of this year’s Scottish Tourism Alliance Autumn Conference & AGM at the EICC. The day was built around the sustainability theme and how to protect Scotland’s tourism product. Around 400 industry leaders and senior figures from tourism businesses across Scotland gathered to hear the thoughts and insights from Philip Bartlett, Economist at RBS Group, and attendees saw a special broadcast from Fiona Hyslop MSP, Cabinet Secretary for Culture, Tourism and External Affairs.

Stephen Leckie in his capacity as Chair of Scotland’s Tourism Leadership Group also provided an update on the current national Tourism Strategy TS2020 with one year left to go, reflecting on the industry’s success and challenges. A full report next month.

East Haugh goes on the market East Haugh House in Perthshire is up for sale and is being marketed at offers over £1.6m. The 4-star boutique hotel, has 12 individually designed bedrooms an awardwinning restaurant and separate bar and resident’s lounge area.

Stuart Drysdale, Director at Christie & Co’s Edinburgh office who is handling the sale, comments, “The hotel has been extremely profitable for the current owners and there is no reason that an experienced operator would not be able to enjoy similar levels of business, given the excellent standard of accommodation and service provided.”

Fife hotel closes its doors Blair Nummo and Geoff Jacobs of KPMG were appointed as joint administrators of Ahaven Hotel Limited last month after the owners Bobby and Gina Kumar closed the hotel. The administrators are now looking for a buyer for the OYO Beveridge Park Hotel in Kirkcaldy, which the company owned.

The Bridge of Tilt Hotel near Blair Atholl, which has been closed for several years, is set to re-open after owner Stuart Richardson, got the green-light to make external alterations and buld five new holiday cottages in the grounds. The hotel is on the main road to Blair Atholl.

8 • HOTELSCOTLAND

THE CLUANIE INN MAKES ITS DEBUT The Cluanie Inn at Glenmoriston has now opened. The hotel, which was bought by the Black Sheep Hotel group, which also has the Rokeby Manor (formerly the Craigard Guest House) at Invergarry and the soon-to-be-opened Whispering Pine Lodge (formerly Letterfinlay Lodge) at Spean Bridge in its portfolio, is owned by former Mumbai's hospitality mogul Sanjay Narang who studied hospitality at Cornell University in the USA and who has spent his whole life in hospitality since. He purchased the property following his visit to the Highlands in 2018.

Commenting on the opening of The Cluanie

Inn, Mr Narang said, “We are delighted to be opening the second of our Black Sheep Hotels at Cluanie Inn, which is a well-established local landmark and ensures guests truly affordable luxury in the stunning Highlands.

“This follows the opening of Rokeby Manor earlier this year and brings together our considerable experience and expertise in the hospitality sector in order to provide a distinctive and authentic experience for our guests.”

Dating back to 1787, the Cluanie Inn is a well-established local landmark, located in Glen Shiel. It has 18 en-suite bedrooms a bar and grill and a souvenir and gift shop.

WSET AND IOH PARTNER UP The Wine & Spirit Education Trust (WSET) and the Institute of Hospitality (IOH) have agreed to jointly manage the Academy of Food & Wine Service (AFWS). The Academy of Food & Wine Service, set up in 1988, is the professional body for front-of-house food and beverage service in the UK hospitality industry and has been managed by the Institute of Hospitality since 2017.

Within the new partnership, WSET will manage the beverage and sommelier-related elements of the AFWS, while IOH will continue to manage all activities related to restaurant management and foodservice.

The agreement allows the IOH to focus on its core strengths in providing a membership package to hospitality managers throughout

the UK and globally, while WSET’s 50 years of experience in supporting the wider hospitality industry with best-in-class wines, spirits and sake qualifications will enhance the Academy’s existing activities.

Commenting for WSET, Graham Cox, UK Business Development Director, says, “There is a real synergy between the activities of WSET and AFWS so taking ownership of the beverage/sommelier side of the academy is a great strategic fit for us. We will be able to add enormous value to the sommelier community here in the UK and globally via the Academy’s membership of the Association Sommellerie Internationale (ASI).

I am confident that reinvigorating AFWS together with closer collaboration between WSET and IOH will benefit the wider UK hospitality industry going forward.”

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TRUSTEES SOUGHT FOR THE HOSPITALITY INDUSTRY TRUST SCOTLAND (HIT SCOTLAND) THE CHARITY HIT Scotland is a Scottish charity seeking to appoint new trustees to the board due to the retirement of several current trustees. The charity is celebrating its 25th anniversary and aims to “empower inspirational development for those studying and working within Scottish hospitality”.

Over the years, HIT Scotland has awarded over 3000 inspirational scholarships to the emerging talent of the industry, and has helped over 14,000 students with educational bursaries. All of this charitable activity is led and supported by the industry it serves. This is all made possible by the fundraising events and unique networking activities that engage the industry throughout Scotland.

HIT Scotland has evolved over time and now collaborates with different sectors within hospitality including; tourism, leisure, the licensed trade and contract catering in addition to Further and Higher education.

THE BACKGROUND AND ROLE The current trustees come from a broad range of hospitality and tourism sectors covering hotel, catering, restaurant, licensed establishments, business management and related backgrounds.

Trustees are appointed for three years and appointments can be renewed for up to a maximum of seven years. All trustees sit on the main board with nominated trustees sitting on specific sub committees, comprising of a Finance Committee, Scholarship and Bursary Committee, Remuneration Committee and an Audit and Governance Committee. The main board and finance committee usually convenes four times a year.

THE PERSON The Chair and Board of Trustees are undertaking a recruitment process to support our strategic programme of activity. The decision on new appointments will be based on the candidate’s knowledge and experience relevant to the needs of HIT Scotland’s

strategic vision and future development.

The trustees hope to appoint dynamic individuals, from across Scotland, who can commit their own personal time in attending the quarterly board meetings. Applicants should possess the drive and passion to make a difference within the industry, helping to enhance the values HIT Scotland aims to achieve within the strategic vision.

VOLUNTARY APPOINTMENT The trustees, as with all charities in Scotland, are not remunerated.

Further information about HIT Scotland can be found on the official website at www.hitscotland. co.uk. Interested parties, in the first instance, should contact Kirsty@hitscotland.co.uk by email with a short note about why you would like to be considered for a trustee role on the board. Closing date for all applications Friday 25th October 2019. Successful applications will be contacted and invited to attend panel interviews which will be held in November 2019.

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10 • HOTELSCOTLAND

FEATURE

WHAT MAKES WINE SUSTAINABLE?

ALICIA RENNOLL gives us the lowdown on organic wine and what makes it eco-friendly.

RAISE YOUR (ORGANIC) WINE GLASS TO GOOD HEALTH

additives, offering a healthier alternative for the more health-conscious drinkers.

Wine may have been made and enjoyed since Roman times, but the environmental and health consequences of wine production is only really now becoming fully understood. Wine lovers are increasingly opting for organic wines, with global sales expected to reach 87.5m cases by 2022, while the sustainability credentials of the wine industry are also now coming under scrutiny. Growing concern over global warming, carbon footprints and plastic ocean waste has led one company to revolutionise traditional wine packaging. A new range of wines from Sea Change are produced in entirely plastic and glass-free bottles. The wines, to be distributed across Scotland, have minimal packaging to make them as plastic-free and earth-friendly as possible. It’s not just the packaging that has eco-credentials. The organic wines inside these eco-bottles have been produced by sustainable vineyards in Italy offering wine drinkers a healthier as well as eco-friendly alternative.

LESS ADDED SUGAR AND ADDITIVES

WHAT IS ORGANIC WINE? Any keen wine connoisseur will already be very familiar with the concept of organic wine. It is made from grapes grown in organic vineyards with no use of pesticides or artificial additives. Winegrowers instead work with nature to create habitats where predators of pests can thrive. Despite its alcohol content, the health benefits of moderate wine consumption have long been known. Organic wine, however, offers significantly more benefits than conventional wine. While the law dictates that wine labels must show the alcohol strength, they aren’t required to mention anything about any preservatives, chemicals or added sugars used in the production of the wine. This makes it almost impossible to know exactly what is in your glass. In order for organic wine to be able to say it’s organic, it must avoid using any harmful chemicals or

The sweetness of your favourite wine may come from sugars that are both naturally occurring in the wine and also artificially added. Whether it’s natural or added, the amount of sugar that is in wine will determine its final alcohol content. Winemakers add sugar during the wine production process so they can reach their desired alcohol content. Winemakers may also choose to add additional sugar to the wine to hide any imperfections in the taste as a result of using poor quality grapes. Organic wine contains no added sugars, so the only sugar contained within it has occurred naturally. Along with being free from refined sugars, organic wines also contain no sulphuric acids and fining and clarification agents.

NO PESTICIDES OR HERBICIDES Traditional winemakers spray the vines and grapes with herbicides and pesticides to kill any unwanted insects and weeks that may attack and harm the vines. Residue from these chemicals can remain on the vine and grapes and end up in your bottle of wine, along with the surrounding river systems and soil. Grapes used to make organic wine are not sprayed with any fertilisers, chemical pesticides or herbicides. Organic wine is much more natural than conventional wine. Any wine that’s labelled as organic is referring to the processes used by its winemaker at the vineyard as well as during the winemaking process. A vineyard certified as organic must follow agricultural practices such as maintaining the condition of their vines with natural methods.

The practice of producing organic wine is focused on promoting biodiversity and not using chemicals. Organic wine offers a much more natural, sustainable and eco-friendly alternative to traditional wine, with no compromise on quality or taste.

HOTELSCOTLAND • 11

Bespoke & antique billiards - chosen by design Also available for lease or rental

Decorex International 2019 For more than a decade Sir William Bentley Billiards’ stand has been a highlight of the Decorex International design trade show, showcasing some of the company’s latest and most striking designs to an audience of Interior designers, Hoteliers, Property developers and the like. This year is no exception, and their planned exhibits include a Multi-purpose Pool-dining-Table-tennis table, as well as classic and contemporary pool and Snooker tables and bespoke lighting. As always, their bespoke and antique pieces will be offered to commercial clients for lease and rental as well as outright purchase.

Show discount even if you don’t go!

For visitors to the show with short-term projects, the company offers a 10% show discount, and they have agreed to extend this offer to Hotel Scotland readers who might not be able to make it down to London’s Olympia in October.

Get in touch and Quote DECO-19 for a 10% discount on any order placed by 30th November 2019.

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NEWS FEATURE

DRAFT FUTURE TOURISM STRATEGY ANNOUNCED AT SCOTTISH TOURISM ALLIANCE CONFERENCE

T

he draft of Scotland’s future tourism strategy was shared with around 450 industry delegates at the Scottish Tourism Alliance (STA) Annual Autumn Conference at the EICC recently.

Marc Crothall, Chief Executive of the STA and Chair of the Strategy Steering Group and Stephen Leckie, Chair of the STA and the Tourism Leadership Group, the guardians of the current Tourism Strategy (S2020) revealed the new vision - that Scotland can be the world leader in 21st century tourism and its mission statement – ‘Together we will grow the value and positively enhance the benefits of tourism across Scotland by delivering the very best for our visitors, our businesses, our people, our communities and our environment’.

Crothall pointed out, “Tourism is going to change, it must change. If the industry doesn’t change it, governments will. If governments won’t, tourists will. If tourists won’t, communities will.”

Adding, “The time to change and adapt has come.”

So what does the new Tourism Strategy look like?

It has been developed around four key priorities – People, Place, Businesses and Experiences, each with a key aim, and set of outcomes. es, each with a key aim, and set of outcomes. The aims include: To attract, develop and retain a skilled, committed, diverse and valued workforce; to create and develop a sustainable destination together; to build business resilience, sustainability and profitability and to provide the very best, authentic and memorable experiences and at the same time the strategy highlights the fact that the environment has to be considered.

Said Crothall, “For us to deliver our aims and achieve our vision and mission, we must determine, define and bring about the right conditions for success. We have identified these to be as follows: Strengthen our ability to harness the power of technology and data; have the right policy and regulatory landscape in place; ensure access to investment; proactively invest in the right transport and digital connectivity; provide a support network for our businesses and finally successfully position Scotland and our tourism industry internally and externally.”

He also pointed out that for the first time the

future strategy has been developed together by industry, the Scottish Government and public agencies.”

Stephen Leckie, Chair of the Tourism Leadership Group and the Scottish Tourism Alliance reviewed the current ST2020 which was unveiled in June 2012, and which has one year to go, saying the industry had had, “an ambition to grow overnight visitor spend by £1b to £5.5bn by 2020 by making Scotland a destination of first choice for a high quality, value for money and memorable customer experience, delivered by skilled and passionate people.”

He outlined the highlights, “We increased total overnight visitor nominal spend by £557m at the end of 2018. Our total tourism spend now supports £7bn which is equal to 5% of Scotland’s GDP. We have encouraged more people to join and work in our industry – our sector now employs in excess of 200,000 people in Scotland, equal to around one in 12 jobs across the country (despite the fallaway of 3000 EU nationals in the last year). Our tourism business base has increased by 9% over the period 2011-2018 and we now have more than 14,500 enterprises in the sector.”

He added, “The strategy has also empowered destination organisations and sector groups to deliver successfully across the country. By focussing on our assets, it has brought our businesses and stakeholders together to plan, deliver and resource activities more effectively.”

The overriding success he revealed was the fact it had a role in “Establishing a culture of collaboration as a way of working.”

Said Leckie, “Our tourism successes are recognised globally, and we should be pleased with this for consistently stepping up to the mark, often within challenging times to deliver these incredible experiences to all those who visit our country.

“However”, he continued, “despite our efforts, like all industries, we have, and continue to experience challenges that could not have been foreseen, ones which have and still are today having a direct impact on our collective ability to deliver our growth ambition of the extra £1b by 2020.

“Our world looks and feels very different today…The targets of TS2020 were set at a time when socio-economic conditions were completely different from what we are now

experiencing. In recent months we have experienced a dip in overall spend, but there are parts of Scotland where tourism spend is in line with the strategy aims, such as in Edinburgh, Argyll and parts of Fife.”

The full speech is on our webside, but he also revealed that the learnings taken from th elast seven years were a solid base for shaping the future.”

The Tourism Leadership Group and the future Strategy Steering Group considered a number of areas and all agreed that its future tourism strategy should: maintain the TS2020 ethos; be clear on the intended audience, not just the tourism industry; recognise the customer’s voice and the importance of the overall visitor experience; recognise differing regional opportunities and support needs; balance inclusive growth and environmental sustainability in its purpose and priorities; develop a new approach to ‘Destinations’. It also should respond to BREXIT through innovation, particularly in recruitment and skills; respond to diminishing public funding through a different approach to delivery; Value data with a specific supporting strategy that helps inform decision making; Be underpinned by a robust action plan with SMART targets and a logic model; Deliver a new governance model with new partnerships at all levels; recognise the pace of change in its focus and implementation arrangements.

Marc Crothall concluded, “Our current and future challenges are well known to us, some may of course appear differently, however we also have many opportunities ahead and much to look forward to as an industry in delivering success not only for Scotland’s tourism sector but for the wider economy, creating a better country to live and work in, and for the world to visit.

“This is an exciting, ambitious strategy for each person to own and take responsibility for, delivered with your individual passion and expertise. This is a strategy for each and everyone of us, and one to be proud of.”

“As you know, this is a draft and it’s important that we continue to consult with all of our stakeholders over the coming months as we build the short medium and longer term action plan to deliver this future strategy which we will officially launch on the 4th March at the national tourism conference in Glasgow.”

HOTELSCOTLAND • 13

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FEATURE

UNDER NEW MANAGEMENT...

This month we spoke to five new hotel General Managers to find out what sort of challenges the first few months in the job presented...and a lot more besides. Jason Caddy reports.

DARREN SCOTT

General Manager - Le Monde, Edinburgh

O

n the hunt for a fresh challenge, Aberdonian Darren Scott upped sticks after 15 years owning and operating clubs, bars and restaurants in Glasgow to manage Glendola’s Le Monde Hotel in Edinburgh. As well as overseeing a refurbishment of the bar and restaurant while the hotel remained open, Darren has also oiled the operating machine since he joined six months ago.

What was one of your first tasks?

I’m all about structure, clarity, communication and detail and so I restructured the management team. I broke it

all down into clear departmental teams with their own targets and recruitment responsibilities. This has ensured that the hotel gets the focus it needs.

How do you find the hotel market in Edinburgh?

It’s booming. Our occupancy rate is really high.

What is your favourite hotel?

I know it’s under construction after the fire, but Cameron House Hotel at Loch Lomond has always been very special to me. I’ve spent many a happy time there with my daughter.”

What do you do to relax?

My idea of relaxing is wakeboarding and surfing – anything outdoorsy. I’m also a big wine lover.

HOTELSCOTLAND • 15

FEARGHAL O’TOOLE

Hotel Manager - Village Hotel, Glasgow

F

earghal, originally from Tipperary, has been in the role of Hotel Manager at Glasgow’s Village Hotel since July this year after spending nearly two years as deputy manager. Before that he spent a number of years with Principal Hayley, latterly at the Grand Central Hotel where he was part of the pre-opening team and stayed with the hotel until he joined Village Hotels in 2017. He joined Principal Hayley as a Graduate Manager after completing his studies at Shannon College of Hotel Management.

What’s your view on the Glasgow hotel market?

It is a highly competitive market and, at 92%

occupancy, we are doing very well.

How do you motivate your team. l believe in mucking in. The modern employee is looking for a manager that gets involved and who is seen to support them and I find that this works for me.

Any advice for people wanting to follow in his footsteps?

I learn from absolutely every experience – both the good and the bad.”

What does the future hold?

I would like to become involved with more charity work, like HIT Scotland. I’m also getting married at the Newhall Estate next year.

MICHAEL NAWROT

Hotel Indigo Princes Street, Edinburgh

M

ichael Nawrot was made General Manager in March. He brings with him nigh on two years’ experience in the same role at the city’s Raeburn Hotel and several years’ experience as Ops Manager for a number of other groups, including Malmaison and Marriott.

What challenges did you find when you took on the role?

Many of the former management team had reached a point when they wanted to move on so I was able to bring on a new management team with fresh energy to maximise the potential of this business.

What is your view of the Edinburgh market?

Industry-wide challenges in Edinburgh are over-supply of accommodation and food and drink, plus growth in the number of bedrooms available is challenging the whole sector. We are doing very well, thankfully, but many operators aren’t.

Any advice for people starting out?

It’s not about who you know and it’s not hinged on qualifications either – you can rise in this industry if you work hard enough and put the customer at the forefront of what you do.

What does do away for the job?

I enjoy walking my Border Collie, Mia. What is your favourite hotel?

The Four Seasons, Downtown Cairo. “The service is on-point. You are never left wanting but it’s never intrusive.

16 • HOTELSCOTLAND

XXXXXXXX FEATURE

PHIL SCOTT General Manager - Links House at Royal Dornoch

P

hil Scott came on board as GM at Dornoch’s Links House in February of this year, before which he spent a couple of years in Singapore as F&B Service Manager at Kempinski Hotels. And Phil who hails from Aberdeen is delighted to be back in Scotland.

How has you acclimatised to being back in Scotland?

I waxed lyrical about Scotland while I was overseas and many people’s response was ‘so why are you here?’ So I’m loving being back.

What is your focus at the moment? The product is fantastic and my job is about making more people aware and we’ve invested a considerable amount in PR and marketing. We also encourage teamwork and a sense of homeliness for our guests, who are mainly high-network individuals.

Any advice for people wanting to follow in his footsteps?

Keep at it. This is a tough industry to rise in but you can do it if you have the passion for service.

What do you do to relax?

My wife and I love hill walking. I also enjoy golf and cycling.

GRAHAM CHALMERS Radisson Red, Glasgow

G

raham has been Curator (GM) at Glasgow’s Radisson Red since February of this year, after taking over from the opening-manager. The hotel opened in April 2018 and is the UK’s only Radisson Red. Graham was GM at Malmaison in Glasgow prior to taking on his new appointment.

What do you like about working for Radisson Red? I can reach out to my international colleagues when I need to but in lots of ways we are the standard bearer. I have worked for hotel groups in the past like Malmaison and De Vere Group, but Radisson, while also having brand guidelines, allows us so much freedom, like devising our own menus and events.

What is your management style?

I would hope think my colleagues would describe my management style as ‘hands-on, unconventional, and fun.

What is your favourite hotel to visit?

Aia Mattonata Relais, a hotel in Siena, Italy is where I love to be. It’s in the most idyllic place in Tuscany, is family run, and you are made to feel like family as a guest.”

What do you do in your spare time?

Much of his spare time is taken up with walking my two Rhodesian Ridgebacks, Hamish and Willow.

HOTELSCOTLAND • 17

INTERVIEW

SUSAN YOUNG talks to Steve Graham, Founder and Chairman of Manorview Hotel & Leisure Group

I

know when I catch up with Steve Graham, the founder of the Manorview Hotel & Leisure Group, that we are going to cover a variety of subjects, and when we met at the company HQ at the Bowfield Hotel recently, he didn’t disappoint. We started by talking about Sweden and ended up talking about food that takes you through the day... and in between. We covered everything from Brexit (of course) to the length of time it takes to change the culture of a company.

Manorview was established 14 years ago, and over the ensuing years it has grown into one of Scotland’s foremost hospitality companies.

What is impressive is that Steve has done it under his own steam, and with a good team.

There is no hotel management degree, but his life experiences have stood him in very good stead. He came from a fairground background, something he is very proud of. He developed an international business, which saw him travel throughout Europe and Dubai, transporting, hiring out and operating all types of fairground equipment. All this despite having a young family.

When he sold this business he invested the capital in a property development company and bought into his first hospitality business.

Today, Steve is not so much a hotelier but an entrepreneur. Although he would describe himself as a businessman first and foremost. He may be the public face of the company, but he credits his team with getting the business to where it is today.

Manorview now has an impressive eight hotels in its portfolio, several pubs and nightclubs, and turns over in the region of £20m. Despite the success of the business, Steve believes the challenges facing independent businesses has never been greater.

He explains, “Today, raising finance to allow growth and redevelopment is as challenging as it was during the past so-called recession. I say so-called because it was an opportunist time for companies like Manorview. We could raise money to buy hotels, but it wasn’t easy. Today it is the same scenario for many businesses.

I put it down to Brexit. In my opinion, it has made banks more cautious at this moment in time.” He adds, “We are lucky. We have got a very good relationship with our bank Barclays.

It has always been very supportive, particularly when we go to them with the 18 • HOTELSCOTLAND

right opportunities and projects.”

The current project in hand is a root and branch redevelopment of The Redhurst in Giffnock, which Barclays is supporting. Work is expected to get underway just after the festive period. This hotel, he tells me, will be unlike anything else in the portfolio which includes The Busby Hotel in Busby, The Lynnhurst in Johnstone, The Torrance in East Kilbride, Cornhill Castle in Biggar and Boclair House. “We have briefed our designers to give it a completely different design to any of our other venues.

We don’t like our venues to look the same.”

Steve may also have picked up a few design ideas himself having spent the summer enjoying weekend breaks to cities such as Stockholm. “I like what I have seen.

“In Stockholm, I visited a great boutique hotel, the Berns Hotel, and really enjoyed the experience. He explains, “It’s great to see how they do things elsewhere and it certainly gave me a few ideas. The amazing thing was that although I took cash, I found that I could hardly use it.

Payment was contactless, even for a beer.”

What also came into sharp relief was the amount of tax tourists paid in the country. Steve says, “VAT in Sweden is generally 25%, but on food and accommodation it is discounted to 6%.

This shows that the county is promoting just tourism. I definitely think this is something that our politicians should consider. Instead of adding taxes, like the tourism tax, on top of 20% VAT, they should be reducing tax for tourists to drive tourism and our industry in general.”

Steve believes that the proposed Tourism Tax would have a negative effect on his guests, particularly wedding guests. He says, “They often stay, even if they live within travelling distance.

Why should they have to pay more when they are clearly not tourists?”

He hasn’t got much time for politicians, especially now. “I don’t believe we can influence them. The last few years have quite clearly shown that they are only interested in power. I use my energy to focus on what we need to do and the Manorview business. We can change the world around us and the one we work in, and we just have to keep adapting to the changing political climate.”

But he admits it can be difficult. “Our biggest challenges are the headwinds of taxes and rates. One of our hotels had a 400% increase.

A SM

MILE THAT SAYS IT ALL HOTELSCOTLAND • 19

INTERVIEW The Barclay report has been as much worth as the centre of a doughnut to us. It also annoys me that the tone date was the year of the Commonwealth Games which saw our biggest lift in turnover. There has never been a year quite like that. Our rates, as a result, were up because we are rated on turnover and not profit.

That annoys me. We’re paying rates on a gross figure and being penalised for investing in our businesses. That makes no sense to me. I think we should be paying rates based on profit ” Steve reckons that every ten years something happens that changes the economic arena and believes that by paddling Manorview’s own canoe the company has adapted. “You just have to get your head down and make the necessary changes.”

One of Manorview’s strengths is that it is a boutique hotel company. Steve comments, “People can’t experience our boutique hotels online. Our customers want human interaction and although you can create a digital environment, when people stay at our hotels it is all about the here and the now and their experience.”

Manorview is well known for having great wedding facilities, but it has also got a reputation for many other function events too – from family celebrations to conferences. “We have a diverse offering, after all we are the Manorview Hotel and Leisure Group.”

That may be the case but when Manorview burst onto the wedding market with the opening of the Lynnhurst Hotel in Johnstone it broke the mould. Says Steve, “We were the first company to open a new wedding venue in years. The Lynnhurst, at its peak, was doing 170 weddings a year. But it’s a much more competitive market now.You can get married anywhere, but, having said that, it is still a big market. After all, a wedding is an emotional spend, and people are prepared to add on extras to make their event memorable.” He also reveals that Boclair House Hotel in Bearsden is performing very well since the company decided to make it exclusively a wedding venue.

When you talk to Steve he talks in the ‘we’ vernacular rather than the “I”. He is quite firm about that. He recognises that his role is to drive the company forward, but firmly believes that it is the Manorview team who are at the heart of the business. Says he, “We don’t use the terms employee or staff. It’s about having people who work with us and not for us.”

In fact last year he commissioned Ernst & Young to do a report on Manorview with a view to changing the culture of the company.

Says Steve, “It was interesting reading and we have taken on board much of the advice. We are implementing new IT systems as we speak, and we now have a Comms strategy going forward which is driving our efforts to change the culture of the company. We also have a human development role within the company.”

20 • HOTELSCOTLAND

It is having some effect already, although Steve would, as always, like it to be more immediate.

He admits he is slightly frustrated. “I can’t believe how long it takes to effect change and how challenging it is.”

However, he doesn’t hang about when it comes to implementing new ideas. Two years ago Manorview brought in a profit share scheme for the Manorview team so that they could share in the success of the business.

This profit share scheme, called Heartcount, applies to everyone who has been with the company for 12 months. Under the scheme,

“Our biggest challenges are the headwinds of taxes and rates.

One of our hotels had a 400% increase and the Barclay report has been as much worth as the centre of a doughnut to us. It also annoys me that the tone date was the year of the Commonwealth Games which saw our biggest lift in turnover.

There has never been a year quite like that. ” Manorview committed to allocating 10% of its pre-tax profits to the fund and earlier this year £55,344 was paid out across qualifying members.

Although the bonus comes in handy, according to their internal research, a good working environment was more important than pay to the team and that is what the culture change hopes to create. Says Steve, “We want Manorview to have one of the best workplaces in the country. It is a journey.”

That may be the case but the company is already being recognised for the work that it is doing to build and develop its team. It has had received various awards and it has been in the ‘Top 1,000 Companies to inspire Britain’ league table three times.

He may have instigated many of the changes the company is going through with the management team, but these changes are now being driven by David Tracey, who was promoted to the role of Managing Director earlier in the year in a management restructure.

This restructure was designed to free Steve up to concentrate on developing the business. Says Steve, “It was a necessary change if we wanted to create a sustainable business.”

Indeed, the management changes came not long after niece, Fallon Cowley, left the company.

Says Steve, “Manorview would not be the business it is today without Fallon’s involvement.

She had a massive input in getting the company to where it is today. She remains a shareholder and her husband Anthony remains an integral part of the Manorview management team.”

There are various other members of the management team who have been with the company since its formation. Steve says, “All of them have contributed greatly. I’ve been very fortunate.”

Certainly, anyone who knows Steve and Manorview knows he is particularly fortunate in having Alison Haverstock as his Executive Assistant. I would certainly not want to be writing her job description. Steve smiles, “I really am lost when she is not around.”

Steve’s son Carlton and daughter Shauna also work in the business. Says Steve, “I expect them to work hard and they know that. Having said that, they do.”

His two younger children are still at school and obviously not in the business … yet. Says Steve, “The great thing is I get to spend more time with them now than I was able to do with Carlton and Shauna. So I’ve been taking them on trips around Scotland. For the October break, we are off to Harris and Lewis. This has allowed me to see more of the country too. And I’ve been very impressed with what is going on up the West Coast. I can understand why investors want to buy hotels there. That is one of the upsides of Brexit – the rate of exchange has seen more people investing in Scottish hotels.

“The rate of exchange has also given us a tourism boom. But I don’t think anyone can afford to complacent, certainly not the government. There is a certain arrogance there.

They think people will come no matter what it costs. That, in my view, is very short-sighted.”

That is something that you couldn’t levy at Steve. He is interested in everything and everyone and is determined that Manorview will grow and prosper. There are lots of initiatives that the business has instigated to move with the times, too many to mention.

But they range from training initiatives to charity events. Manorview, as already mentioned, has also been named of one the UK’s most inspirational companies. But he himself is a little reticent when it comes to blowing his own trumpet. He admits he hates being known as the owner of the company, although he has given in to having the titles Chairman and Founder. He also reveals that he enjoys a challenge as well as adventure.

That’s why you will see him participating in Iron Men competitions over the next few years throughout Europe. He says that will be a real challenge – personally, I think the main challenge his team will have is keeping up with him!

Want development funding?

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Craig Gebbie, head of AIB (GB)’s specialist hospitality and leisure team in Scotland, shares insight on how hoteliers can make new developments an attractive option for the bank.

“Individuals are as important as the company when it comes to development funding. We look in detail at the developers, architects, construction firm and project managers. We need to know that the parties involved have the experience, financial standing and knowledge to deliver.

“We are often asked if having a brand on board makes a development more attractive. The honest answer is it depends on a number of factors. Brands are only worthwhile if they add value to your offering.

“We are particularly interested in who will be running the hotel. An owner-operator with a track record, sound proposition and excellent location are just as attractive to us as a management company or global brand.

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NEWS FEATURE

TOURISM BUSINESSES URGED TO RESPOND TO TOURIST TAX CONSULTATION SUSTAINABLE WINE

L

ast month the Scottish Government launched its Transient Visitor Levy Consultation, otherwise known as the Tourist Tax, and the Scottish Tourism Alliance is urging all businesses that benefit from tourism activity to put their views forward on the Scottish Government Hub before 2nd December.

The call to action came following a submission by the Association of Accounting Technicians (AAT) who recommended that the Scottish Government ignore calls for a flat rate Scottish Tourism Tax and instead introduce a tax of 2.5% on the overall accommodation cost.

A view not shared by UKHospitality. Its Executive Director for Scotland Willie Macleod comments, “The AAT’s assertion that a 2.5% tourist tax in Scotland would somehow be “fair” is flawed. An additional tax burden on already hard-pressed accommodation providers would in no way be fair.

“The proposed tax would hit only hotels and would fail to address day visits or affect homesharing platforms which increasingly make up many overnight stays. It would only disadvantage hospitality businesses that are already being squeezed at a time of huge economic and political instability.”

The AAT submission stressed the need to set the tax at an appropriate rate to ensure it raises funds for sustainable tourism whilst not discouraging tourism as it has done in some other places such as the Balearics where tourism tax was doubled after only two years of operation or in relation to day visitors in Amsterdam where the flat rate €8 charge introduced this year has led to a steep fall in visitor numbers.

Phil Hall, AAT Head of Public Affairs & Public Policy said, “A 2.5% charge would be much fairer than a flat rate fee and whilst it would mean a £2.60 a night charge on average in Edinburgh, it would amount to just £1.35 on average in Aberdeen. It’s not just fairer

by region, it’s fairer for everyone when you consider the flat rate proposed by others would see those staying in a five-star hotel charged the same as those staying in a youth hostel – that simply isn’t fair or reasonable.”

The AAT consultation response also states that it opposes any plans to impose a tourism tax on day visitors, “…because of the destructive impact this has had on the tourism industry in several other countries and because of the complexity and administrative burden

WILLIE MACLEOD - UKHOSPITALITY EXECUTIVE DIRECTOR FOR SCOTLAND

that this would require.”

The AAT recommended exempting Scottish residents from the tax to ensure domestic tourism is not “discouraged”.

Phil Hall, AAT Head of Public Affairs & Public Policy also called for the renaming of the Transient Visitor Levy. He said, “It should be called exactly what it is, a “Scottish Tourism Tax” because this helps aid transparency and understanding. Using the word “Tourism” also

makes a clear link between the tax and its purpose, improving consumer acceptability and given the debate about how these funds should be allocated, using the name “Tourism” in the title may also make it more difficult for politicians to use these tax receipts for any nontourism related activities.”

Marc Crothall, Chief Executive Officer of the Scottish Tourism Alliance commenting on the consultation said, “We remain opposed to any form of additional tax on Scotland’s international and domestic visitors, however we are somewhat encouraged to see explicit reference to the fact that receipts from a tourist tax will be to fund local authority expenditure on tourism in the Programme for Government.

“The Travel & Tourism Competitiveness Report 2019 published by the World Economic Forum last week shows that the UK has now fallen to 140 out of 140 countries on price competitiveness and has dropped from fifth to sixth place in this year’s overall ranking as a result.

“This is a clear indication that the introduction of a tourist tax may negatively impact and further undermine Scotland’s attractiveness and positioning within the global market, harming local economies and communities. The domestic market represented 77% of all overnight trips in Scotland during 2018; as we know, household budgets within the UK continue to be squeezed. A tourist tax is not just a tax on the international visitor, it’s a tax on the people who live here and choose to experience our destinations for day trips, overnight stays and holidays.”

If you want to make your views known you have until the 2 December 2019.

To see the full AAT submission check out hotelscotlandmagazine.com The Scottish Government consultation closes on 2 December 2019. You can log on to the portal at https://consult.gov.scot/localgovernment-and-communities/visitor-levy/ HOTELSCOTLAND • 23

DESIGN FOCUS

24 • HOTELSCOTLAND

LE MONDE GEORGE ST, EDINBURGH

BY SUSAN YOUNG

L

e Monde celebrates new era. Edinburgh’s Le Monde Hotel has re-opened its bar and restaurant following a £1m renovation.

The 18-bedroomed hotel, now owned by Glendola, opened 13 years ago, and the four-month refurbishment has seen the venue’s entire ground floor bar and restaurant transformed.

The venue’s refurbishment was designed and project managed by architecture and interior design studio RYE

Design. Jack Rugg, Managing Director of RYE comments, “The brief was to retain the DNA of Le Monde, and the idea of global travel and exploration, but to refresh it for the increasingly competitive drinking and dining scene in Edinburgh. We had to consider how the venue is used throughout the day and evening, and its position below the hotel rooms and above the Shanghai nightclub. We were also asked to bring a sense of timeless glamour to the interiors, which the owners felt was missing from the HOTELSCOTLAND • 25

DESIGN FOCUS

current George Street scene.”

He continues, “Everything has been sympathetic to the building’s stunning Georgian architecture. We have transformed the front section into a striking circular champagne bar, which was custom made for the space with a beautiful ‘floating’ brass gantry. There is a ‘catwalk’ of marble herringbone tiling that takes guests through into the main bar and restaurant area which has also been completely refurbished. In here different spaces have been designed for different experiences, using colour, light and artwork to define each section. We’ve also re-instated some of the original columns with brass collars and planting to give a more contemporary styling.”

The interior designers have used crimson red, bold blues, dark greens and a mix of fabrics to create contemporary and rich ambience.

Rugg describes it as a “ timeless interior design”. He explains, “We have created a scheme that mixes luxurious materials with an energetic colour palette. We’ve used a mix 26 • HOTELSCOTLAND

of real marble, brass, ribbed glass and bold coloured velvets throughout. There is curated artwork to suit each part of the venue, from contemporary prints and photographs to neon installations. Lighting also plays a key part of the scheme, creating a soft atmospheric glow in the champagne bar in contrast to opening up the main bar and restaurant area to much more daylight.

The newly designed Le Monde also features five flexible event spaces which can be configured to suit groups of all shapes and sizes, from intimate dining to larger parties and receptions Darren Scott the hotel’s GM is delighted with the new-look. He says, ‘Le Monde has been a favourite venue in the heart of Edinburgh for many years now, and we’ve taken that wonderful idea of a trip to exciting places around the globe and reinvented it for modern customers. The newly refurbished bar and restaurant areas are simply stunning. The décor exudes warm cosmopolitan glamour and relaxed luxury.”

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WHAT’S NEW

TEELING SINGLE POT STILL IRISH WHISKEY MAKES ITS UK DEBUT Teeling Single Pot Still Irish Whiskey is the first new Dublin distilled Irish whiskey to be released for nearly 50 years – and it is now available in the UK. The whiskey is crafted using a traditional Dublin pot still recipe of 50% un-malted spring barley and 50% malted barley which is triple distilled and matured in a combination of virgin oak, ex-bourbon and sherry barrels. As per all of Teeling Whiskey’s portfolio, it is bottled at 46% and is non-chill

filtered.

Stephen Teeling, Co-owner and Sales & Marketing Director at Teeling Whiskey comments, “when we launched Teeling Whiskey in 2012 our dream was to restore Dublin to its former whiskey distilling glory. Launching our first commercial release to be distilled 100% at the new Dublin distillery completes this revival, and we hope it will be just the start of a new whiskey distilling renaissance in Dublin.”

Check out the Special Edition, Double Aged Sherry Cask Finish Rum Don Q Rum Destilería Serrallés, the distillery which produces Don Q Rum, has released a limited special edition Double Aged Sherry Cask Finish Rum in the UK.The special edition of Puerto Rico’s number-one rum has been created by sixth-generation rum maker, Roberto Serrallés, and Master Blender, Jaiker Soto, as part of the distillery’s continued focus on unique barrel-aged expressions. Rums aged for five to eight years in American white oak barrels have been hand-selected and blended before a further year of ageing takes place in select sherry casks previously used in the ageing of Spanish Oloroso Sherry.

Destilería Serrallés operates one of the most eco-friendly and environmentally conscious distilleries in the Caribbean and is a leader in clean, green production techniques with a waste treatment facility and energy harvesting technology.

INTRODUCING EDITION NO.5; A CELEBRATION OF THE MACALLAN’S NATURAL COLOUR The Macallan Edition No.5 says the company a “homage to the diversity and complexity of natural colour”. Packaged in a specially created bottle which has been coloured by the Pantone Colour InstitututeTM, the uniquely bold shade of purple certainly stands out.

Sarah Burgess, The Macallan Whisky Maker, said, “We can find much common ground between whisky making and colour creation and with Edition No.5 we have been able to explore and celebrate these two art forms. Whilst colour development starts with mixing basic colours with precision to achieve different shades, for whisky-making, it is the knowledge and understanding of a specific palette of colours from the cask which is the starting point. From here we can craft the desired character and specific colour of the final whisky”.

WHYTE & MACKAY LAUNCH OF WILDCAT BRAMBLE Whyte & Mackay has brought a new flavour, Wildcat Bramble - the darker, thornier sister to Wildcat Gin to the market.

Its packaging mirrors the core Wildcat brand, but with additional thorny imagery to convey the bramble bush. With an ABV of 37.5%, the gin gives a rich burst of berry flavour when drunk long with tonic and is said to turn a glass of Prosecco into a delicious decadent treat. Curious gin fans can expect notes of blackberry, raspberry, hedgerow fruits and cherry for a sweet, balanced taste.

Mike Greggs, Whyte & Mackay General Manager of UK, France and Germany, said: “We are delighted to launch Wildcat Bramble, the darker, thornier sister of our original ‘gin of the night’ Wildcat.”

HOTELSCOTLAND • 29

30 • HOTELSCOTLAND

PEOPLE

HILTON GLASGOW SIGN TWO-YEAR DEAL WITH GLASGOW WARRIORS

APPOINTMENTS The Cairn Collection has appointed Nick Gamble to the role of Operations Director for its Scottish hotels. He was formerly head of operations for Hallmark Hotels, based in Glasgow.

Scot Fergus Stewart has been appointed as Regional Vice President – Europe, at the Jumeirah Group.

The Dubai-based luxury hotel company and a member of Dubai Holding, has appointed Stewart to oversee the upcoming renovation of Jumeirah Carlton Tower in London in addition to the extended London portfolio and hotels in Europe. Originally from Scotland, Fergus spent 25 years working overseas in 11 different countries including Japan, Hong Kong, Singapore, Thailand and the UAE. He joins Jumeirah from an 11-year tenure at IHG, where most recently he held the position of Vice President of the Luxury Hotels Division - Europe, responsible for overseeing iconic hotels including The Carlton Cannes, Paris le Grand, The Amstel in Amsterdam and the Intercontinental Park Lane. In addition, Fergus also oversaw Kimpton Hotels & Restaurants in Continental Europe, where he played an integral role in the expansion to key gateway cities.

Hilton Glasgow has become the latest addition to the Glasgow Warriors family of sponsors and partners, after the hotel signed a two-year contract with the club. The venue will also host the 2019/20 Glasgow Warriors Awards Dinner at the end of the season.

Speaking at the launch, Glasgow Warriors Managing Director Nathan Bombrys said, “All of our partnerships are about supporting the team and providing the team with the resources and infrastructure to build our club. Hilton’s investment is a valuable contribution and we’re delighted to have them on board.”

Hilton Glasgow General Manager Calum Ross added, “Glasgow Warriors are a real local success story and the impact that that can have on another major team environment in terms of the hotel business is massive.

“If we can instil some of the same values as the Warriors into our business, that’s a major positive for us.”

Congratulations to the Kimpton Blythswood Hotel team who completed the recent Great Scottish Run. They raised cash for Glasgow Children’s Hospital Charity.

Apex recognised for mental health and wellbeing initiatives Apex Hotels was only just piped for an award for its pioneering mental health initiatives by Marriott at the recent Caterer.com awards in London. The hotel was a finalist in the Workplace Wellbeing Initiative category following the business setting up partnerships with MHScot and SeeMe. Following a complex needs assessment alongside a SeeMe consultant – including in-depth analysis of the wellbeing support already in place for Apex employees, and of anonymous feedback from staff on their experiences working from the group – Apex created a wellbeing initiative aimed at supporting mental health concerns and encouraging open communication amongst colleagues.

Apex introduced mental health first aid training for key staff members, and an Apex App with ready-made support information.

It is designed to be tailored to suit the needs of the staff at each of the 10 UK-wide properties as well as at the group’s Edinburgh headquarters.

Jennifer Mathieson, HR Officer at Apex Hotels, was instrumental in implementing the initiative along with colleagues. She said, “We’re were absolutely thrilled to see our initiative shortlisted for an award. The initial aim was to work towards engaging team members by creating an initiative to improve mental health wellbeing across the group.

“Thanks to consultations with MHScot and SeeMe, we now have a successful and robust wellbeing initiative in place. What started with a focus on Mental Health First Aid Training has grown to include physical and financial initiatives as well, which aim to be supported by a Wellbeing Budget and Policy..”

HOTELSCOTLAND • 31

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32 • HOTELSCOTLAND

SHOWCASE

Highland Chic is an elegant family run business trading since 1982.

Specialists in soft furnishings and design.

CURTAINWISE CONTRACT DIVISION

All fabrics are flame retardant government accredited and certified to British Standards. Unique designers who will take control of the refurbishment.

Ideally suited to upmarket Scottish Hotels looking for a complete individual Highland experience.

30 years in business serving the Hotel Industry

Highland Chic (Claire Charles Designs) 8 West Moulin Road, Pitlochry PH16 5AD

Unit 1, Glaisnock Glen, Cumnock, Ayrshire, KA18 3BP Tel: 01290 420101 / Email: leanne@curtainwise.co.uk Web: wwwcurtainwise.co.uk

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e Janet.highlandchic@outlook.co.uk t 01796 4737 87 m 07984471315 Claire Charles Designs & Highland Chic

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HOTELSCOTLAND • 33

EVENTS

GRAMPIAN DINNER

HIT POETS LUNCH 2019

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While the HIT Poet’s Lunch took place at the Doubletree by Hilton Glasgow Central raising in excess £100K.

34 • HOTELSCOTLAND

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