WELCOME TO THE FEBRUARY EDITION OF ONTRADE MAGAZINE!
As we step into the month love the hospitality industry continues to evolve, bringing fresh challenges and exciting opportunities.
In this edition, we feature an exclusive interview with Sacha Lord, the man behind Parklife amongst another successes who shares his insights on the current landscape, and why Manchester can be a blueprint for other cities across the uk on how local authorities can work in a collaborative and proactive way to successfully drive growth in hospitality and be the future of nightlife.
We also visit Cut Bothwell, exploring their approach to innovation and excellence in delivering a touch of class to the traditional steakhouse experience.
Alongside this, our industry experts from The Licensing Company, Nationwide Energy Consultants, and Maitre’D provide essential insights on licensing, energy efficiency, and technology solutions—helping businesses navigate an ever-changing market.
This issue is packed with valuable perspectives, expert advice, and thought-provoking discussions to support your success.
Enjoy the read!
As always STAY POSITIVE STAY COLLABORATIVE STAY TOGETHER
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SACHA LORD MANCHESTER’S NIGHTLIFE REVIVAL: A BLUEPRINT FOR THE NATION A CUT ABOVE WE TAKE A LOOK AT THE STUNNING CUT BOTHWELL AS THE VENUE PUTS ITS OWN TWIST ON A STAPLE IN A HISTORIC SITE BOARD... NOT IN LONDON
ONTRADE AWARDS 2025
VOTING IS NOW LIVE FOR THE ONTRADE AWARDS 2025
SEATON HOUSE WELCOMES NEWS OF 155TH OPEN CHAMPIONSHIP COMING TO ST ANDREWS
St Andrews, Scotland: Scotland’s newest five-star hotel has welcomed confirmation from the R&A that the 155th Open will make a triumphant return to St Andrews in 2027.
Seaton House, which is set to open its doors in March, is located near the first tee and 18th green of the iconic Old Course and will provide guests with a choice of forty-two (42) luxury bedrooms, including six (6) stunning suites and three (3) junior suites.
This will be the 31st time St Andrews has hosted the Open Championship and staff at Seaton House are eager to play their part in ensuring the global event’s return to the home of golf is the best Opern Championship yet.
Michael Davern, General Manager, Seaton House said: “The return of the Open Championship in 2027 is wonderful news for St Andrews - the home of golf.
“This is the place where Tiger Woods lifted the Claret
Jug for the first time at the turn of the century and where a record 290,000 fans came to see the drama unfold in 2022.
“All of us at Seaton House are humbled and honored to have the opportunity to play a small part in making what I am sure will be the biggest Open Championship ever a resounding success.
“There is truly something magical about St Andrews and everyone working at Seaton House will play a crucial role in creating a memorable experience for those visiting the region to witness history being made at the 155th Open.”
Seaton House offers 5-star luxury hospitality, and a range of dining options across its bar or restaurants, The Board Room and Ondine Oyster & Grill, in the heart of St Andrews and is just a five-minute walk from the town’s many historic attractions, artisan shops, cosy cafes and fine dining experiences.
SCOTS TECH FIRM IN RECORD HALF MILLION BOOKINGS
A Scottish firm has targeted increased global share in hospitality technology after its property management system processed nearly half a million room bookings in 2024.
Annual reporting analysis by Hop Software also showed over £170m worth of hospitality transactions being driven through its systems last year - the highest since it started trading in 2017.
Despite challenges in the hospitality sector, the firm founded by Highland hoteliers, has now set its sights on accelerated growth in 2025, in UK and international markets.
The data report comes as Hop prepares to integrate automated room pricing within its new booking engine through an eye-catching partnership with award winning revenue management firm, roompricegenie.
The integration will enable hotels and accommodation
providers to benefit from the booking engine’s capacity to automatically alter room prices, up or down, depending on demand. Roompricegenie has a strong sector reputation having overseen a 22% rise in revenue for its hotel customers by charging more for bedrooms at times of peak demand and less when there is reduced need.
Hop is also introducing two further new integrations into its award winning property management system following a listening exercise with customers.
A new solution to organise rotas for hotel staff and a customer Loyalty Scheme offering are set to be launched shortly through integration partnerships with rotaready.com and Inspire Loyalty.
Hop believes it is progressive partnerships such as these which will attract more new customers within hospitality- and fresh records for transactions through its systems.
NEW EVENT TO SHOWCASE SCOTTISH FOOD & DRINK TO MAJOR UK BUYERS HIT The Bard
What a spectacular evening celebrating Scotland’s national bard! Guests were transported back in time with a stunning 18th-century street scene crafted by the talented students of Ayrshire College. The atmosphere was brought to life with incredible performances from Hollie Devlin and the Maybole Pipe Band, setting the perfect tone for a night of tradition and celebration.
A huge thank you to our brilliant host, Billy Kirkwood, and Stuart Brodie for his inspiring Toast to Burns. Special recognition also goes to the Ayr Grammar P7 pupils, Dalidh Tide and Sofia Brown, for their passionate Address to the Haggis, and to Sheila Gilmore for her heartfelt Toast to the Laddies. We’re also so grateful to the Ayrshire College students and Hub International apprentices for their hard work behind the scenes, as well as our dedicated committee, generous sponsors, and prize donors who made the evening possible.
Burns Night was truly celebrated in style – thank you to everyone who made it so special!
Showcasing Scotland UK, a new event delivered by Scotland Food & Drink on behalf of the Scotland Food & Drink Partnership, will bring together 80 Scottish producers for a series of intense speed-dating style sales meetings with 80 influential UK buyers from retail, wholesale, foodservice, and hospitality.
The event will take place on Wednesday 14 May 2025 at the Doubletree Hilton in Glasgow, with a dinner for attendees to network and meet buyers informally the night before.
Showcasing Scotland UK is part of a family of Showcasing Scotland events led by Scotland Food & Drink that opens doors to unparalleled commercial opportunities for food and drink buyers and Scottish suppliers at home, in the UK and on a global scale. This family of events includes Showcasing Scotland Global, Showcasing Scotland UK, Showcasing Scotland Regional and Showcasing Scotland Local.
Industry body, Scotland Food & Drink, identifies a £1 billion growth opportunity for Scottish producers
in UK markets within its national strategy,Sustaining Scotland. Supplying the World. The Showcasing Scotland UK event aims to help businesses take advantage of that growth opportunity by offering Scottish suppliers a range of commercial opportunities on a national scale by bringing sellers and buyers together to do business.
A wide range of key decision makers will be in attendance, from specialist retail groups and foodhalls, to major supermarkets, caterers and hoteliers, to online operators and national wholesalers.
All sectors of Scotland’s food and drink scene will be represented, with SALSA and BRC accredited businesses invited to apply to attend.
Showcasing Scotland UK is the first event in a new ‘Showcasing’ series which will be complemented by several Showcasing Scotland Local events being held across the country between January and April this year*.
This event is building on the success of the global event which took place in March 2024, by evolving the offering to create an engaging event for UK buyers that Scotland Food & Drink works with and partnering them with suppliers looking to expand their reach in this market.
SACHA LORD
MANCHESTER’S NIGHTLIFE REVIVAL: A BLUEPRINT FOR THE NATION
For a city region represented by the worker bee, it is true to say that Greater Manchester is buzzing.
In what I would call the most difficult circumstances for business since the height of Covid, we have been lucky to see some of our best restaurants acknowledged by Michelin, new bar concepts take shape and thrive, and new live music venues such as Co Op Live come to fruition.
The energy surrounding the region is palpable, investment is at an all time high and the local economy is steady among the nationwide turbulence. We’ve been named the “night-time capital of the UK” by The Sunday Times and ranked eighth in Time Out’s World Best Cities for Nightlife, surpassing global destinations like Budapest, Taipei and Buenos Aires. The Evening Standard even hailed our hospitality sector as the “engine” of the city’s post-Covid recovery.
But this didn’t happen by accident - it’s the result of a conscious near decade-long effort to cultivate and nurture a thriving night-time economy, one that prioritises culture, safety, diversity and accessibility.
In 2018, recognising the immense value of our nightlife, I was lucky to be appointed by Mayor of Greater Manchester, Andy Burnham, as the cityregion’s first-ever Night Time Economy Advisor. Whether myself or someone else, I believe the inception of this dedicated role, focused solely on the unique needs of this vital sector, has been instrumental in the success.
Burnham’s commitment to bringing in expert advisors is a refreshing departure from traditional politics.
Unlike many in Westminster who often put individuals with limited industry knowledge in charge of key areas - which then leads to short-sighted policy shifts and U-turns - Burnham has openly acknowledged that he simply cannot be an expert in every field. By appointing figures like Dame Sarah Storey and Chris Boardman for active travel, Diane Modahl for youth engagement and myself for the night-time economy, he has been able to ensure that Greater Manchester benefits from deep, real-world expertise. This inclusive approach fosters more informed decisionmaking and the results speak for themselves across multiple sectors in the region.
Since the appointment, together we have championed a range of initiatives designed to enhance the overall experience for both residents and visitors.
Safety has, of course, been a paramount concern. We’ve worked closely with the police and local businesses to implement strategies that ensure a secure and welcoming environment for everyone, and this included liaison with police forces to ensure we are all working to the same objective. This has seen increased police presence in key areas, improved street lighting, the implementation of safety initiatives across venues, such as Ask Angela, and closer discussions and insight into new venues to keep residents and party-goers as safe as possible.
We have recognised that a 24 hour and affordable transport system is crucial for a thriving night-time economy. In one of my first night time operator meetings, I was told of female staff who were
“The energy surrounding the region is palpable, investment is at an all time high and the local economy is steady among the nationwide turbulence. We’ve been named the “night-time capital of the UK” ”
forced to walk home after midnight due to the lack of transport available, and so a focus on improving transport links has been a priority. This means later running trams and the introduction of night buses, ensuring that both staff and punters can easily travel to and from bars, clubs and restaurants without relying on expensive taxis or facing long, potentially unsafe, walks late at night.
But a truly successful night-time economy is not just about safety and convenience; it’s about creating a rich and diverse cultural landscape that caters to a wide range of tastes and interests.
We’ve actively promoted cultural events and festivals, supported smaller, independent businesses and encouraged the development of unique and innovative venues. This has helped to create a vibrant and eclectic mix of offerings, from live music and theatre to entertainment bars to pop-up dining experiences.
The numbers speak for themselves. Day visitors to Manchester spend an average of £78 per visit
while staying visitors spend £237 per night. It is the third most visited city in the UK by international tourists and our night-time economy is a significant contributor to this success. It’s clear that it is a powerful engine for economic growth, generating jobs, attracting investment and boosting the city region’s overall profile.
But while Manchester celebrates, the national picture is concerning. Pub closures are accelerating with over 400 shutting their doors in 2024 alone, crippled by rising costs, sky high inflation, a tightening in consumer pockets, and burdensome regulations. Independent pubs - the heart and soul of many communities - are particularly vulnerable. A staggering 25% are at risk of closure and a bleak 80% are expected to be unprofitable due to the perfect storm of escalating operating costs and reduced consumer spending.
This has to be a wake-up call, and a warning which we are constantly delivering to Westminster. We need a national shift in how we support our hospitality sector as we cannot survive with sweeping business policies
and such little understanding of the impacts these have on our important sector.
We can also evidence first hand how our “Manchester blueprint” of dedicated advisors with deep industry experience really can bridge the gap between businesses, policymakers and communities, driving positive change and sustainable growth. Advisers can provide a vital voice for their sectors, ensuring that their unique needs are understood and addressed at the highest levels.
We also need stronger collaboration across the sector. Pubs, bars, restaurants and nightclubs must work together to create vibrant destinations that attract customers. While there are clear struggles, we must be realistic that there are success stories that should be celebrated. As local authorities, night time teams should be sharing best practices, pooling resources, reviewing areas holistically rather than always purely looking at individual premises and coordinating marketing efforts to create a cohesive and compelling offering for their regions. This could include flexible
licensing policies, streamlined planning processes and initiatives to promote cultural events and festivals relevant for the location.
We cannot let the lights go out in our pubs, clubs and cultural venues and the future of our hospitality industry depends on knowledge and learning from previous mistakes. We believe there is an opportunity to learn from Greater Manchester’s success, embrace innovation, and work together to build thriving nighttime economies across all cities and towns and even rurally. This means investing in our cities and towns, creating safe and welcoming spaces and supporting the businesses that bring life and vibrancy and jobs after dark. It’s about recognising the immense social and economic value of a thriving night-time economy and working together to ensure its long-term viability.
Let’s create a UK night-time economy that we can all be proud of, one that enriches our communities, boosts our economies - regionally and nationally - and showcases the very best of British hospitality.
UK ENERGY RESERVES RAPIDLY FALLING
The energy price spike from mid-December has continued through January. The gap between electricity and gas continues to widen reflecting dwindling gas reserves. UK gas reserves fell from 49% of capacity to 30% between the 10th to 24th of January. Europe’s gas reserves are at 58% currently.
WINTER OUTLOOK
European gas storage levels are declining more quickly than expected. The increase in commodity costs reflects Europe offering a premium over Asian markets to secure further LNG supplies
KEY TRENDS IN THE COMMODITY MARKET
• Despite the pro-gas stance of President Trump and plans to rapidly expand US exports. The position in the short term is driven by supply and demand pressures.
• While again the Trump influence means a resolution to conflicts in Israel & Gaza and between Ukraine & Russia, appears closer no change in the supply side has occurred yet.
• Given the need for increased gas purchases this summer to restock storage, prices for this summer remain higher than next winter.
COST OUTLOOK
Businesses cannot assume that the coming summer will translate into lower commodity and contract costs. The importance of budget certainty is key. If prices are currently affordable – is it better to lock in now, rather than wait for prices to fall, only for them to go higher still?
Another factor is supplier choice and the need to understand the service provided. We recently lost a customer who opted to go with an alternative supplier as they were slightly cheaper than our recommendation. This supplier was recently ordered by Ofgem to make significant changes to its practices and pay a £1.65M penalty. Unfortunately, competitive contract rates do not adequately compensate for poor customer service and harsh T&Cs.
Businesses facing contract renewal must carefully weigh the need for cost certainty against the possibility of future price reductions. The value of comprehensive advice, which evaluates the merits and risks of different supply options, cannot be overstated in ensuring the best outcomes for businesses.
Mark McCormack, Nationwide Energy’s Scottish consultant can explain the key features of different supplier contracts alongside a market review and updates on available prices. He can also support any operators struggling to pay current rates or are at risk of default.
Nationwide Energy’s field consultants and renewal advisors can explain the key features of different supplier contracts alongside a market review, and updates on available prices. We can also support any operators struggling to pay current rates or are at risk of default.
• Graph produced by Cornwall Insight in conjunction with Drax Energy Solutions 24/01/25
A CUT ABOVE
WE TAKE A LOOK AT THE STUNNING CUT BOTHWELL AS THE VENUE PUTS ITS OWN TWIST ON A STAPLE IN A HISTORIC SITE
CUT, Bothwell, Steak house is a stunning bar and private dining venue in the picturesque village of Bothwell just outside Glasgow which has been open since April 2018 and housed in the historic
in 1860.
Silverwells Sandstone building erected
Offering the best of British beef, each cut is selected from premium butchers, dry aged and cooked to order on the chargrill with sides that are are decadent and classic, the perfect pairing to your selected Cut.
Consistency, maintaining their ethos of quality beef and produce cooked and served simply and classically with an American twist they have worked hard to maintain a core team that has built lasting relationships with customers.
Taking on feedback from staff and customers to aid development and improvement of the customer experience which is truly unique the venue has a vibe that is both welcoming and elegant.
With challenges like Covid, cost of living, fluctuation of price of produce, changes in the way people eat and drink retaining and training part time staff have been experienced like many in the industry however Cut Bothwell has excelled in putting customer experience first and delivering quality.
They spend time ensuring the positive experience starts from the booking, from several booking options, selecting your favourite table, celebration plates and guest notes to ensure they provide a personalised experience. They also spent time curating the music, scents and surroundings to ensure an enjoyable and
memorable experience for customers that all contribute to the relaxed dinning experience.
By allocating specific roles to the staff team to ensure all bases are covered and there is consistency throughout the customer experience this provides a team ethos to the well oiled machine that insures the policy is to ensure a senior member of staff contact with all customers at least once to allow the opportunity for feedback.
Respect had to be paid to the iconic building, where they have clearly spent time with with their design team to ensure they were sympathetic to the existing features of the building all while making it comfortable and user friendly. The décor matches the high level of service and food they offer.
The dining and drinking experience is a holistic one ; including food, beverage, service and design. They believe customers enter the building and have an appreciation for the money, time and detail in the décor and design.
We look forward to the venue launching their spring / summer cocktail menu with the opening of our outdoor deck area and bringing back their very popular Cut Brunch.
Since our humble beginnings nearly 70 years ago when the Company was founded by Bobby Lynas, Lynas Foodservice has been dedicated to one word, Service.
The aim is simple, to serve our customer with the best product and the best service we can provide.
We deliver to over 5,000 independant and chain customers every week throughout Ireland and Scotland. Our customers come from right across the catering spectrum so with our extensive range we will have the right product to suit your needs and your business.
Contact us today to find out more and arrange a visit with one of our experienced team.
We are here for you.
BOARD... NOT IN LONDON
n the heart of London’s West End, at 213-215 Tottenham Court Road, lies a unique attraction that has redefined immersive entertainment: Monopoly Lifesized. This innovative venue brings the classic board game to life, offering participants an 80-minute adventure across a sprawling 15m x 15m game board. Here, teams navigate iconic properties, engage in themed challenges, and vie for dominance in a dynamic, real-world setting.
A NEW DIMENSION OF GAMEPLAY
Monopoly Lifesized transcends traditional gaming by placing players directly onto a life-sized board. Teams, each guided by a dedicated human token, roll oversized dice and move through spaces representing beloved London locales. To acquire properties, participants must collaborate to complete a variety of challenges ranging from physical tasks to intricate puzzles each reflecting the unique character of its corresponding property.
DIVERSE BOARDS FOR VARIED EXPERIENCES
The venue offers four distinct boards, each with its own theme and set of challenges:
A Luxury Board: Experience the opulence of Mr. Monopoly’s world, from bidding in high-end auctions on Bond Street to testing your luck at Coventry Street’s casinos.
A Classic Board: Delve into the traditional Monopoly experience, tackling tasks like solving crosswords on Fleet Street or deciphering codes in Whitehall.
A City Board: Embark on a nocturnal journey through modern London, dancing on the Strand or performing in a West End musical on Tottenham Court Road.
A Classic: Own It All Board: Engage in a competitive race to dominate the board, facing challenges such as cracking riddles in Downing Street or executing art heists in Knightsbridge.
Each board is designed to provide a unique and immersive experience, encouraging repeat visits to explore new adventures.
BEYOND THE GAME
Complementing the gaming experience is The Top Hat Bar & Restaurant, a venue inspired by the classic Monopoly board. Here, guests can indulge in a menu that pays homage to London’s rich culinary heritage, making it an ideal spot to relax before or after the game.
A MUST-VISIT ATTRACTION
Monopoly Lifesized has quickly become a standout destination in London’s entertainment landscape. Its blend of interactive gameplay, theatrical storytelling, and the thrill of competition offers an unparalleled experience for families, friends, and corporate groups alike. Whether youre a lifelong fan of the board game or seeking a novel adventure in the city, Monopoly Lifesized promises an unforgettable journey through the streets of London like you ve never seen before.
MARRIOTT CELEBRATES RECORD NUMBER OF ROOM OPENINGS IN 2024
In December 2024, Marriott announced the expansion of its outdoor-focused lodging offerings through two founding deals in the outdoor lodging segment
Marriott International has revealed it has had a strong year of growth with a record 123,000 gross room openings in 2024.
The company also had a net room growth of 6.8% for the full year 2024, with over 577,000 rooms in the company’s development pipeline at year-end.
In 2024, Marriott signed a record of over 1,200 deals with owners, franchisees and developers, representing nearly 162,000 rooms globally.
Marriott stated that 34% of its 2024 room signings came from conversion opportunities.
Its luxury portfolio of seven brands now comprises 658 hotels, resorts and branded residential properties, spanning 74 countries and territories.
In 2024, the company signed a record number of 61 deals for luxury hotels and resorts, closing the year with 266 in the pipeline.
Marriott continued to strengthen its footprint across the EMEA region, growing its pipeline to 596 properties representing 104,731 rooms at year-end.
In December 2024, Marriott announced the expansion of its outdoor-focused lodging offerings through two founding
deals in the outdoor lodging segment.
The deals include the acquisition of the Postcard Cabins brand, formerly known as Getaway Outposts, and the execution of a long-term agreement with Trailborn.
Anthony Capuona president and CEO, Marriott International, said: “2024 was a year of incredible growth for Marriott, as we celebrated regional milestones, segment entries, brand expansions, market debuts, and more.
“As we maintain our focus on the company’s purpose of connecting people through the power of travel, I couldn’t be more excited about the work our global teams are doing to drive growth and innovation, create best-in-class experiences for our guests, and deliver strong results for our owners and franchisees.”
Leeny Oberg, chief financial officer and executive vice president, development, added: “We are thrilled to continue our innovation journey with world-class owners, franchisees, and developers to meet the needs of every traveler and trip purpose. As we continue expanding and enhancing offerings for our development stakeholders and guests, we are immensely proud of the breadth and depth of our industryleading portfolio that delivers new travel opportunities around the world.”
ONTRADE AWARDS 2025
Voting is now live for the Ontrade Awards 2025.
To nominate your fave in the following categories simply email your nomination to INFO@TOPGUNMEDIA.CO.UK
The categories:
Venue of the year
Hotel of the Year
Restaurant of the Year
Casual Dining Venue of the Year
Cocktail Venue of the Year
Night time Venue of the year
Live Music / Gig Venue of the year
Niche / Emerging Brand of the Year
Social Media Engagement Award
Customer Service Award
Industry Champion
Hospitality Engagement Award
FEEL THE BUZZ
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LICENSED TRADE BUSINESSES HAVE A CHALLENGE NOT ONLY TO GET GOOD STAFF BUT TO RETAIN STAFF
There are several ways to reward employees including salary sacrifice to allow them to pay less tax, clear and attainable promotion prospects, and a good working environment where employees feel valued. The different ways to award employees within a business can depend on the business structure.
SOLE TRADER STRUCTURE:
People often misunderstand the sole trader structure, including whether and how a sole trader contracts with third parties, including employees. To bust the myth that a sole trader cannot employ people, a sole trader can have employees, but it is more difficult in that structure to reward employees. They can benefit from bonuses and salary sacrifice but cannot be given a cut of the business as there is only one owner – the sole trader themselves. Sole traders have unlimited liability, so the sole trader is personally liable for all of the debts and obligations of the business. That puts personal assets, such as personal wealth, family home and similar, at risk. The easiest way to award employees by giving them an opportunity to ‘own’ part of the business would be to go from a sole trader to a partnership.
PARTNERSHIP STRUCTURE:
A partnership is basically two or more people coming together to run a business, generally for profit. Employees could be offered a position as a partner in the partnership. Operators immediately think they are then giving away ownership and voting in the business but that need not be the case. In a traditional partnership structure, a partner’s rights can be restricted by giving them a share of the business. This could be without voting rights or with restricted voting rights. The day-to-day control of the partnership can then remain with original/senior partners, but the
employee at least feels they are a much larger part of the business. The downside of a traditional partnership model, which can make it less attractive to employees, is the fact there is unlimited liability. All partners are liable for the full debts and liabilities of the partnership. Employees may not want to take that risk. That leads on to the LLP – limited liability partnership.
LIMITED LIABILITY PARTNERSHIP STRUCTURE:
A limited liability partnership (‘LLP’) means partners are not liable for the complete debts and obligations of the partnership as this liability is restricted. An LLP is a very popular model for professional services, such as financial advisers, solicitors, accountants and similar. It is probably less popular for general business operators but is used where a business converts from a traditional partnership to an LLP and the operators want to keep the partnership structure but limit liability. This is most often seen in family and owner operated business where the members of a partnership no longer want the risk of unlimited liability and transfer the partnership assets into a limited liability partnership. That means if there was an issue with the business, as long as the business transfer has been done properly, the operators be protected under the new limited liability structure. That takes away the risk of losing personal property and assets. A limited liability partnership requires to be registered at Companies House. That means some information is public. It
must have a formal constitution and two members who assume responsibility for compliance and admin requirements. Just as with a sole trader and traditional partnership, an LLP can employ individuals. If employees are then to be appointed as partners, the voting and any monetary reward can be designated by the senior/main partners. Monetary reward need not be an equal split of profit.
This could be based on work/income generated, seniority or a number of other criteria. Voting can also be weighted and the partnership, agreement and/ or constitution will detail this. If this is proving too complex, by far the easiest business model to reward employees is a limited company.
LIMITED COMPANY STRUCTURE:
A limited company is divided into directors, who run the business, and shareholders, who own the business and benefit from the profit. While someone can be a director and shareholder, that is not necessary. Employees can therefore be given shares in the business. Shares have three main benefits which are voting, dividends, and capital. The benefit of a limited company is shares can be tailored. Shareholders need not be given voting or capital rights, and any dividend could be based on targets or at the discretion of the directors. This incentivises employees to ensure the business performs well enough to reach the profit levels necessary to trigger them receiving a dividend
(it is generally more tax efficient to give dividends rather than taxed employee bonuses, but tax advice should be sought). Shares can also be restricted so they are only held by the employee for the duration of their employment. As soon as the shareholder ceases to be an employee, whether they hand their notice in or are required to leave, the shares go back to the company for no consideration (in other words, at no cost to the company). Restrictions can also be placed on the shares to avoid the employee trying to transfer the shares to family, friends or other third parties. That protects the business structure and the business owners.
WHAT NEXT?
It is not difficult to restructure a business from a sole trader or traditional partnership to a limited liability partnership or on to a limited company. If it is done properly, it need not be a costly process and the change from an entity with unlimited liability to one with limited liability should protect the operators, partners and owners. Employees can be rewarded with a reasonably low cost and risk to the business.
Contact Joanna at The Licensing Company today for a free chat on your structure, low risk ways to incentivise employees with business ownership/shares, or for a free business review.
EMPOWERING RESTAURATEURS TO DO MORE WITH LESS IN 2025 MADE TO ORDER
As the new year unfolds, UK hospitality businesses are diligently reviewing their budgets. This period prompts critical questions: Are current expenditures delivering value? Are there more cost-effective solutions available? What strategies are my competitors adopting?
In an industry marked by rapid change and significant challenges, finding the right answers to these questions is more pressing than ever. Businesses must not only manage rising costs but also stay agile to meet evolving customer expectations and competitive pressures. By examining current practices and exploring innovative solutions, the UK hospitality sector has the opportunity to transform challenges into growth opportunities.
Understanding the Current Market Landscape
As of January 2025, the UK’s restaurant industry is experiencing a complex blend of growth and challenges. The market size is projected to reach £48.6 billion this year, indicating a steady expansion. 1
However, the sector faces ongoing pressures, including inflation and rising operational costs. In 2025, UK businesses are grappling with increased energy prices, higher wages and supply chain disruptions. To remain financially viable, businesses are required to adopt efficient and cost-conscious solutions.
In response to these challenges, several notable trends have emerged. A significant focus on sustainability has led restaurants to adopt ecofriendly practices, such as farm-to-table menus and zero-waste kitchens, aligning with consumer demand for sustainable dining options. 2
Technological integration is also transforming the sector. The adoption of cost-effective POS systems allows businesses to optimise operations while staying within budget, reduce waste and errors, and provide personalised services. For instance, features like inventory management and real-time menu updates allow for efficient order handling and improved customer satisfaction. 3
Evaluating POS and Payment Processing Solutions
A critical area for potential savings and efficiency is the Point of Sale and payment processing systems. According to industry data, POS software subscriptions can range from free basic plans to premium packages costing over £300 per month. Hardware expenses also vary, with countertop terminals or full time systems ranging from £250 to over £1,000. 4
DELIVERING COMPREHENSIVE VALUE
For over 25 years, Maitre'D has been helping UK restaurateurs navigate the unique demands of the hospitality industry, providing tailored, allencompassing solutions for businesses of all sizes. In a climate where cost management and operational efficiency are paramount, our POS systems stand out as a reliable and affordable choice.
Features for Operational Efficiency
Our systems are designed to do more than just process transactions. Maitre’D POS integrates seamlessly into your daily operations, offering advanced features like detailed sales analytics, take away and drive-thru ordering modes, and inventory management. These capabilities help businesses minimise waste, improve order experiences, and make data-driven decisions that enhance profitability. Moreover, our user-friendly interface ensures quick adoption by staff, reducing training costs and downtime.
Affordable and Scalable Pricing
Affordability is at the heart of our solutions. With pricing starting at only £39/month, Maitre’D offers flexible pricing structures that cater to your specific needs, whether you’re running a small café or a large restaurant chain. By combining high functionality with competitive pricing, we help you achieve greater value for every pound spent. Our commitment to affordability doesn’t compromise on quality; you can count on robust support, software updates, and a reliable system that evolves with your business.
Transparent Payment Processing Solutions
Additionally, both our standalone and integrated payment processing solutions are designed to save you money while delivering a seamless customer experience. With transparent transaction fees and customisable payment options, Maitre’D ensures that your business retains more of its hard-earned revenue.
A TRUSTED PARTNER FOR YOUR BUSINESS
Maitre'D goes beyond offering a POS system; we deliver a partnership. Our dedicated support team works closely with you to tailor our solutions to your specific needs, ensuring that your business can adapt to market changes with confidence. This holistic approach empowers you to focus on what truly matters—delivering exceptional service to your customers while maximising your operational efficiency and profitability.
As you navigate the complexities of 2025, let Maitre'D be the cornerstone of your business’s success.
Let us build a more prosperous and efficient 2025 together.
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HOSPITALITY SITES HOLD STEADY IN 2024 BUT Q4 CLOSURES SHOW COSTS ARE BITING
Britain’s pubs, restaurants and hotels overcame widespread challenges to end 2024 with virtually the same number of premises as 12 months earlier, the new Hospitality Market Monitor from CGA by NIQ and global consulting firm AlixPartners shows.
The study tracks Britain’s ‘licensed’ hospitality sector – a wide range of licensed venues spanning a variety of operating outlet including pubs, bars, restaurants, cafes, nightclubs, fast-food outlets and hotels.
The exclusive report shows a total of 99,120 outlets operating in December 2024, compared to 99,113 in December 2023. It represents a year of solid consolidation after contraction in both 2022 and 2023, when the licensed sector shrunk by 4.5% and 2.9% respectively.
However, the year-on-year comparison disguises substantial churn in hospitality, as many venues changed hands and some group-owned units switched to new trading formats. There were 4,078 closures and 4,085 openings over 2024—a turnover equivalent to 11 venues a day.
Closures accelerated in the final quarter of 2024, the Hospitality Market Monitor reveals, in what is hospitality’s busiest time, due to mounting cost pressures and changing consumer habits. Site numbers contracted by 0.7%between October and December—an average of just over 8 net closures per day—as cost pressures mounted and some consumers tightened their spending. This last quarter contraction means 748 venues were lost in the three-month period, and if this trend were to continue, annualised it would represent a net loss of nearly 3,000 venues.
The latest findings show encouraging trends for pubs, bars and sports and social clubs. While the number of food-led venues has fallen by 0.7% year-on-year, total drink-led sites have risen by 0.5%. Independently-run food-led sites have been particularly robust, with growth of 1.0% in 2024 compared to a 3.2% drop in the number of food-led venues run by multi-site groups.
Karl Chessell, CGA by NIQ’s director - hospitality operators
and food, EMEA, said: “Given all the challenges that were thrown at hospitality in 2024, stability in site numbers shows the impressive resilience of operators. However, we continue to see a rapid churn of sites as the sector adapts to consumers’ changing habits, while hundreds of net closures in the final quarter of the year emphasise that the burden of costs—made even heavier by the Autumn Budget—is threatening hospitality’s fragile renewal. The long-term confidence of leaders, entrepreneurs and investors is solid, but January has already brought further closures of venues that clung on through Christmas. With economic uncertainty lingering, many more hospitality venues remain extremely vulnerable.”
Graeme Smith, AlixPartners’ managing director, said: “The sector has learnt how to operate in tough times over the course of the past few years, and there is a sense that this ability will be tested again this year, becoming more important than ever. The changes to the national minimum wage, national insurance and business rates will render many marginal sites unviable and cause businesses to look at how to right-size their operations for this new environment.
“While we expect the consumer outlook to improve and M&A to build as we move further through the year, a significant number of businesses will remain vulnerable. The turnover of sites will continue too, we expect, as operators increasingly focus on core operations, close ancillary sites and reassess opening pipelines. Restructurings and rescue deals will be an inevitable and necessary feature of this stage in the business cycle.
“In the face of this disruption, it is vital that businesses define the key actions they need to be taking – and where they need to be taking them – in order to mitigate the additional costs facing the industry.”
