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2026 Programme
09:40 – 10:25 Market Insights

Beyond the Horizon

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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
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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.

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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
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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.

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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.

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Home > Latest News > Economy > Hospitality workers paid higher than mandatory living wage
Hospitality workers paid higher than mandatory living wage

Hospitality workers paid higher than mandatory living wage

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 average pay of a hospitality worker over 25 in June 2016 was £7.47 – 27p higher than the mandatory living wage which was introduced in April this year.

That’s according to data from Fourth Analytics, which looked at the hourly rates for thousands of workers across 4,000 hospitality businesses.

It found, since the introduction of the National Living Wage (NLW), the regional pay gap between London and areas north of the M25 has narrowed from 25p in 2014 to 2015 to just 10p in 2016.

Consequently, companies with operations outside of London have seen staffing costs rise more sharply, placing pressure on operating margins.

Furthermore, with the Living Wage Foundation indicating the need for a £1.15 London to regional pay gap, Fourth Analysts said the current position may no longer “remain tenable moving forwards”, causing London wages to rise, adding further pressure on companies.

The report claimed recent comments from a number of large pub companies, has indicated that advanced labour productivity software has helped them offset the impact of the NLW’s introduction and improve labour efficiency.

Other contributing factors include the flexible shift patterns of pub workers and the fact that under 21’s – who currently do not qualify for the NLW – make up 20% of the pub sector’s workforce, twice as many as the hotel, restaurant and quick-service sectors.

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The figures also reveal:

  • Gender differentials, with men being paid an average of £7.53 (in 2016), which is 1.9% more than women, who are paid £7.40, on average. This 1.9% pay gap between men and women in 2016 has remained the same from 2015, which was down from 3% in 2014.
  • In 2016, the sector with the largest gender pay gap in favour of men is restaurants. Additional demographic data shows that males make up over 75% of chefs and kitchen staff, so this slight imbalance can be attributed to employers compensating back-of-house staff for a lack of opportunity to earn tips with inflated wages, thus skewing the figures.
  • The second largest gender pay gap can be found in pubs and bars, followed by quick service restaurants with a minimal pay gap. Conversely women in the hotel sector, where there are substantially more job roles are paid an average of 26p more per hour than men.
  • Based on purely historical statistical trends, the actual average hourly wage could rise to as much as £9.45 by 2020 – 45p higher than the planned £9 (the new rate by 2020).
  • Average hourly rate for over-25s as of October 2015 (prior to national living wage announcement) was £7.04.

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Mike Shipley, analytics and insight solutions director at Fourth, said: “Our figures indicate that, with the exception of pubs, the industry is continuing to pay a premium wage above the living wage to attract high-quality staff.”

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