The hospitality industry faces headwinds, that's nothing new. What is particularly apparent is how acute the challenges are in the this day and age. In a post-Brexit and post-covid world the industry is even shorter staffed, supplier costs are soaring (the price of dairy increased 250 per cent in the first six months of 2024 alone) and guest expectations have never been higher. 'Healthy' margins are down from 12–18 per cent to more like 3–5 per cent.

To delve into the challenges facing chefs in 2025, we spoke to a handful of leading lights in the restaurant scene to discover the biggest challenges facing those on the frontline. From VAT to staffing, from food education to burnout, these are the most pressing pain points for chefs in 2025 and – crucially – how these chefs would solve them.  

'It seems everyone across the country is struggling financially, and the price of just about everything is going up. I think it's the chain reaction of that which has a bigger impact: people with less money to spend chose to go out less, which results in restaurant prices going up –as well as extremely inconsistent cover numbers!

The overheads for making a restaurant work, creating the food and drink from scratch are so high that the average customers' mind would be blown. Staff, produce, drink, insurance, licences, taxes, health and safety, training, electricity, equipment, maintenance, crockery, glassware, agencies, advertising, marketing, websites, social media, photography... the list goes on and on.

As businesses owners it's not enough just to tighten our belts and deliver delicious food and wonderful service: these days we have to be marketing masters. Our most successful team leaders inspire our guests to visit time and again and don't blame themselves during hard times.'

'So many incredible businesses are closing before our eyes that the government needs to reduce VAT and, crucially, business rates. Otherwise we will be left with a food and drink scene that is the equivalent to a train station, with little else but huge chains serving mainly ultra-processed food.

Due to the diverse mix of cuisines London offers, I truly believe we are the city with the most interesting and exciting establishments. We have to protect the inspiring fabric of the UK's food scene because it's not just a livelihood, it's a vocation.

The government needs to reduce VAT and business rates. Hospitality generates billions of pounds for HMRC each year and [as an industry] we are often dismissed as unskilled, and not supported enough.'

'After Brexit and covid, there has been a huge skills shortage in the industry. It's so hard to find great staff who are engaged and keen to learn, and it's even harder to retain them!

The government has a responsibility to create systems where employers can more easily hire staff from overseas. It seems that other industries are able to hire from the continent, and farther afield, but we can't.

The government could also create free hospitality and catering NVQs, like the Open University, a range of catering qualifications that are accessible and free to study. Post Brexit and post covid, our industry needs to build up our own internal pool of talented workers.'

'Rising prices means everything is going up. Wages are going up and VAT is high. It’s become such a challenge and restaurants feel as though they are in "survival mode" much of the time.

With VAT still high, I'd suggest integrating all hospitality outlets into the inclusive market. I'd also lobby to include halal, vegan and kosher on the nationally recognised allergens matrix boards at a government level, and push restaurants to be inclusive, which will in turn widen the pool of potential diners. Or, reduce VAT to 10%.'

'From day one of opening Camille I’ve made sure we have a team made from various backgrounds, ethnicities and genders. It’s high time that other businesses and chefs aim to generate equal opportunities too, cutting out the toxic sexism that still exists in kitchens.

Systemic change is needed, and the hospitality industry needs to take a good look at itself, like Hollywood once did [with the #MeToo movement].'

'Cutting the rate down from 20% like the majority of other European countries. It’s simply ludicrous that our government relish in dining out in the hospitality industry yet don’t support it. Reducing business rates will help independent businesses and will drive spending, aiding the high street. Too many great restaurants have closed this last year.

During the pandemic VAT was reduced to 5%, why not wave that magic wand and bring it back while the industry is once again on its knees.'

'What happened to late nights?! London is often branded as a 24 hour city but sadly, it’s not. Too few places are granted late licences and there's a real decline in late bookings during the week, where once a 9:00 or 9:30pm table was a prime slot.

Sure, we’ve all got work tomorrow, and an early night can often benefit us all, but I say we take a leaf out of our Spanish cousins' book and bring back late-night dining until the early hours of the next day. Just do it in moderation and you'll be fine!'

'Food education in our schools is getting better, but it has a long way to go. I'd like to see schools teach kids about food systems and customers learn a bit more around the real costs of running a restaurant, and how the food gets to the table.   

I was with a farmer recently who told me he was losing money on his herd. I'd like a bit more appreciation from farmer to restaurant to consumer. That's our job: it's storytelling without lecturing.'

'Becoming a new business owner, I worry about my costs and VAT is a huge thing which affects consumer spending. My generation of chefs dreamed of opening their own restaurants; back in the day you might expect a 15 per cent profit. These days a new place might get 2–3 per cent if they are lucky. Lowering VAT to increase consumer confidence and spend would help.

[We need] consistency in government, an end to false promises, allowing businesses to plan better and yes, a slight reduction in VAT.'

'I often hear about chefs criticising younger chefs, or saying they can't find people willing to work. The way I see it is, it's up to us to get them on the right path, and if something isn't perfect, as a manager, the buck stops with me.

For me, it's about inspiring the next generation of chefs and as manager, taking on more responsibility to improve standards across their working life.'