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Radisson Blu opens flagship property at Shanghai Eastern Hub

Radisson Blu opens flagship property at Shanghai Eastern Hub

Reward your employees with a salary exchange on a new EV

Reward your employees with a salary exchange on a new EV

The Hideaway at Windermere brought to market for £1.5m

The Hideaway at Windermere brought to market for £1.5m

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.
Companies Joining Us
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Please contact Michael Northcott, Editor and Event Director, at mjn@mulberrymedia.co.uk.
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Home > Editor's Blog > Business Bites > Chlorinated chicken ain’t the way
Chlorinated chicken ain’t the way

Chlorinated chicken ain’t the way

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 European Union will insist that the UK retains the current ban on chlorinated chicken as part of any free trade agreement that might be struck by the end of this year. It taps into one of the most symbolic arguments made during the last three years by those who worry that the UK will slash regulatory standards as a way of finding a competitive edge against EU member states once we leave. For the uninitiated, the ‘chlorinated chicken’ refers to an industrial disinfectant process used widely in the United States, involving soaking raw chicken in chlorine to kill germs and then soaking it in another liquid that neutralises the chlorine and renders it non-toxic. 

It is a clever tactic from the EU because it will force the UK government to essentially say it is cool with a food process that is widely reviled by British people. They’re not just saying it for effect either: it has been inserted as a clause in the EU negotiating mandate (at the request of France), which will insist that the two sides commit to “health and product sanitary quality in the food and agriculture sector”. Further, it goes on to say in the same section that some pesticides, ‘endocrine disrupters’, and chlorine cleaning processes for poultry will not be allowed in the UK.

No 10, for its part, has insisted ever since Boris Johnson won his election victory that the UK intends to diverge on a number of areas, and some government figures have gone as far as saying that the ability to do so amounts to the entire point of leaving in the first place. Brace yourself – if you thought the Withdrawal Agreement process was fraught, this is going to be a real roller-coaster. 

Revolut, a digital banking app, has become the UK’s most valuable fintech start-up and is now valued at £4.2bn after Airbnb and a backer of Spotify injected some investment cash and sent its valuation soaring. The new valuation is more than triple what it was, and sends it well ahead of Monzo – arguably the better known banking solution among millennial consumers. Revolut managed to raise $500m (about £387m) in a funding round led by Technology Crossover Ventures, a US fund which backed some huge winners of the last decade including Netflix, Spotify and Airbnb. 

The company was only founded in 2015 and started life as a pre-pay card solution which acted as a free currency exchange to circumvent fees and inflated exchange rates. 

A US hedge fund has taken a big stake in Prudential and now wants it broken up into two separate companies. Third Point, which is led by an American billionaire named Daniel Loeb, has written to the insurance giant’s board saying that his fund has become the second biggest individual shareholder in the business with a nearly 5% stake. He wants the Asian and US divisions to be cleaved in two, and the request comes only a few months after Prudential spun off its European division and its fund management business into a new company which was listed as M&G on the London Stock Exchange back in October 2019.

It’s a funny old game, the world of big business investment, but it can often be boiled down to a simple notion of: what’s the best way of driving up the market value of the business? It’s why asset stripping takes place, its why companies choose to list on stock markets, and in this instance, it’s why Loeb wants the divisions broken up. He thinks PruAsia and Jackson, the names of the business operations in question have “distinct strengths” but do not derive any “discernible benefit” from existing under the same “corporate umbrella”. Loeb’s fund is notorious for what’s known as ‘shareholder activism’, where big investors buy chunks of companies and try to force strategy changes from outside the business with the aim of simply increasing the value of their own stakes. It’s like being a board member but without all that boring old responsibility for departments and staff. Indeed, Third Point summed up the aim perfectly with another line in the letter: it wants to “close the yawning gap between the current share price and intrinsic value”. Simple, then.

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