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2026 Programme
09:40 – 10:25 Market Insights

Beyond the Horizon

A sharp, data-driven deep dive into the financial and economic currents shaping the UK hotel industry. The panel will unpack raw macroeconomic data, tying CPI changes and debt finance realities directly to RevPAR, ADR, and disposable guest spend.

Jeavon Lolay
Jeavon LolayLloyds Banking
Dave North
Dave NorthLloyds Banking
10:25 – 11:10 Operations

Frontline Fortitude

Hotel operators are caught in a pincer movement: skyrocketing supply chain and labour costs on one side, guests demanding flawless value on the other. This panel digs into asset management, smart cost-control, and building operational agility across diverse portfolios.

Julie White
Julie WhiteAccor
David Anderson
David AndersonAimbridge EMEA
David Hart
David HartRBH Hospitality
11:30 – 12:15 Leadership

The Modern Anchor

Managing a modern hospitality workforce demands a shift from old-school hierarchy to empathetic, visionary leadership. These industry standard-bearers explore how to inspire loyalty across multi-generational teams, foster open communication, and maintain personal mental resilience.

Christian Masters
Christian Mastersart'otel Hoxton
Caroline Gregory
Caroline GregoryThe Lovat Hotel
Simon Numphud
Simon NumphudAA Media Services
12:15 – 13:00 Events Market

The New Roar of MICE

The MICE sector looks radically different than it did a few years ago. From hyper-personalised retreats to tech-heavy hybrid conventions, this session uncovers what today's corporate planners actually want from a venue — and how to maximise yield per square foot.

Shonali Devereaux
Shonali DevereauxMIA
Varun Shetty
Varun ShettyThe Belfry Resort
14:00 – 14:45 Development

Blueprint for Growth

Despite tight credit markets, the appetite for strategic hotel development remains fierce. Brands and asset managers discuss the shift toward conversions, brand repositioning, and adaptive reuse over ground-up builds.

Tim Davis
Tim DavisPACE Dimensions
Gavin Taylor
Gavin TaylorClermont Hotels
Paul Blackmore
Paul BlackmoreHilton
David JM Orr
David JM OrrResident Hotels
14:45 – 15:30 Technology

Beyond the Buzzwords

AI is already driving revenue and plugging labour gaps. This panel cuts through the jargon to showcase how automated guest messaging, contactless check-ins, and predictive analytics can save thousands of labour hours.

DB
David BeersChoice Hotels
RBH
AI SpecialistRBH Management
CT
Canary PanelistCanary Tech
15:55 – 16:40 People & Culture

People First

Recruitment is tough, but retention is where the real battle is won or lost. Industry leaders share actionable advice on mental health initiatives, flexible working models, and defined career progression pathways.

Mark Lewis
Mark LewisHospitality Action
Suzanne Speak
Suzanne SpeakRadisson Group
16:40 – 17:05 Crisis Management

When the Custard Hits the Fan

In a 24/7 digital world, a single bad incident can escalate into a viral PR nightmare within minutes. A compressed, highly practical session delivering an actionable blueprint for emergency communication and brand protection.

CC
PR Leadership TeamCustard Comm.
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Home > Editor's Blog > Business Bites > Wetherspoons’ boss was right to withhold wages
Wetherspoons’ boss was right to withhold wages

Wetherspoons’ boss was right to withhold wages

In this episode we speak to Nico Tréguer, co-founder of Roberts and Treguer and The Culpeper Family. Nico spoke about founding the group alongside his longtime friend Gareth, having had a vision for bringing more nature spaces to cities, the planned extension of The Buxton in Spitalfields, and how the site’s storytelling engages guests and the local community, how the Culpeper Family’s core sustainability ethos helped it secure its B-Corp status and why hospitality has a responsibility to educate and innovate when it comes to sustainability.

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The media and the Twitterati have had a field day vilifying the founder and owner of pub chain Wetherspoons over his decision not to pay his staff in light of the coronavirus restrictions.

Tim Martin had sent an email to his 43,000 staff saying he could not afford to pay them in full, prompting protests online and off, claiming that he was ‘greedy’ and that he should ‘furlough’ the workforce instead of simply not paying them.

The obvious question to such idiocy is: pay them with what? 

Let me set out a few principles here for those who do not run businesses and may wonder about how certain decisions are arrived at in the boardroom. 

  • In order to pay staff, it is necessary that any company has cash at hand of an equal sum to the wages due
  • In order to continue to generate cash for future pay cheques, not just this one, any company must have customers continuing to buy its products or services
  • In order to survive a crisis involving the evaporation of these two things, as has happened in the last 14 days across the UK retail and hospitality sector, a business must minimise existing liabilities and certainly not take on new ones

Why do I use the word ‘liability’? For those who feel I have transgressed with a terribly passe (for our Google-shaped 2020 corporate culture) implication that employees are a financial liability just the same as any other supplier receipt or overhead, it is not them I am talking about. Though for the accountant, labour is undoubtedly an overhead like any other.

The liability of which I speak is chancellor Rishi Sunak’s so-called ‘bailout for businesses’, which does nothing of the sort. 

First, it was the Coronavirus Business Interruption Loans, which were already a croc of the proverbial in that they required businesses to take on unsustainable new debt that they have no hope of repaying even once the dust settles, so diminished will the economy be. These have been exposed even more so this morning as it emerged that the banks tasked with the £330bn of lending want personal guarantees from business owners, even though the government said it was underwriting the loans. That tells you all you need to know about what the City thinks of the Treasury’s prospects over the next six months.

Next, it was the ‘furlough’ scheme, already useless in that it requires the employees not to work during their furlough, and requires employers whose problem is a catastrophic lack of cash to produce wads of it and pay the wages. Oh, and wait to hear from the taxman on a rebate who knows when.

In this setting, does anybody really think Tim Martin is wrong to do what he did? You do not have to be a chairman or an accountant to see that no money in equals no money out – if Tim Martin’s employees want a job to go back to when the crisis begins to abate, then he is acting in the only way possible.

It does appear that he has backpedalled on wages now, to which the critics will say ‘Aha! So he did have the money!’ But alas, he has counterweighted his bowing to pressure on wages with an opposite and presumably equal moratorium on paying suppliers. How many times must it be said? No cash means no cash. Someone has to bear the brunt. His workers’ wages are now safe, but what about those people who work for his suppliers? 

But Tim Martin must be a millionaire with a business that size, perhaps another line of argument. Again, anyone with any experience of running a company will know that even large ones can run at a loss, the founder having secured his overdraft or debt facility against all his personal assets acquired during better times (if he ever enjoyed them), and so he has nothing to hand out personally. Not that there is a legal mechanism for him to do so.

So forgive me, but with a grotesquely inadequate package of nothingness from the chancellor, as far as small businesses are concerned, I’m with Tim Martin, against all the fatuous naysaying and grandstanding from people who have never had to find a wage bill in their life. He must retain cash where he can, because there is none coming in, and nowhere to go.

It may be disgraceful to try and prioritise the survival of the business over ‘’the honourable thing’, but if that’s true then only disgrace and dishonour will mean any jobs are left to return to once the restrictions are lifted. Right now, Sunak offers no alternative.

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