On 20/11/14 by Neil Williams (Head of Media)
At the BBPA, we are often contacted on stories relating to the harm caused by alcohol, and we often find ourselves filling in gaps in knowledge, to present the whole picture.
And there is good news to report. Binge drinking is falling, as is harmful drinking and underage drinking. Earlier this year, working with colleagues in The Portman Group and other trade bodies, we gathered these and other facts into a comprehensive guide to all the available statistics, so that those interested in these issues have access to all the key facts.
The reasons for falling alcohol harms will always be complex, but the industry is certainly doing a lot. To give just a couple of examples close to home, the BBPA, along with Drinkaware, has introduced a customer unit-awareness campaign, with posters and other resources supplied by pub companies to pubs. We and our members are also working with the Government through the Public Health Responsibility Deal to reduce units of alcohol in the on-trade.
So it was great to see these new infographics from The Portman Group yesterday, highlighting the strides we are all making. I hope people will share them and tweet them @portmangroup, as well as highlighting the huge number of other initiatives and schemes across the country.
We need to make sure we paint a full picture of all the great work the industry is doing.
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On 13/11/14 by Andy Slee (External Affairs & Central Operations Director, Punch Taverns)
As a pubco with nearly 4,000 pubs across the country, we’re in a great position to promote cask ale. Over the past few years, we’ve focused on getting better and better at it – aiming to benefit the industry and our Partners, as well as Punch Taverns. Winning Beer Champion 2014 at this year’s British Beer & Pub Association (BBPA) awards is a very welcome milestone. It shows we’re getting it right.
We champion cask ale by making it available. All our established pubs get the chance to join our Finest Cask scheme and, with higher sales volumes, Partners can opt for a rotation of 16 regional beers every eight weeks – that’s more than 100 beers a year. Our most successful cask ale houses get access to more than 3,000 locally brewed cask ales through the Direct Delivery Scheme we set up via the Society of Independent Brewers (SIBA).
But availability is only part of the story. We also provide far-reaching support to our Partners to give them the knowledge and skills they need to keep and serve their ales. When they join Punch Taverns, we help them set up their cellars. Once they’re up and running, we provide continuing in-house training and encouragement around staff training.
We also help Partners to develop their cask ale customer base through our ‘Try Before You Buy’ and ‘Third-of-a-Pint’ promotions – taking the risk out of trying something new and letting customers sample three different beers for the price of a pint.
Our efforts peak each year around Cask Ale Week, with our exclusive ‘Free Pint’ promotion. The scheme is entirely run and funded by Punch Taverns, and involves getting third parties to offer up to 140,000 free pint vouchers for use at our Finest Cask pubs. We provide a dedicated website and a media campaign to support the event.
Our success can be measured by the 70% of Punch Partners who regularly buy cask beer and the 1,117 Punch pubs that are now Cask Marque accredited – making us the largest supporter in the industry of this independent quality standard. Then there are the 263 Punch pubs that made it into the Good Beer Guide last year.
More importantly for us, our Partners are enthusiastic too. In a phone survey of 103 of the pubs that took part in Cask Ale Week last year, 96% said they would do so again.
We’re delighted with our BBPA award because it recognises how far we have come. The fact is, we now outperform the market when it comes to British cask beers. One in five of the pints being pulled in our pubs is a British cask ale – while the market average is one in seven. We think that’s really something to celebrate.
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On 11/11/14 by Jeremy Beadles (Chair, Future Beer Group)
As Chairman of the Future Beer Group, I was delighted to be asked to write a guest blog for the BBPA, especially at a time when there is such positive news for our category: two historic cuts to beer duty, consecutive quarters of beer sales growth, and rising consumer interest in beer – there is much to be optimistic about.
However, one area that is already a concern for many, and should be a concern for all, is the rapid spread of local authority restrictions on higher-strength beers and ciders. Local authority higher-strength schemes represent a serious threat, not just because they seek to restrict our market access, but because they risk fundamentally undermining the reputation of the beer and cider categories as a whole.
Many of the challenges we face as brewers, whether it is taxation or advertising and promotional restrictions, apply equally to other alcohol categories. But the move by almost 100 local authorities to restrict the sale of higher-strength beer and cider unfairly targets and stigmatises our category and risks undermining our reputation as beer producers. Furthermore, higher–strength refers to beer and cider with an ABV of 5.5% and above – which inadvertently targets some of our great historic, local and imported beers. What’s Theakston’s Old Peculier ever done to deserve that?
Whilst it is right that we focus on challenging the individual schemes, and the questionable evidence upon which they are established, it is also more important than ever to continue to promote the positives of our category. That is why the ‘There’s a Beer For That’ campaign is such a crucial piece of work – reminding consumers of the passion that we have for beer in Britain and breaking down some of the old-fashioned perceptions of beer.
The action taken by some local authorities to remove beers and ciders with an ABV of 5.5% and above also fails to recognise the work that is being done, often hand in hand with Government, to tackle irresponsible consumption. It is worth noting that, where these schemes have seen most success, it has not been through arbitrarily de-listing products but by taking a sensible approach to partnership working. That is why we need to remain on the front foot and must be prepared to demonstrate to local authorities that there are range of evidence-based and effective solutions available to them to help them tackle alcohol related crime and anti-social behaviour; such as Best Bar None, Community Alcohol Partnerships, Pub Watch and Purple Flag.
We also need to continue to remind people about the downward trends in alcohol consumption in the UK. The vast majority of adults enjoy alcohol responsibly, with overall alcohol consumption dropping by 18% since 2004. Government figures show that alcohol-related crime and drinking amongst young people is also in decline. This does not mean that we should be complacent, but it does mean that we are in strong position to encourage Government, at a national and local level, to pursue targeted and evidence-based solutions.
With the May 2015 General Election firmly on the horizon, we need to remain alert to the challenges that a new parliament, with a potentially different political mix, may bring. There seems to be a consensus across the political parties about the need to devolve more political control to local authorities, and to the devolved assemblies and parliaments. This means that, what at first appeared to be quite a unique challenge with local authority restrictions on higher-strength, could become more commonplace in future. Our response must be to continue to promote beer through campaigns such as There’s a Beer For That, delivering the highest standards of social responsibility, whilst engaging nationally and locally with support for evidence based and targeted action that can make a real difference. With breweries and pubs across the UK, we are well equipped to engage at a local and national level, demonstrating how effective we can all be as local partners.
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On 07/11/14 by Andy Tighe (Policy Director)
Representatives of brewers and brewing trade associations from across the world met in Amsterdam on the 14th and 15th of October for the annual meeting of the Worldwide Brewing Alliance (WBA) and Global Brewers Initiative.
The purpose of the meeting was to discuss the many common issues faced by the brewing industry worldwide, share best practice, and strengthen collaboration in addressing these issues. The WBA also engages directly with global institutions such as the World Health Organisation on strategies to address the harmful use of alcohol as well as other bodies who can impact on the commercial freedoms of brewers.
The first session focused on work promoting beer as part of a healthy lifestyle and diet, and feedback from successful arms-length events held in Brussels in September and in Copenhagen earlier in the year. Over 600 people are also expected to attend a beer and health seminar in Lagos in November.
Important learning from these events, and future events elsewhere, is the need to ensure that academics and scientists themselves are delivering the key messages from their research and not the industry itself. Also, and perhaps unsurprisingly, securing positive media coverage means that “new” research is most appealing to journalists attending. Access to, and coordination and translation of, the latest research is vital as is securing funding through bodies such as ERAB the European Foundation for Alcohol Research.
On the flip side to the positive research on beer and wellbeing, the so called “best buys” (increasing taxation, advertising bans, and restricting availability) continue to be strongly pushed at a global, regional and national level as THE most effective way to tackle the harmful use of alcohol.
Of course, such population-based approaches can disproportionately affect responsible drinkers as well as drive informal and illicit markets. A whole session in Amsterdam was focused on “evidence-based engagement” to better understand how associations and companies across the world currently engage in this area, what the current evidence-base tells us, where are the gaps, and more needs to be done to strengthen our engagement.
Again coordination became a key theme. This work will continue with a further workshop in Geneva in February. For example, concern is such that the Brewers of Japan have now retained two scientists to review studies in this area and publish these reviews in Japanese and English on their website. In Finland, which already has a very restrictive alcohol policy, proposals have been put forward to further restrict marketing/advertising in print and social media, to no longer allow beer up to 4.7% abv to be sold outside of State monopoly outlets and also to further cut back trading hours.
Other national and regional challenges were presented and debated, with new labelling requirements being a common theme as well as national campaigns seeking to improve the reputation of the beer category in the eyes of policy makers, influencers and consumers.
The WBA provides a unique and valuable platform for the brewing industry, and after two very enjoyable years, I was sad to hand over the Chairmanship in Amsterdam although BBPA will continue to play an active role going forwards. The challenges we face remain as strong as ever and working together and learning from other markets will be key to protecting the freedom to produce and sell the best drink in the world!
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On 04/11/14 by Brigid Simmonds (Chief Executive)
Every year, the BBPA team visits one of our members so we all gain a greater understanding of their history, heritage and challenges. In my time, we have been to Brewers of Europe, Marston’s, Hall & Woodhouse, Adnams and, this year, Timothy Taylor. With Charles Dent moving to be Chairman at the end of the year and 'Boltmaker' awarded Champion Beer by CAMRA, it seemed a great idea for us all to board a train to the West Riding of Yorkshire last week, on one of the hottest Hallowe'ens for decades - it was even warm in Yorkshire!
Timothy Taylor started brewing in Keighley in 1858. It is still a family-owned company but, like many, has external non-executive directors, including Mike Bramley and Tim Clarke who have all played their part in the BBPA in past years.
Timothy Taylor uses Golden Promise barley in all their beers and whole hops. They take pride in their yeast evolved over 1,700 yeast generations and water from the Knowle Spring. Fermentation takes a minimum of seven days with a further week in a holding tank before beer is put into casks.
Beyond the brewery, Timothy Taylor's were one of a number of companies to take advantage of the 'Grand Depart' of the Tour de France this year. Peter Eells, their head brewer, created 'Le Champion', a 4.5% abv French style blonde beer, and students from Leeds City College produced striking yellow bikes to decorate the company’s pubs. The Woolly Sheep won the award for best pub in the 'Welcome to Yorkshire' Pub of the Year competition and supplies of Le Champion were even delivered by bicycle!
After a 'tour de force' history lesson, complete with photographic evidence from Charles Dent and a tour of the brewery, the team headed for lunch at the Lord Rodney with a melt in the mouth cottage pie, with Landlord, Boltmaker and Golden Best to complement. We then walked to the 'Boltmaker' pub, hardly larger than a small front room, but clearly a favourite 'wet-led' pub for a last pint before heading back by train.
We would all at the BBPA like to thank Charles, Peter, Andrew and the whole team for a great visit. The Timothy Taylor purpose is to thrive as a family-owned business by brewing nationally renowned, award-winning beers; owning pubs which support the value of the company; generating an attractive and sustainable return for shareholders whilst being fair and honest to their customers, employees and suppliers. This encapsulates the heritage and Britishness of beer and pubs which we are all so keen to support and promote.
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On 03/11/14 by Brigid Simmonds (Chief Executive)
Last year, five major brewers (AB Inbev, Carlsberg, Heineken, Molson Coors and Miller Brands) united to fund and launch a campaign to grow the British beer category and remind those who might have moved away from beer, or never tried it, of the vast array of tastes, flavours and styles of our national drink.
Last week, ‘Let There Be Beer’ evolved into ‘There’s a Beer for That’ with the launch of a major new advertising campaign, website and social media programme and I was fortunate enough to be at the launch.
Most of you will have met David Cunningham, the Program Director of the campaign, who is based in our offices, along with Louise Doherty, Social and Digital Manager. At the launch David explained that this is a £10 million investment for 2014 and 2015. Motivating and easy to understand, the campaign looks at quality, diversity and versatility, recognising that whoever you are, whatever the occasion, there’s a beer for you. What food are you eating? There’s a perfect beer to match this too.
The advertisement has been directed by the internationally renowned film director Michael Winterbottom who chose this to be the first advertisement he would film. The Director is best known for his work on Twelve Years a Slave and the opening ceremony for London 2012. A stellar team who have produced a magnificent advertisement, there were 250 in the cast of which 43 were principles. If you have not seen the advertisement – the link can be found here.
Launching in November will be #BeerMatch, a twitter service which will allow instant advice on beer and food matching to anyone tweeting a dish to @BeerForThat The recommendation for a beer pairing is being provided by some of the UK's most respected beer writers and sommeliers, including the BBPA's Steve Livens, who matched the beer and food at the launch event. Later in November will see the launch of Beer Club, which is rather like a book club for beer where anyone can join in on a guided online discussion about popular beer styles, every Wednesday evening at 7pm.
When you see the advertisement, you will note that it ends with the announcement that the campaign is backed by 'Britain's Beer Alliance', which is something for us all to support. There is no cost, but we want as many brewers and pub companies as we can to support and add their logo to the campaign. So do join in - make contact with David Cunningham or Louise Doherty and be part of this national celebration of Great British beer.
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On 30/10/14 by Brigid Simmonds (Chief Executive)
I was fortunate enough to visit the new Licensed Trade Charity school this week in the company of James Clarke, Chief Executive of Hook Norton, and a former Chairman of the BBPA Midlands region. The Hook Norton brewery is about 20 miles from the new school.
The Licensed Trade Charity helps people in need in our industry. In 2013, the charity spent more than £1.2 million on support and care services. This includes bursaries for children at the non-selective school they operate for 900 students at Ascot.
In 2009, the LTC opened a school for those on the autism spectrum in Hassocks. One in ten children in the UK suffers from autism. While not all need to attend a special school, Hassocks, and now Oxford, cater for those who do need special care. Many are funded by local authorities through a ‘statement’ as they have a legal requirement to provide for their educational needs. Just 15 per cent of young people with autism achieve full-time jobs. The LVS schools make beating these odds a top priority, and every effort is made to meet the special requirements of each child.
LVS Oxford is a former priory. Although it only opened in September, the school already has 16 day pupils and in the New Year there will be week-day boarding too. It was half term when we were there, but this allowed us to admire the beautiful building and refurbishment. The dining room is the former chapel for the nuns. The stained glass windows have been retained and protected, but as everywhere else, the impression if one of light and space. There are extensive grounds and plenty of opportunities for outdoor activities.
The Licensed Trade Charity clearly has expertise in education, but this is not just a philanthropic venture. The income from their schools goes to fund their helpline, website and the lifeline for those working in our industry who need help. Under the stewardship of James Brewster, their CEO, they have recognised that simple fundraising is just not possible in the current climate. Of course they appreciate the support of BBPA members and we raised over £3,000 at our annual dinner, but there are other ways of showing support. You can raise awareness of their services to your licensees; both active and retired, whether they worked in a brewery or a pub. Think whether you could offer work experience or an apprenticeship within your workplace for some of their alumni from Hassocks and now Oxford.
I ended my visit with a trip to the local pub. In this case; the Royal Sun at Begbroke where we had an excellent lunch. It had of course to be owned by a BBPA member; in this case Punch Taverns, and I was delighted to see a BBPA Challenge 21 poster just as we went through the door!
For more information about the work of the LTC; please visit www.licensedtradecharity.org.uk
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On 23/10/14 by Emma Sweet (Marketing Manager at Brakspear)
The BBPA asked me to submit a blog on behalf of Brakspear, about why we decided to enter the Heart at the Community Award this year. Well there’s a couple of simple reasons really, which I’ll happily talk you through now, but I wanted to begin by saying, we’ll definitely be entering one of the three awards next year, with a stronger determination to win!
Don’t get me wrong, we were delighted and amazed to be highly commended for our submission. The competition was stiff, and us entering this kind of award two years ago was unthinkable. Brakspear has been through a bit of a tough time with Henley over the last 14 years since the brewery was closed and sold, and production moving to Marston’s Wychwood Brewery. Many Henley residents still talk about this today, and not in a positive way either.
The company has completely changed in this time too, with new owners in the shape of the Davies family taking over, and having to deal with the hangover of a previous regime that hasn’t always been very popular, shall we say. So from 2007 until 2013, Brakspear pretty much kept themselves to themselves, quietly running pubs, and not really getting too involved with anything beyond that.
This changed towards the end of 2013. I arrived on the scene in July 2012, and was keen to change how Brakspear was perceived within the town. I knew we were a great company, and wanted everyone else to know too. Slowly I started gently introducing Brakspear to people. The sponsorship of a new local news website the Henley Herald, opens doors to meet the Mayor of Henley and various town councillors. And then the rest is history as they say, and more details about what we’ve been up to are on our submission.
We had a lot more confidence about ourselves, and what we were doing in Henley, uniting the pubs and the community for the greater good. However, we were still thrilled to be short-listed and to be highly commended certainly took us by surprise.
We know the good work the BBPA does, and we hold Brigid and the team in high regard for all that they do for the industry. We’re not a company that likes to boast about what we’re up to, but on this occasion we felt we should stand up and be proud, especially via an organisation that we have respect for too.
The final reason is that there’s still a lot of work to be done to quieten our cynics. This is why we’ll be entering next year, as we believe we deserve to win. The only way people will change their mind about us is if we keep shouting about the good work we’re doing, so watch this space...!
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On 21/10/14 by Brigid Simmonds (Chief Executive)
The Institute of Licensing held a very useful and timely Super Strength summit in Birmingham last week to discuss the number of local authorities which are following the example of Ipswich and pursuing voluntary schemes restricting retailers from selling higher-strength beers and ciders, which they claim are primarily bought by street drinkers.
Speakers included representatives from Ipswich, Portsmouth and Public Health England, as well as the Local Government Association in the morning; the trade associations (including me) in the afternoon. The day ended with a barrister who specialises in competition law and the Competition and Market’s Authority (CMA), followed by a panel session.
What has been clear from the start is that the Ipswich model was about policies to help 70 to 75 individuals and developing a clear understanding of the issues affecting them . Many street drinkers have a complex range of issues as well as alcohol addiction, which may include drug dependency and mental health issues.
In Ipswich, the strategy was about helping dependant drinkers into treatment alongside tackling crime and disorder, with reducing the supply of higher-strength beers and ciders only one part of the initiative.
Although the restriction of particular products has received the most focus, the scheme was extremely comprehensive and also included a strong element of enforcement of existing powers, including dispersal of those causing trouble as well as rehabilitation and treatment, and helping drinkers to change their lifestyles.
Many other local authorities have followed the Ipswich model. Much of the publicity has been about restrictions on the sale of certain products. However, some have only replicated this part of the project and not the rehabilitation and other measures, which appear to have been most effective in helping those who are some of the most vulnerable in our society.
So, in some areas we have seen restrictions on the sale of any beer above 5.5 per cent, 6.5 per cent or 7.5 per cent abv, which, as I pointed out, could include a wide range of products many of which may come from local, small or family-owned breweries. As a result, there are concerns that some national retailers may not differentiate between what can be sold in one store, as opposed to another, and so may de-list the product.
Such schemes also risk demonising beer, which is relatively low strength, at 4.2 per cent abv, on average.
Removing products affect all consumers. The BBPA has always maintained that removing certain categories or brands is an unhelpful precedent and the focus should be on the drinker and not the drink.
I was very clear that the BBPA supported partnership working. I promoted Pubwatch, Best Bar None, Business Improvement Districts and Drinkaware, as well as the use of existing legal powers for police and local authorities under the Licensing Act. These include alcohol control zones, laws against serving drunks and dispersal orders as well as the new legislation on below-cost selling and anti-fraud measures, which will help local authorities deal with retailers who sell alcohol very cheaply.
Perhaps the most interesting session was with the barrister specialising in Competition Law and the role of the Competition& Markets Authority (CMA). The CMA is clear that retailers are likely to be at risk of breaching competition law if they ‘enter into agreements and/or concerted practices and/or share information about their future commercial policies or intentions’.
Local authorities and police were warned that there were a number of risks in encouraging retailers into so-called voluntary agreements which could be anti-competitive and that any such initiatives cannot be a collective agreement. Retailers have to be very careful that they are not seen to share information with other retailers about their future commercial intentions, and local authorities must not encourage retailers to do this.
So, telling one retailer that they must sign up because another down the road has done so, could well be in breach of competition law. In addition it was emphasised that conditions on a licence must be proportionate and individual to a particular problem.
For local authorities thinking of introducing such a scheme, I think many will have left knowing that they must tread carefully. I also hope that all will understand the benefits of targeted, effective and sustainable partnerships with the industry.
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