It's a family affair as Crieff Hydro unveils new look

The Herald Scotland

09-05-2025

Last month I interviewed the Hydro's long-standing chief executive, Stephen Leckie, who took me through the rationale behind a £5.2 million investment to rejuvenate the food and drink operation at the resort.
Mr Leckie joked that his forebears would be 'turning in their graves' at the changes, which include a new 'secret' speakeasy that can be accessed – via a bookcase wall, naturally – from the new Ballroom Bar.
More seriously, the veteran hotelier pressed home why continual reinvestment is needed in destinations such as Crieff to ensure guests keep coming back, and to persuade lapsed consumers to return. The widespread changes include renovations of the hotel's Meikle restaurant, where the Hydro's famous buffet breakfast is served, Winter Garden and Loggia, as well as the introduction of an Asian, small plates menu that is now available throughout.
Mr Leckie, whose wife Fiona is the Crieff hotel group's head of interiors, also explained the project was something of a milestone for the Leckie family, who have run the hotel for six generations. Sons Richard and Charlie played a driving role in creating the concepts for the new food and drink offer, while daughters Sarah and Louisa work in events and marketing at the group.
'The fact is I have just turned 60,' Mr Leckie told The Herald. 'This is the start of a transition as I consider the latter working years of my life.
'I plan on working until I am 70 or more, assuming I am able, but I have to allow the new generation the chance to make their mark on the business and continue the success of the business.
'And it is not just about Crieff – it's about Peebles Hydro, the Isle of Glencoe and Ballachulish on the west coast and Scottish Highland Safaris which all four children are getting involved with, even down to the uniforms, the type of pens that we want to have customers use in our conference rooms and in reception when they check in. The family needs to have a role in these little things.'
Elsewhere in April I had an exclusive story on the decision by Western Ferries (Scotland) to name a Merseyside shipyard as preferred bidder for two new vessels – a move seen by some as a blow to Ferguson Marine, the last remaining commercial shipyard on the lower Clyde. Western, which operates a frequent shuttle service between Gourock and Dunoon, said APCL Cammell Laird had been chosen after making the 'most commercially compelling case for the new vessels'.
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The English yard had previously built, designed and delivered the Sound of Seil and Sound of Soay ferries for Western in 2013. The privately owned company, which runs around 32,000 sailings of the 20-minute crossing per year, expects the new vessels to be delivered in the autumn of 2026.
Managing director Gordon Ross said: 'Western Ferries is pleased to announce the preferred bidder statement of a new vessel construction contract to leading UK shipbuilder APCL Cammell Laird, reinforcing a strong and trusted partnership rooted in British maritime excellence.
'APCL Cammell Laird was selected as the preferred bidder due to the strength of their proposal, demonstrating exceptional value in cost, expertise, and the quality of its shipbuilding facilities. Their bid was immensely strong on all fronts, and with their heritage of maritime excellence, we are confident that they will deliver vessels of the highest quality, on time and on budget.'
Meanwhile, the AGM season for stock market-listed companies was in full swing last month and I reported on the latest shareholder gathering of NatWest Group in Edinburgh. Investors in the owner of Royal Bank of Scotland voted overwhelmingly in favour of a new remuneration policy that could see chief executive Paul Thwaite earn nearly £8m per year.
Chairman Rick Haythornthwaite told reporters after the AGM that the bank had been 'very measured' in its approach to the new executive
pay policy.
He said: 'We just feel, as step one, let's do that and make sure we are competitive, so we do attract the best talent and keep the best talent.
'But let's not open up the floodgates of risk exposure and forget the lessons of pre-2008 when it all got a bit out of sync.
'We don't think we are close to testing the limits of that. It was a good opportunity to make the shift and remain in sensible territory, with the recognition that others are pushing the boundaries.'