With snow and a deep chill forecast for Northern Ireland, Nando’s is turning up the heat in homes with the arrival of Extra, Extra Hot new guest spice.

The brand new heat level, which will have hot-heads rejoicing and Lemon & Herb devotees quaking in their boots, will take the top spot on Nando’s Scoville scale equivalent – the PERi-ometer.

The PERi-ometer

For those willing to turn up the heat, the brand new spice can be added – as with all other heat levels – to an extensive list of menu items, from Nando’s famous PERi-PERi chicken to The Great Imitator, its first ever plant-based alternative.

Nando’s hottest ever spice, Extra, Extra Hot, will be available for fans of PERi-PERi to get their spicy fix from 26^th January via Delivery and Click & Collect.

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The Large Tourism and Hospitality Business Support Scheme (LTHBSS) will provide support to large businesses in these sectors which have been significantly impacted. The scheme will provide additional financial support to help these businesses meet fixed costs and overheads associated with the survival of their businesses and the protection of jobs.

Fixed cost outlays

The Minister said: “Large businesses within the tourism and hospitality sectors have endured considerable fixed cost outlays throughout the pandemic. Furthermore, they have not been able to avail of funding from either the Small Business Support Grant Scheme or the Business Support Grant Scheme for the Retail, Hospitality, Tourism and Leisure Sectors which was made available to smaller firms to assist with unavoidable fixed costs.

“Therefore this scheme will provide support to large businesses within some of our most important sectors to help them meet the fixed costs and overheads that they need to keep their business going and to protect jobs.”

LTHBSS will be open to businesses that have a total Net Annual Value of £51,001 and above which meet the following criteria:

1. The business is named within the Health Protection (Coronavirus, Restrictions) (No.2) Regulations (Northern Ireland) 2020ANDThe business is eligible for the Localised Restrictions Support Scheme (LRSS);
2. The business is operating in Northern Ireland and was trading immediately prior to 16 October 2020.
3. The grant payment paid to businesses should not exceed the maximum levels of State aid permitted under the Covid-19 Temporary State Aid Framework.
4. Businesses which have failed to comply with a prohibition notice under regulation 7 of The Health Protection (Coronavirus, Restrictions) Regulations (Northern Ireland) 2020(b)) would not be eligible for support under the scheme.

Tiered payment support scheme

The Department has identified over 250 eligible businesses in Northern Ireland with a total NAV of £51,001 or more. It will follow a tiered payment support structure ensuring that businesses with higher NAV’s receive a higher payment reflecting higher fixed costs The scheme will make a one-off payment based on weekly amounts of between £2,400 and £41,900 depending on an individual business’ NAV.

Eligible businesses will receive a single grant payment based on the relevant weekly amounts – eight weeks of support for the period of restrictions to 11 December 2020 (10 weeks in the case of businesses located in the Derry City and Strabane District Council Area) PLUS six weeks of support the period of restrictions from 26 December 2020 to 6 February 2021.

For example, businesses where the NAV is £51,001 to £60,000 will receive £2,400 per week. This will increase to £2,900 per week for businesses where the NAV £60,001 to £70,000 and £3,400 per week for businesses where the NAV is £70,001 to £80,000. This pattern continues up to a NAV of £600,000.

Eligible businesses will be contacted

From £600,001 onwards the NAV bands are widened to £100,000 with increments of £2,500. For example, £31,900 per week for a business with a NAV of £600,001 to £700,000 and £34,400 per week for a business with a NAV of between £700,001 and £800,000. Finally business where the NAV is £1,000,001 or greater will receive a maximum of £41,900 per week.

The Department will contact eligible businesses to provide an application form (with a unique application number). Once the application form has been fully completed and returned with the required supporting evidence, it will be assessed and a grant payment will issue in March.

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The pandemic has caused an accelerated shift in consumer habits and brand activity, driving a decentralisation of luxury and making it irrevocably accessible to consumers.

Indulgences

Despite a recession in consumer spending caused by the covid-19 pandemic, patterns revealed within the William Grant & Sons Trending 2021 Report indicate a widespread adoption of elevated brand experiences and considered indulgences.

Data indicates radical shifts in routine and work patterns, decreased social spheres, and the increased adoption of ‘local’ values has resulted in trends towards individualised luxury experiences with an infinitely extended reach.

Perceived ‘exclusivity’

For centuries, the value of luxury has been in its perceived exclusivity, both in price and location. However, the latest consumer insight and market analysis from the premium spirits leader shows the rapid manifestation of luxury sub-trends including:

Meaningful connections for consumers:

As traditionally metropolitan luxury consumers have retreated to the countryside due to lockdown, so their social circles and spheres of influence have shrunk to a community level. With the number of social interactions available greatly diminished, the limited time spent with friends and neighbours within these shrunken spheres has become incredibly valuable.

This has accelerated the home premium category, as consumers aim to replicate the luxury experience in their own homes within the constraints of lockdown measures.

Conscious living choices based on freedom and comfort:

With shrunken social circles and spheres of influence, many luxury consumers are reverting to ‘the local’ – their local community and businesses, their local friends and neighbours.

We identified in 2018 the ‘active-ist’ consumer and have documented since the rise of a more conscious, community-minded luxury consumer.

When presented with the opportunity to practice what they have preached regarding the environment, sustainability, community values and an urge to buy small or local, consumers faced with a pandemic have done just that.

A rise in ‘local heroes’ and a sense of collective responsibility inadvertently levelling up non-urban centres by keeping wealth circulating within local communities.

Individualised, immersive and innovative digital experiences:

Luxury consumers, while craving normality, are prioritising their health and are unlikely to rush back to cities in any meaningful way until it is deemed safe to do so.

The value of providing shareable, virtual experiences for luxury consumers to enjoy within their communities cannot be overstated.

With many seeking to replicate the luxury experience within their communities, brands providing the infrastructure, products, and entertainment to do so easily adds considerable value to consumer’s lives.

Likewise, devoid of the opportunity to reach these consumers in cities, providing branded experiences will help to plug this gap by ensuring a brand’s presence is felt at a local, community level.

Self-actualisation influencing long-term shifts in purchasing decisions:

Covid has been a leveller of sorts; a shared experience with a democratising effect. Regardless of pre-existing social structures, we are all subject to the same rules and restrictions.

This has given cause for introspection to many – with fewer chance encounters, shrunken social circles, and plenty of time to one’s self, many have got in touch with ‘who they are’.

Facilitated and accelerated by social media, purchase habits reflect this change – no longer necessarily a reflection of what one can afford, consumers are increasingly seeking products that reflect who they perceive themselves to be. Luxury personalisation is a trend that grows more pertinent every year.

Trending 2021 – 5 key themes

Trending 2021 uncovers how the behaviours of today’s consumers are changing, as more consumers are investing with brands who mirror their own values, proving that brands are needing to work even harder to gain the trust of consumers. The report has identified five key themes that represent these changing human behviours:

• My Identity: from heightened awareness of the extrinsic value of identity and humanity in 2020 to identities becoming increasingly varied, as people are finding more creative ways to showcase their different identities;
• My Health: from a more holistic understanding and management of wellbeing last year to not only management of consumers bodies but also their surrounding ecosystems to achieve their health goals this year;
• My Experiences: from intentional investment in shareable, immersive experiences to the choice of higher vs lower tempo occasions, depending on time, context and social settings to better themselves and the wider society;
• My Expectations: from service and innovation as new markers of luxury to the continuing of higher expectations across all categories as devices become ‘smarter’ and data allows companies to provide convenience like never before: at-home, out of home and on-the-go;
• My Values: from brand alignment with consumer values being imperative for businesses to a more purposeful consumer, being increasingly conscious with every decision they make. Consumers are continuing to look for brands who mirror their values and therefore brands are having to work even harder to gain consumer trust. It’s no longer enough to just talk about having a Purpose, consumers are scrutinising a brands’ every move all the way through the supply chain.

Neil Barker, managing director, William Grant & Sons UK and Ireland, said:

 “The decentralisation of luxury consumers – this devolution from our wealthy urban centres to the areas around them – truly represents a coming of age for the active-ist consumer. Presented with the opportunity to be more community focussed, more environmentally savvy and conscious of their place in the world, people have done so with remarkable zeal.

“One can’t help but think that this is a positive step in the right direction for people and the planet. But it does present a set of unique challenges for luxury brands. Many of the strings on our bow have been snipped due to the pandemic. Reaching off-trade consumers where they once were has become a futile endeavour. Understanding that this renewed sense of purpose, place and community is here to stay will change the way many luxury brands have always acted.

“To find their place within local communities brands need to be invited to do so. They need to add value to people’s lives and experiences in a way that is both natural and personal, understanding of their values, and providing entertainment and laughter during these tough times.

The Report also provides an in-depth analysis of key spirits categories and performance across the on and off-trade, with key market findings including:

• The GB beer, wine and spirits (BWS) sector is worth £37.2 billion, down -35.4%.
• The top five spirits category by value are:
  • Non-Flavoured Vodka, Non-Flavoured Gin, Blended Scotch, Flavoured Gin and Non-Cream Liqueurs.
• The spirits section is worth £9.9 billion, down -16.0% driven by lockdown and the closure of bars and restaurants between April and July.
• However this hasn’t stopped consumers shifting their alcohol spend to the off-trade (including retailers, supermarkets and convenience stores)
  • Total Spirits in the off-trade is now worth £5.3 billion, an increase of 12.0%
  • Premium Spirits account for 7.3% of value growth in the off-trade, adding £41.5 million to the category
  • Categories seeing strong value growth in the off-trade include flavoured categories: Flavoured Vodka (+22%), Flavoured Gin (+32%) and Flavoured/Spiced Rum (+36%)
  • As well as other emerging categories including Tequila (+45%), Irish Whiskey (+25%) and Low/No Alcohol Spirits (+26%).

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“The harsh reality is that since March last year, non-food traditional pubs have only been able to open for 23 out of a total of a potential 290 trading days and under severe restrictions at that. Those that have been able to survive this far have been lucky, many will never open their doors again.”

 Offset debt

“This grant funding will be used to offset debt which has accumulated over the months and months of closure. The cost of having the doors shut, no trade, but still having to keep businesses alive has had such a negative financial impact on owners.”

“We now need the department to waste no time in getting in contact with those who are eligible and get money out to as many as possible in the shortest space of time.”

Recovery plan

“The next step is the formulation of a recovery plan for the industry to make sure that those who survive these awful circumstances stand a fighting chance.”

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Helen Milligan-Smith rose to sector prominence as a Finalist of the 2011 UK Apprentice, after which she took on the role of Head of Retail in Greggs UK. Her meteoric rise through the UK food service and food retail industry since then has been second to none, and she has since delivered growth and operational leadership in Brakes/Sysco – dealing with both partners/suppliers and competitors in the contract catering and food service industry, while simultaneously delivering commercial impact for her business. She joins Aramark UK from her role as Head of M&S Simply Foods (Moto Ltd.), now taking charge of Aramark’s operational growth and innovation strategy for all UK markets.

Commenting on the appointment, CEO of Aramark Northern Europe, Frank Gleeson said, “This is an excellent appointment for our UK business, as well as Northern Europe overall. We’re not just excited about the skillset, expertise and experience that Helen will bring, but the character and personality we know will galvanise our entire business for the year ahead. She is a dynamic, and people-focused leader, who gets culture, who delivers growth, who drives innovation, and who notably brings a wealth of experience in organisational strategy. We look forward to what she will bring to our people, our clients, our customers, and indeed the whole industry going forward.”

Incoming UK Managing Director, Helen Milligan-Smith added, “I couldn’t be happier with the challenge and opportunity ahead with Aramark. I was really impressed with their growth agenda, their innovation, and the business aspirations for the year ahead. We know the consumer and industry has changed immensely in the last 12 months, and I look forward to bringing my food service and food retail perspective to lead the next phase of the company’s UK growth. I can’t wait to meet our people, our clients and our partners in the New Year.”

Lawrence Shirazian, outgoing Managing Director, has decided to leave the business to pursue other interests. On behalf of everyone in Aramark Northern Europe, we would like to extend our best wishes to Lawrence for the future and to thank him for all his achievements since joining the organisation in 2007.

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