Dan Hurst, head of attractions at Up at The O2, discusses its positive start to July
How did you prepare to re-open Up at The O2?
Before we re-opened, we hosted 50 wonderful NHS Nightingale staff who were based at The O2 during their tenancy.
We hosted them to say thank you and to get our staff fully trained and adjusted to new processes.
We opened to the public on 4 July.
We are fortunate that we are an outside, capacity-limited attraction, so we didn’t need to make any major changes.
We have added sanitation and cleaning stations throughout.
We have also reduced capacity on each climb to offer customers a more intimate and memorable experience than before. Smaller groups gives a more premium feel to the attraction. This has led to really positive feedback from the safety aspect and the experiential side.
Why has Up at The O2 now re-opened seven days a week?
When we were planning our re-opening we knew people would want to break their lockdown period and get out there again.
However, we were also wary of restrictions still in place, and consumer confidence.
Therefore we opened on select days at first, with the intention of opening up seven days a week if demand returned.
Even though numbers are nowhere near our record-breaking 2019 year, demand increased gradually and we confirmed seven days a week as the school holidays officially kicked in.
This has given guests more choice of days and times. It also ensures we never get too many people on one day or time slot.
Are you as busy as you expected?
I always felt that Up at The O2 and The O2 in general would be a popular choice as we cater for small groups in an outside environment.
Numbers are gradually increasing and we hope this trend continues.
We are also seeing a good number of customers upgrading to our Champagne offering on the roof to celebrate reuniting with family and exploring again.
How have you managed following Government safety guidelines, and what tips do you have for other businesses that are opening soon?
I paid a lot of attention to reports, trackers and the general feeling of the public and tried to deliver a product that would be suitable from day one.
We are constantly improving our processes to deliver a better experience while adapting to changing mood and regulations.
Throughout the process I was in contact with staff to ensure they wee ready and comfortable to return to work and deliver top customer service in a safe and secure environment.
These are difficult and strange times but our city has some of the world’s best hotels, attractions and businesses and we need to get people confident to start enjoying them again.
So I would recommend that other businesses value customers and staff, as you need both to operate successfully. Also remind the world about what your location has to offer.