Operations


leisure bookers are undoubtedly being savvier with their budgets, and expectations are high. Hoteliers need to continually focus on their offering; people are still prepared to pay if the product and service is right.


BWH Hotels GB outperformed industry trends in meetings and events this year – do you expect that momentum to continue in 2026, and what will drive it? We do expect to see continued growth in this area next year. This will be driven by our venues team, tasked with increasing conversion rates from the initial enquiry stage. Additionally, initiatives such as Planners Advantage – our dedicated rewards scheme for meeting planners, event and group bookers, will continue to drive this growth. With fewer enquiries across the industry as a


whole, success will ultimately come from our strong relationships with partners built up over decades, responding quickly to enquiries and getting it right the first time.


Which strategic priorities will be most important for sustaining growth into next year? Key priorities for BWH Hotels GB in 2026 include strengthening brand contribution – delivering value to our hoteliers, as well as improving hotel quality, along with driving direct bookings at the lowest possible cost to our hotels. In order to do this, we need to maintain our collection of properties that current and future customers want to use again and again – building on our brand loyalty. We are focused on bringing new hotels into a brand where we have consumer demand that we cannot place in existing BWH properties, and extending the footprint of our brands. We are also continuing to invest in our digital


platforms, with our new website, along with an exciting transformation of our global loyalty programme to further boost bookings.


Are there market segments or regions where you see the strongest opportunities in 2026? We’re seeing strong opportunities in premium, spa and long-stay hotels, as well as in northern UK cities. We also expect to see loyalty initiatives continue to grow, benefitting all segments – especially corporate travellers.


How will digital, loyalty and sales initiatives launched in 2025 be built on or expanded next year? BWH Hotels’ Rewards programme has grown +18% year-on-year and now contributes 27% of branded hotel revenue here in the UK. In 2026, a


www.hmi-online.com


major transformation of the programme will focus on further growth, supporting independent hoteliers with powerful global tools for guest acquisition and retention.


With continued pressure on costs, how will your hotelier-led model help members stay competitive in 2026? By keeping distribution costs lower than OTAs, reinvesting profits into member support, and offering subsidised support and expertise for business-critical activities such as sustainability, IT security and procurement, we will remain competitive in 2026.


“What we’re seeing is independent hotels who can focus on value, quality and delivering unique experiences being best placed to thrive.”


Also, our award-winning marketing and digital


tools will continue to help optimise the booking journey and increase profitability for our independent hoteliers.


What is your outlook for new hotel additions to the portfolio in 2026, and what types of properties are you looking to bring on board? The focus for us in 2026 is adding more premium and spa hotels into the brand, to strengthen our appeal and meet demand for higher-quality stays. We’re also seeing demand for longer-stay properties along with city centre locations.


Are there any emerging travel trends you believe independent hotels should prepare for next year? Guests are increasingly seeking authentic, experience-led stays – something independents are uniquely placed to deliver. Wellness, sustainability, blended business-leisure travel and the use of AI in the booking journey are all trends gaining momentum. These shifts align well with the flexibility and local insight that independent hoteliers offer.


Finally, what does success in 2026 look like for BWH Hotels GB? For us, success means a larger and high-quality portfolio, stronger brand contribution and loyalty engagement, high levels of direct bookings and – most importantly – working with independent hoteliers who feel empowered and confident to compete in a challenging market. ●


9


Opposite: Tim Rumney, CEO, BWH Hotels GB.


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