On 5 May 2026, Rational officially opened the extension to its plant in Wittenheim, France. With its production area now doubled, the “RATIONAL iVario Business Centre” has increased its capacity for the iVario Pro cooking system and now offers modern workspaces and a spacious Customer Experience Centre for customers and partners.

The iVario Pro and its predecessor models have been developed and produced at the Wittenheim site for over 20 years. From here, Rational supplies appliances and accessories to over 120 countries worldwide – with great success: whilst around 500 cooking systems were produced in 2005, this figure had risen to over 10,000 by 2025. “With the new building, we are laying the foundations to meet the growing global demand in the long term,” says Thomas Hoch, Chief Product Officer iVario. The new plant will increase potential production capacity to 25,000 units per year. The building’s design also allows for expansion to over 75,000 units per year in the future.

Alongside the combi oven, the iVario Pro is one of the world market leader’s core technologies. While the iCombi Pro and iHexagon are manufactured at the main site in southern Germany, Wittenheim serves as a centre of expertise for contact heating technology. The new building and the investment of €35 million underline the growing strategic importance of the iVario Pro, creating the appropriate structural foundation in the process.

As a result, the site now encompasses the entire iVario value chain, from market and customer development to production and worldwide delivery. Alongside a production area spanning around 10,000 square metres, the new building houses a spacious Customer Experience Centre comprising three training centres where cooking demonstrations, training courses, and events for customers and partners are held. The site also features a modern staff restaurant and around 1,500 square metres of office space with bright, ergonomic workstations. Wittenheim is also home to the headquarters of Rational’s French sales company. Around 270 people from 11 countries work here in total, reflecting the company’s international focus.

Rational placed great emphasis on energy efficiency and a sustainable building concept in the new building. A highly insulated, material-efficient steel structure forms the basis for energy-optimised operation. A heat pump handles heating and cooling, while an intelligent, daylight-dependent LED lighting control system with separate lighting zones reduces energy consumption further. This is complemented by a photovoltaic system designed to cover 25% of the current annual electricity consumption.

“The new building is an important milestone for the team in Wittenheim,” says Hoch. “It creates modern working conditions and underlines the importance of the iVario within the Rational product portfolio. It also lays the foundation for us to continue supplying professional kitchens with the best possible solutions in the future.”

For more information, go to rational-online.com

Milestone Rathfriland has evolved far beyond its origins as a small supermarket. Today, with its award-winning Food Hall, Loft 56 bistro and Milestone Kitchen café in Newry, it has become a true destination for fresh, homemade and consistent food. At the centre of this operation is Executive Chef Cathal Grant, whose team produces up to a thousand items daily using the Rational iVario advanced bratt pan and iCombi Pro cooking systems.

Cathal says the team initially hesitated to move away from gas, but the impact of the iVario was immediate. Within two weeks, they realised it was “a different league,” offering speed, safety and efficiency they had never experienced. No waiting on pots, no temperature loss and no burn risks. The iVario handles frying, boiling, sautéing, pressure cooking and more with perfect consistency.

The switch has also delivered major savings. Gas ovens were slow, unreliable and costly to run. As Cathal puts it, “Gas would be a step backward. Rational is the way forward.”

The iCombi Pro runs from early morning to evening, producing bakery items, deli products, ready meals and roasts with identical results every time. Probed cooking removes the guesswork, while overnight roasting allows chefs to return to perfectly cooked meats ready for chilling.

Even at Christmas, when Milestone doubles its turnover, the Rational cooking systems keep up effortlessly, cooking tonnes of turkey, ham and chicken with the same staff and the same kitchen footprint.

Despite its advanced technology, the equipment is simple. “At first it looked like a laptop,” Cathal says, “but once you know it, it’s a couple of presses.”

Milestone’s verdict is clear: “Reliable, robust, and a great piece of kit.”

Experience the iCombi and iVario live at a free product demo near you: www.rational-online.com/en_gb/see-for-yourself/rational-live-events/

ceda has announced two new judges for their coveted Grand Prix Awards.

Michael Sinclair, formally of Catering Design Group, is an extremely talented and experienced foodservice design consultant, working across a wide range of hospitality sectors based in the UK as well as internationally.

He has worked on many prestigious projects, receiving a number of awards on the way through his career to date

Michael also is engaged with review and advisory client-side roles, overseeing the development of the core foodservice design development to completion.

He assists associations such as ceda with their education programs, giving guidance for designers and project managers alike and welcomes the opportunity to assist within the industry with resolving technical issues.

Joining Michael on the 2026 judging panel is Claire Smith.

Having spent her entire career working in hospitality, Claire is passionate about the importance of creating incredible hospitality experiences. As someone who started working for her family business in the early stages of her career, she took on a variety of roles in the hospitality design sector before working her way up to director level. Her career has spanned over 25 years working on a huge range of projects across hotels, restaurants, bars, pubs, leisure and heritage venues.

Of the appointments, Adam Mason, ceda Director General commented; “I’m delighted that we can welcome Mike and Claire as judges of the industry’s most prestigious Awards. They have complimentary knowledge and expertise and having worked together previously, I think they will make a great team.”

The Awards have attracted record number of entries this year, with over 60 across the various categories.

Mason continues, “Over 60 entries from more than 20 Member companies is a really good return, and once again the quality of projects delivered is outstanding. Particularly pleasing this year is seeing six companies enter the Awards for the first time. Best of luck to everyone.”

The 2026 ceda Grand Prix Awards that will be presented on Tuesday 16th June as part of the ceda Conference.

Fellow members of ceda are being encouraged to take advantage of a newly streamlined apprenticeship that is transforming how quickly businesses can develop skilled gas engineers.

Delivered by Leep Trade in partnership with ceda, the Commercial Catering Equipment Technician Apprenticeship has traditionally been a 27–30 month programme.

However, it’s now available in a significantly reduced format of just 17 months, offering a faster and more efficient pathway to qualification.

A proven programme – Now more efficient
Developed in partnership with ceda, this Level 3 apprenticeship has long provided a structured route into the industry, combining hands-on experience with technical training.

Apprentices learn to install, maintain and repair commercial catering equipment across a wide range of environments, from restaurants and hotels, to schools and healthcare settings.

The programme blends:

• On-the-job learning (around 80%)
• Structured off-the-job training (around 20%)
• Block training delivered at specialist facilities in Stockport
• Industry-recognised ACS gas qualifications

Apprentices gain practical skills in areas such as installation, servicing, diagnostics, pipework, and electrical awareness, alongside essential safety and compliance knowledge.

Why the 17-month format matters
The move from 27 months to 17 months is a major step forward for the sector. It allows ceda members to:

• Develop competent engineers in a shorter timeframe
• Address ongoing skills shortages more rapidly
• Improve workforce planning and succession strategies
• Achieve a quicker return on investment in training

For apprentices, the benefits are equally compelling:

• Faster progression into fully qualified roles
• Reduced time to achieve ACS certifications
• Earlier earning potential as a qualified engineer

Importantly, the revised structure maintains the integrity and depth of the original programme while removing inefficiencies in delivery.

Funding and accessibility
The apprenticeship remains highly accessible:

• Fully funded for learners under 21
• Up to 95% funded for those aged 21+
• Apprentices must be currently employed and working within commercial catering

This ensures that fellow members of all sizes can invest in talent without significant financial burden.

Exclusive Offer for ceda members
To further support skills development across the industry, ceda members can also benefit from an exclusive training incentive with Leep Trade.

Fellow members receive 10% off all paid courses, making it even more cost-effective to upskill existing engineers or broaden team capabilities through additional certifications.

Strengthening the future workforce
With an ageing workforce and increasing demand for qualified engineers, apprenticeships remain one of the most effective ways to future-proof businesses.

The new 17-month format, combined with preferential access to further training, provides ceda members with a powerful, practical solution to close the skills gap.

Now is the ideal time to review your training strategy and take advantage of these enhanced opportunities, ensuring your business remains competitive while investing in the next generation of industry professionals.

Please email alan.fearon@leepgroup.com for more details.

Running planned preventative maintenance across a portfolio of customer sites is one of the more operationally complex challenges facing catering equipment service businesses. Between varying asset inventories, different service intervals, site-specific access restrictions, engineer territory management, and the constant pressure of reactive demand, keeping a multi-site PPM programme on track takes more than a well-maintained calendar.

The businesses that do it well tend to share one thing in common: they approach scheduling as a structured operational framework, not just a booking exercise. Here is how that works in practice.

Providers looking for a platform that brings PPM scheduling, asset management, and engineer workflows together can find out more at Service Geeni.

The real complexity behind multi-site maintenance contracts

It is easy to underestimate how quickly PPM scheduling scales in difficulty once multiple locations are involved. A single-site contract is manageable with relatively basic planning. Add ten, twenty, or fifty sites, and the variables compound fast.

Providers handling multi-site catering contracts need to account for a wide range of factors at the same time:

• The total volume of assets across all locations and which require different service intervals
• Whether specific tasks demand engineers with particular certifications or equipment
• The geographic spread of sites and how that affects engineer routing
• Operational constraints that vary site by site
• The reporting and compliance requirements built into the contract

When any of these elements are not properly accounted for in the schedule structure, the knock-on effects tend to be commercial as much as operational. Engineers travel inefficiently, admin teams chase outstanding work reactively, and contract managers lose visibility over which sites are actually compliant. For providers working across restaurant groups, care settings, education estates, or hospitality businesses, those problems multiply across every additional location in the portfolio.

Anchor the schedule in the contract, not the available diary

One of the most common structural mistakes is building a PPM programme around diary availability rather than what the contract actually commits to delivering.

Before a single visit is scheduled, it is worth working through the contract in detail and translating it into a set of operational rules. That means understanding:

• Which sites and assets are in scope
• What service frequency applies to each asset type
• Where there are SLA or compliance obligations that must be met
• Any seasonal or trading restrictions that affect when visits can happen
• What reporting is required and at what level of detail
• What sits outside the contract scope and would be chargeable

In practice, even contracts that appear straightforward on paper often contain nuances that affect how the schedule needs to be structured. Some customers want uniform frequency across all sites. Others need more flexibility based on site size, kitchen throughput, or the criticality of specific equipment. A schedule that is not grounded in those details will eventually fail to keep pace with what has actually been committed.

Create a logical asset grouping structure

Scheduling each asset in isolation across a large contract quickly becomes unmanageable. A far more practical approach is to group assets in a way that reflects how maintenance is actually delivered.

For most catering equipment maintenance providers, that means organising assets across four dimensions:

• Site location
• Equipment category or type
• Required service interval
• Engineer skill or certification requirement

A national hospitality customer might have combi ovens, refrigeration, warewashing, and extraction assets spread across dozens of premises. Not all of these follow the same visit schedule, and not all of them can be serviced by the same engineer profile. Building a clear grouping structure allows planners to create repeatable visit plans rather than manually managing individual asset due dates. It also makes it easier to understand what a site visit should realistically achieve before it is booked.

Standardise visit templates to reduce management overhead

The more variation there is between how different PPM visits are structured, the harder the contract becomes to manage at volume. Standardisation helps with this significantly.

Where contract terms allow for it, providers benefit from creating visit templates that define what a typical scheduled visit looks like for a given site type or asset grouping. A smaller café site will follow a different template to a large production kitchen or a multi-unit hospitality venue, but within each category the structure should be consistent.

A well-designed visit template covers:

• How long the visit is expected to take
• Which assets are normally included
• What task checklists apply
• What forms or reports need to be completed
• How follow-on remedial actions are raised

The benefit is not just operational efficiency for the back-office team. Customers managing estates across many locations want to see consistency in what they receive. A site that gets a thorough service record and clear follow-up actions builds confidence in the provider. A site that gets inconsistent documentation and vague visit notes does the opposite.

Design routes into the schedule from the outset

A PPM schedule can look commercially viable on paper and still erode margin in practice if geography has not been factored into the visit structure.

Travel time is one of the more controllable cost variables in multi-site maintenance delivery, and the scheduling structure plays a major role in whether it is managed well or badly. Where possible, visits should be clustered geographically so that engineers are covering logical routes rather than criss-crossing territories unnecessarily.

This also has an impact on resilience. When reactive work absorbs planned capacity, a geographically sensible schedule is easier to flex than one where engineers are already committed to inefficient routes. Tools such as AI Scheduling can help planners balance due-date compliance with route efficiency, reducing the manual effort involved in juggling geography, engineer availability, and workload at the same time.

The aim is not a theoretically perfect schedule. It is a practically deliverable one that keeps sites compliant without unnecessarily inflating travel costs or putting pressure on engineer capacity.

Record site constraints before they cause problems

Access issues are one of the most consistent causes of PPM schedule drift in catering environments. A visit that cannot go ahead on the planned date because the access window was not known, or the right contact was not available, creates a ripple effect through the whole programme.

Site-specific operational constraints need to be captured as part of the schedule setup, not discovered after the first failed visit. Relevant information typically includes:

• Access windows and any time restrictions on when engineers can attend
• Key contact names and on-site procedures
• Permit to work or induction requirements
• Parking and logistics information
• Out-of-hours limitations
• Any safeguarding or security protocols relevant to the site type

When this information is centralised and accessible to both planners and field engineers, visits proceed more smoothly and the number of avoidable disruptions drops. When it is scattered across emails, call notes, or individual memory, the risk of access-related delays stays high.

Build remedial work into the schedule model

PPM visits generate follow-on actions. That is, in many ways, the point of them. But if the schedule model does not account for how remedial work flows through the business, those actions tend to pile up and undermine the value of the planned maintenance programme.

A structured PPM approach defines how work identified during planned visits is raised, prioritised, priced where necessary, and scheduled alongside the rest of the workload. On large multi-site contracts, the volume of remedials can be substantial, and without a clear process they create a backlog that affects customer relationships even when the planned visits themselves are being completed on time.

The most effective maintenance operations do not treat PPM scheduling as something separate from the broader service workflow. Planned visits, remedial jobs, and reactive demand are all part of the same capacity picture, and the schedule needs to reflect that.

Integrate documentation requirements from the start

Documentation is often treated as an afterthought in PPM scheduling, added as a requirement after the visit structure has already been defined. In practice, it needs to be part of the design from the beginning.

For multi-site customers, reporting consistency is a measurable part of contract performance. They want a clear, reliable record of what was visited, what condition assets were found in, what work was carried out, and what follow-up is recommended, across every site in the estate.

Each PPM event in the schedule should have a defined documentation process attached, including:

• Engineer job sheets or digital service records
• Asset-level maintenance logs
• Photographic evidence where relevant
• Customer sign-off processes
• Exception and escalation reporting
• Recommended remedial actions with clear priority levels
• Contract-level visibility of completed, upcoming, and overdue visits

Digital workflows that link documentation directly to the planned visit make this significantly easier to maintain as the contract grows. Service Geeni brings together scheduling, asset history, engineer workflows, and service reporting in one platform, giving providers a more joined-up approach to managing documentation across complex contracts.

Schedule regular reviews into the programme

A recurring PPM schedule that is built once and never revisited will gradually drift out of alignment with the realities of the contract.

Assets change. Sites are added, closed, or refurbished. Engineer coverage shifts. Usage patterns evolve. What was an appropriate visit frequency at contract start may be too frequent or insufficient twelve months later.

Building structured review points into the PPM programme creates a mechanism for catching that drift before it affects performance or profitability. Key questions to address at each review include:

• Are visit durations still accurate for what is being delivered?
• Do service frequencies still reflect contract requirements and asset needs?
• Are there sites that are consistently difficult to access or regularly falling behind?
• Is travel time having a visible effect on contract margins?
• Are remedial actions being followed up quickly and completely?

Regular reviews keep the schedule commercially sustainable and prevent the slow accumulation of small inefficiencies that eventually become significant problems.

What a well-structured multi-site PPM programme delivers

When PPM scheduling for catering equipment contracts is built on a proper framework, the practical benefits are significant. Maintenance providers should expect:

• Full visibility of every covered site and asset within the contract
• Consistent service frequencies that reflect contract terms and asset requirements
• Visit plans that account for geography and engineer capacity
• Centralised site access information that reduces the risk of failed visits
• Standardised engineer workflows and task checklists
• Reliable documentation and remedial follow-up processes
• Clear reporting on completed, scheduled, and overdue work

The operational effect is that scheduling teams spend less time managing exceptions and more time planning ahead. Engineers arrive at sites better informed and prepared. And customers experience a level of consistency across their estate that builds long-term confidence in the provider.

Closing thoughts

Effective PPM scheduling across multi-site catering equipment contracts is not simply about making sure the visits are in the diary. It is about building a delivery model that is realistic to execute, commercially efficient, and capable of scaling alongside a growing contract base.

That requires moving well beyond basic recurring appointments and building a proper operational framework around contract commitments, asset structures, engineer allocation, site constraints, documentation, and remedial workflows.

Providers who invest in that structure find it considerably easier to protect margins, maintain service consistency, and grow their contract portfolio without proportionally increasing their overhead.

If you are looking to make multi-site PPM contracts easier to manage, having systems that connect scheduling, asset data, engineer workflows, and service reporting is an important part of the picture. That is where platforms such as Service Geeni can help support a more operationally coherent approach.

Every ice machine you install is only as good as the water running through it.

IX Ice from WaterCare is designed to protect your installations from scale and impurities – helping you reduce reactive maintenance, minimise call-outs, and keep equipment performing as intended.

For ceda Members, that means fewer issues post-install, lower lifecycle costs, and more satisfied clients.

Simple to specify, easy to install, and quick to service, IX Ice fits seamlessly into commercial kitchen projects – supporting performance from day one.

Don’t let water quality undermine your work.

Engineered for performance. Built to last.

👉 Get in touch today:
🌐www.watercare.co.uk
📧info@watercare.co.uk
📞 01279 780 250

With an unrivalled range of coldrooms and accessories and backed by over 40 years of expertise, you can rely on Williams to offer the best solution, whatever the requirements.

Built For Your Kitchen

Williams’ modular coldrooms give operators the capacity to handle larger deliveries, keeping produce fresher for longer and reducing waste.

Easy-access doors and viewing panels keep stock visible and within reach, while security locks, panic alarms and powerful refrigeration systems ensure kitchen staff and food always remain safe.

Customisation options include bumper rails, shelving, strip curtains, internal or external ramps and access hatches.

We offer the complete coldroom service and will support you on every level, from conceptual design through to formal specification and beyond with quality workmanship and aftercare.

External Coldrooms

No room left in the kitchen? Our external coldrooms are ideal for increasing storage capacity and are built to withstand all weather conditions.

They’re designed to ensure adequate ventilation, prevent sweating and ensure excellent drainage.

Front of House Coldrooms

Don’t hide the best ingredients. Maximise front of house impact by showcasing produce with a bespoke glass-fronted display.

All are available in a range of cladding and finish options to complement any dining environment.

Read more information on Williams’ Coldrooms: www.williams-refrigeration.co.uk/products/coldroom

With sustainability targets tightening and service teams under pressure, many operators are looking for practical ways to reduce bottled-water reliance while maintaining a premium guest experience. In response, PureH2O is highlighting two Quatreau systems aimed at hospitality and high-traffic commercial environments: the Quatreau HydreauBar-1 smart bottling station and the Quatreau SmartTap countertop drink station.

Quatreau HydreauBar: on-site bottling with integrated sterilisation
Designed for restaurants, hotels and larger sites producing table water at volume, the HydreauBar-1 is positioned as an integrated bottling station that sterilises and fills reusable bottles as part of a single workflow. With a Log7 reduction in pathogens on bottles sterilised by the system, the HydreauBar™ smart bottling station eliminates the need for one-use glass and plastic bottled water and thus significantly cuts financial costs.

Cut your carbon footprint by 95% with HydreauBar, the world’s only integrated bottling station that simultaneously sterilises and fills reusable glass bottles with chilled and sparkling filtered* water. HydreauBar offers convenience, financial savings and several environmental benefits compared to deliveries of plastic or glass bottled water. Rated by Best Foot Forward for the Houses of Parliament.

Quatreau SmartTap: compact instant boiling / chilled / sparkling drink station
For staff areas, bars, gyms, breakout spaces and canteens, PureH2O positions the Quatreau SmartTap as a standalone drinks station with illuminated controls, available with or without a drip tray, and designed to fit within a standard 600 x 600mm cupboard footprint.

30L (127 cups) piping hot (95.6C–96.7C) water per hour, up to 15 mugs in one draw with no temperature drop & just 5-8 minutes recovery time.

FEATURES

• Delivers high volumes of boiling, sparkling and chilled water.
• Ventilation duct included for kick space installation.
• Low energy consumption.
• Highest performing insulation.
• Most robust and reliable system available.
• Easy to use push button control with built-in safety feature – Manufactured in UK.

FINISHES

• Brushed 316 stainless steel – Standard
• Polished 316 stainless steel – Standard
• Matte Black
• Brushed and polished gold
• Brushed and polished rose gold – now available
• Brushed and polished gun metal – now available

EQUIPMENT DIMENSIONS

System is installed in component form: Fits in standard cabinet 600mm x 600 mm x 876mm (24″ x 24″ x 34.5″)

Enquiries
PureH2O is inviting professional partners across the UK to join us in bringing the Quatreau range to their customers. We provide full product training, dedicated sales support, and access to post‑installation maintenance contracts — giving you everything you need to grow a profitable new revenue stream with us.

Contact Mike Rickards:
Email: mike.rickards@pureh2o.co.uk
Phone: 01483 617000 / +447777131369
Website: pureh2o.co.uk/horeca/

Commercial kitchen ventilation is typically sized for maximum cooking demand. In practice, kitchens operate across a wide range of conditions throughout service. Matching airflow to actual demand reduces energy use while maintaining safe capture and containment.

Intelli-Hood IH4

IH4 is a demand control kitchen ventilation system that adjusts extract and supply airflow in real time. Temperature and optic sensors within the canopy detect cooking activity and fan speeds respond automatically via variable speed drives.

The strength of the system lies not only in its perfomance but also in its reporting capability.

IH4 provides live and historical operational data through its management portal, including:

• Real-time fan speed levels
• kWh savings
• Heating and cooling impact
• Carbon reduction estimates
• Financial payback tracking

This gives customers clear visibility of system performance in use. Energy savings are recorded and evidenced, not estimated.

Across global installations, average fan energy reduction has reached up to 70 percent, with simple payback commonly between 1-2 years

Retrofit Capability

IH4 can be integrated into many existing ventilation systems. Sensors and drives are added to current infrastructure, meaning canopy replacement is often unnecessary.

This provides:

• Controlled capital expenditure
• Limited operational disruption
• Immediate performance monitoring
• A repeatable model across estates
• UV-C and Correct Engineering

For more information on Intelli-Hood IH4, visit the Intelli-Hood UK website, email info@intelli-hood.co.uk or call 01636 707813 to arrange a free site survey.

Jimco Kitchen Pollution Control KPC

UV-C grease systems only perform properly when they are designed to match the airflow within the duct.

It is essential that the efficiency of the UVC is delivered relative to the air volume passing through the system. If UVC output is too low for the airflow, grease and odour reduction performance falls significantly.

When calculated correctly, UV-C reduces grease accumulation within ductwork. This can:

• Reduce fire risk
• Extend cleaning intervals
• Lower maintenance costs
• Improve long-term duct hygiene

Integrating DCKV and UV-C Within the Ventilation Strategy

Elgin Bay works alongside consultants and contractors at design stage to support airflow assessment, KPC calculation and performance modelling. Early engagement helps ensure IH4 and UV-C systems are correctly engineered and deliver the expected operational results once commissioned.

For project support, system design guidance or to discuss a specific site, visit the Elgin Bay website www.elginbay.co.uk, email info@elginbay.co.uk or call 01636 707 813.

ceda is delighted to be expanding its Academy Leadership Team with the addition of three new members. The Leadership Team work alongside the ceda Board to drive forward common interests and bridge the gap between young professionals and senior leaders within ceda.

Ellen Taylor of TAG, Harry Taylor of Aggora and Maria Tuta of ifse were amongst a number of really strong applicants who put themselves forward for the role; a great testament to the Academy and the number of outstanding young people within it. Already members of the Academy, they were all keen to step-up and drive the Academy forward.

Of their new role, they said,

“It is a real privilege to join the ceda Academy Leadership Team, and I’m incredibly grateful for the opportunity. The Academy is a powerful platform for young professionals to grow, develop, and thrive within the industry.

“My vision is to work closely with the ceda Board to expand learning opportunities and create clearer pathways into the profession, drawing on the experience and insight of the industry leaders on the Board to help shape and deliver this. I am deeply passionate about showcasing just how rewarding this industry can be, and about supporting every member to reach their full potential.”

– Harry Taylor C.F.S.P, Aggora Projects

“I’m really proud to be joining the ceda Academy Leadership Team. It’s a great opportunity to contribute to a platform that’s genuinely shaping the next generation of talent in our industry. For me, this role is about giving back, sharing practical experience, and helping drive the Academy forward while continuing to develop my own leadership skills.”

– Maria Tuta, Designer, ifse

“I’m delighted to be part of the ceda Academy Leadership Team and to support the next generation within our industry. Through the Academy, I hope to bring marketing expertise to help make ceda more widely recognised in the hospitality industry, and contribute to a more open, collaborative, and supportive environment where people can learn from one another, and be proud to develop their careers.”

– Ellen Taylor, Marketing Executive, TAG

Each has the support of their respective employer to join the Leadership Team; evidence of the commitment these companies have to advancing young people within the industry.

ceda Director General, Adam Mason comments, “It’s great to see the Academy – which celebrates its’ 10th anniversary next month – continue to grow and develop. When we started, the scale, significance and outputs that the Academy now achieves would have been beyond our thinking and it’s been a pleasure, a privilege and humbling to see it happen. The Academy has changed ceda for the better and it’s wonderful to welcome these three outstanding young people to help drive its’ next evolution.”