HIGHLIGHTS

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1pm Registration opens Conference session 1Porter Tun Room

2pm - Welcome and introductionThis year’s guest chair, chef, TV presenter and Mowgli restaurant founder Nisha Katona MBE joins CGA vice president and conference host Peter Martin to set out the day’s agenda

2.15pm - What’s new, what’s changing and what not to ignoreSpotlight on global as well as UK food and drink trends, drawn from the data gathered by CGA’s specialist insight teams in Manchester and Chicago

Phil Tate, Group Chief Executive, CGA

2.35pm - What it takes to be a successful entrepreneurNisha Katona MBE leads the discussion on the lessons for the modern food and drink entrepreneur – the relationships to build, the partnerships to form and the advice to seek, with a panel including:

David Abrahamovitch, CEO & Founder, Grind

Stephen Crawley, CEO & Founder, Love Lane Brewery, Bar & Kitchen, Liverpool

Ollie Hunter, Head of Development at KERB, the street food incubator and Seven Dials Market operator

Julia Wilkinson, Group Restaurant Strategy Executive at Shaftesbury, the West End real estate investment trust.

3.05pm - Changing places What data is telling us about how different towns and cities are changing, the vital role of hospitality and what this means for increasingly localised operator decisions

Karl Chessell, Business Unit Director, Food & Retail, CGA

3.20pm - How to nurture a robust people culture Attracting, developing and retaining talent continues to be the hospitality sector’s biggest challenge - but how to do it? Some of the sector’s top employers and culture creators share their approaches with Nisha Katona MBE.

James Brown, Retail Director, BrewDog

Chris Hill, CEO, New World Trading Co

Kavi Thakrar, Head Babu, Dishoom.

3.50pm Coffee, tea, networking King George II Room

Conference session 2Porter Tun Room

4.15pm - The public and sustainability What does research tell us about customers’ changing attitudes to provenance and all things green?

Karl Chessell, Business Unit Director, Food & Retail, CGA

4.30pm - Feeding Britain The future of British agriculture and the food supply chain has never been as far up the political agenda, but how can, and should, pub, restaurant and bar businesses have a louder voice? Peter Martin chairs the debate.

Henry Dimbleby MBE, Co-founder of LEON, co-creator of the Sustainable Restaurant Association and the man charged by the Government to create a new food strategy for England

Phillip Hambling, Head of Food and Farming at the National Farmers’ Union.

4.55pm – Politics of the possible As Britain goes to the polls, what does the hospitality want from the next government – and what’s achievable? Where should it be putting its campaigning focus?

Kate Nicholls, Chief Executive of UKHospitality

5.15pm - What’s the future looking like?In uncertain times, it’s the big question everyone wants an answer to. Peter Martin chairs a panel of leaders from across the industry to discuss the issues that are shaping their decisions and the market itself – both domestically and globally. Contributors include:

Wendy Bartlett MBE, Executive chair of Bartlett Mitchell

Jane O’Riordan, Chair at Caravan, Turtle Bay and Flight Club

Rob Pitcher, CEO, Revolution Bars Group

6.00pm Drinks & CanapesKing George III Room

PEACH 2020 CONFERENCE AGENDANOVEMBER 20, 2019

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1. The market’s tough, but the best still thriveOpening the 2020 Conference, CGA’s Phil Tate flagged up signs of a tough market—including modest like-for-like sales growth of 1.7% from the Coffer Peach Business Tracker in the last 12 months, and a 4% drop in Britain’s number of casual dining restaurants. But he also pointed out that leaders’ optimism, as measured by CGA’s Business Confidence Survey, is currently at an 18-month high. “For the right outlet and the right proposition there’s still a big opportunity,” he said. “I don’t think there’s ever been a harder time to be an operator in this market. But I genuinely believe this is the best hospitality market in the world—the most resilient and the most adaptable to change.”

2. Experience is everythingMany of the most successful brands at the moment are those that offer a compelling experience, Phil Tate said—something much more than just food and drink. Street food spaces like Dinerama, immersive and game-based concepts like London’s The Mind Palace and The Bletchley, Manchester’s Point Blank and Nottingham’s Penny Lane, and rooftop bars like Frank’s Café and Goodness Gracious Roof Garden, all made people feel excited and on trend, he said. “Fundamentally it’s about social currency—updating the brand of self.”

3. Good brands flex fastAnother quality shared by many successful operators is the ability to react quickly and pivot. A 2020 panel of entrepreneurs featured David Abrahamovitch, founder of Grind, which has transformed from a coffeeshop brand into a cocktail, all-day food and retail destination too. “We try new stuff, iterate change and ditch what’s not working… all businesses go through that journey to find their brand values.” Stephen Crawley told how a brewing business in an unpromising location had evolved into the thriving Love Lane Brewery, Bar & Kitchen, while Ollie Hunter of street food specialist Kerb said collectives like his gave start-ups the space to test, incubate and refine their concepts before opening permanent restaurants.

4. People want brands with a purpose Consumers are more engaged with environmental and ethical issues than ever before, CGA’s Karl Chessell said in a 2020 session dedicated to sustainability. With BrandTrack data showing that nine in ten people think it’s important that brands use environmentally friendly ingredients and packaging, there’s no hiding place. “Consumers care about your why—the purpose behind profit… If you’re not showing your environmental credentials, they’ll go somewhere else,” he said. For examples to follow, he pointed out the work of operators including the Green Vic in London and Lucky Beach in Brighton.

TEN TAKEAWAYS FROM PEACH 2020The sell-out Peach 2020 Conference, co-hosted by CGA’s Peter Martin and Mowgli founder Nisha Katona, brought together the sector’s top decision-makers to talk about the burning issues of 2019. Here are just ten of the messages from a jam-packed day.

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5. It’s time to think about food supplyA special 2020 session on the food supply chain brought together the National Farmers’ Union’s Philip Hambling and the government’s food strategy lead Henry Dimbleby. Hambling said it was “a transformational moment” in food and agriculture related policy making, adding: “We need to think more tactically and strategically about where our food is produced.” Dimbleby said: “We have a food system that we should be incredibly proud of. It gives us a variety, quantity and quality of food that would have been unimaginable to previous generations… There’s an opportunity to lead the world on sustainable farming and innovation—to create a culture of great British food.”

6. Hospitality helps regenerationIn a Conference survey of the fast changing political landscape, UKHospitality’s Kate Nicholls suggested that whatever the outcome of the 2019 General Election, it will be important for the pub, bar and restaurant sector to champion its contributions to the UK economy and society. “Food and hospitality can help to regenerate communities and unlock public sector investment,” she said.

7. If it’s not on social media, it didn’t happenWith CGA data suggesting that 45% of consumers post photos or videos on social media from most or every night out, platforms like Instagram have become a major battleground for brands. On 2020’s closing panel session, Revolution Bars Group’s Rob Pitcher said his business had responded by making bars and cocktails more photogenic and shareable. “If it’s not on social media it didn’t happen,” he said. “We’re having to offer more and more rich content throughout the night—providing a night out on its own won’t pass any more.”

8. If you put people first, profits followThe final panel session of 2020 agreed on the pivotal importance of recruiting and retaining top talent. “If we get the people right, we’ll get the offer, sales and profit right… [retention] is something we all need to work much harder on,” said Wendy Bartlett of Bartlett Mitchell. “We’re all going to be fighting for the best people,” added multi-group chair Jane O’Riordan. “When times are tough you should be looking inward and investing in your teams”

9. Team communication is keyAnother people-focused panel at the Conference stressed the urgent need to keep people engaged with the board they work for. Kavi Thakrar of Dishoom said: “We think a lot about how the business is relevant to the people working in it… good communication is key.” Chris Hill of the New World Trading Company added: “You’ve got to find people who have at least a subconscious alignment with your values, or they’ll be pulling in another direction to you.” Giving staff a share in the business or a portion of profits can be a great motivator, said James Brown of BrewDog. “It boils down to making people feel start of the business’ story.”

10. Location, location, locationWith data from CGA’s Outlet Index showing a 5.6% drop in Britain’s licensed premises in the last five years, but double-digit growth in places including major regional cities, pinpointing the right spots to open has never been so crucial. As Karl Chesell told the 2020 Conference, CGA’s MATCH segmentation tools can help to work out where a brand might work best—and they can help to optimise ranging and pricing too.

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Our ethos is simple: to find and develop like-minded people who share our values of expertise, exploration, individuality, integrity, ambition and happiness.“ ”Chris Hill, CEO, New World Trading Co.

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1. Business confidence nudges upCGA’s latest Business Confidence Survey shows two thirds (65%) of sectors are optimistic about the prospects of their business over the next 12 months. That figure is up slightly on the third quarter of the year (58%), but still well down on confidence levels before the EU Referendum of 2016, which suggests optimism is only gradually ebbing back. “We’re seeing a bit of a kick-up in confidence,” Phil Tate told 2020.

2. Consumers continue to go out to eat and drinkBusiness confidence should be boosted by news that consumers still love to eat and drink out-of-home. CGA’s BrandTrack survey indicates exactly half (50%) of consumers eat out at least weekly, and a third (32%) drink out at the same rate. Both numbers have held up well in recent years, despite pressures on spending and economic uncertainty. “There’s a perception that people are hiding away from Brexit at home, but that’s not the case,” Tate said.

3. Restaurants outperform pubs againCGA’s Coffer Peach Business Tracker reveals that leading managed pub and restaurants grew their like-for-like sales by 1.7% in the 12 months to October—a touch below the UK’s inflation rate. Pubs outperformed restaurants in the Tracker throughout 2018 and the first half of 2019, but that trend has flipped since July. Restaurant groups saw like-for-likes rise 2.0% in October, topping pub groups at 1.5%.

4. Huge churn in casual diningThe CGA AlixPartners Market Growth Monitor shows there have been 2,423 restaurant closures in the last 12 months, and 1,789 new openings. In the 20 British cities with the most licensed premises, nine in ten openings are on ‘churn sites’—restaurants that closed but were promptly reopened by other brands or independents. “It shows the challenges and the sector and the new competition coming in,” said Phil Tate.

5. Small groups trump bigger onesWhat growth there is in the market is being driven by small and medium sized operators. CGA’s Outlet Index has recorded a 6% outlet increase from managed groups with fewer than 25 sites, and a 3% rise from groups with between 25 and 99. But for 100+ estates, the going has been much heavier, with numbers down 6%. That reflects restaurant a string of restaurant closures from several big brands, as well as the collapse of Jamie’s Italian.

6. Third space upends conventionsConventional pubs, bars and restaurants are increasingly challenged by fresh takes on the eating and drinking-out formula, like pop-ups, street food, market halls and game-based venues. Half (49%) of consumers have visited a third space food or drink activation in the last six months, BrandTrack shows—and since these people tend to over-index on eating and drinking out-of-home, it’s a crucial market to play for. With such variety on offer, it’s no surprise to see that consumers’ brand loyalty is waning and their expectations are soaring. “There’s never been so muchquality and choice… the consumer has never had it so good.”

7. Venues flex the offerRising costs and pressure on margins mean pubs, bars and restaurants need to get cash through the till round the clock now. Leaders in this fast-growing all-day space include Loungers, which evolves its offer right through from morning coffee to late-night cocktails. Serata Hall on Old Street, a venue that combines hot desking with restaurant and bar operations, is another example of how venues can flex over the dayparts—as is Greenwich’s Mama Fuego, which rolls a coffeeshop, bakery, riverside garden, barbecue, gin distillery and tap room into one compelling all-day destination.

TEN BIG TRENDS IN OUT-OF-HOME EATING AND DRINKINGCGA’s CEO Phil Tate gave the conference a whistlestop tour of eating and drinking-out, stopping at crucial food and drink market trends along the way. Here are ten of the biggest movements to watch as we head into 2020.

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8. Frontline teams make the differenceSpeakers at Peach 2020 were in no doubt about the most crucial component of success: people. Four in five (83%) leaders think service is a key driver of consumers’ choice, making it even more important than value for money. A similar number (79%) say developing staff is their top priority as they build brand values. “Service is becoming a key differentiator… it’s all about the people on the frontline,” Tate said.

9. The health kick goes onHealthier lifestyles and a greater awareness of sustainability are twin trends that are changing consumers’ attitudes to brands and eating and drinking-out. BrandTrack shows two thirds (67%) are trying to lead a healthier lifestyle now, and the big challenge is to respond with an offer that caters to these people, alongside the fast-growing number of vegans and vegetarians—but without alienating those for whom health isn’t such a big concern.

10. Consumers chase the new and the differentAs Tate pointed out at 2020: “People want everything now—it’s moon on a stick time.” For many, that translates into a thirst for new and exciting flavours, and a desire to be among the early waves of adopters. CGA’s Food Trends report highlights Asian cuisines like Burmese, Filipino and Sri Lankan as some of the next big things, while in drinks hard seltzers could be about to take off in the UK. But operators need to make smart judgments on which trends will last and which are passing fads—and as ever, getting the range right will be crucial.

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A clear ‘why’It’s obvious that consumers care about what they get from a restaurant, pub or bar—the cuisine type, the drinks range, the design and more. They are sensitive to how they get all that too—the service, ambience and all-round experience. But the why is increasingly crucial too. More and more people care about the purpose behind the profit, and operators need to be clear and direct in their messages around sustainability and ethics now. “Consumers really care about your why,” Karl Chessell told 2020.

Responsible sourcingCGA’s BrandTrack survey shows that more than nine in ten (92%) consumers think it’s important that the brands they visit source environmentally friendly ingredients. As well as a challenge, there’s an opportunity for operators and suppliers here—to tell positive stories about their sourcing and so differentiate themselves from the competition.

Greener packagingWasteful and single-use packaging has been under very sharp scrutiny in 2019, and the government’s proposed Resources and Waste Strategy is going to add to demands on businesses to follow the three Rs: reduce, reuse and recycle. Nine in ten (91%) consumers say it’s important that brands source environmentally packaging, a figure that has risen a couple of percentage points over the last year. CGA’s MATCH consumer segmentation tools show that greener packaging is a particularly big issue for groups including Trending Tastemakers’, ‘Sparkling Socialisers’, ‘Confident Conformists’ and ‘Mainstream Minded’. These segments tend to over-index on out-of-home spend, so it’s important for brands to prove they take their concerns seriously.

Better vegetarian and vegan optionsIncreasing consumer awareness is prompting more and more people to go vegetarian or vegan. Among those adopting veganism, ethical and environmental concerns are two of the top three reasons for making the switch. But BrandTrack shows that many of these converts are less than impressed with the choices on menus at the moment. Getting the vegan offer right will be a growing priority in the next few years.

SUSTAINABILITY: WHAT CONSUMERS WANTSustainability has been a big buzzword of 2019, and consumers are piling pressure on operators and suppliers to respond to their concerns. CGA’s Karl Chessell told the 2020 conference what the public wants

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Consumers really care about your why.“ ”Karl Chessell, Director, Food & Retail, CGA

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Proper investmentConsumers want to see tangible changes in business practices, but achieving them will require investment. Our Business Leaders’ Survey shows evidence that it is happening, with decent numbers of bosses increasing their investment this year in minimising waste (40%), protecting the environment (33%) and creating a more sustainable supply chain (32%). But leaders of big businesses are much more likely to be focusing on initiatives—whereas smaller businesses recognise it needs to be a priority but lack resource to make it happen. Smaller businesses need to get proper external support if they are to make progress on their sustainability initiatives.

Consumers will spend more with venues that get it rightConsumers make choices about where they go based on the sustainability credentials of the venues. One in four people would be put off visiting a venue that doesn’t source food ethically, and 41% are willing to pay more. Consumers are taking personal responsibility to tackle climate change, with half (49%) citing this as the best way to tackle the issue. Consumers will therefore make key decisions about the brands they visit based on sustainability, and operators getting it right can win visits and share of wallet.

Engagement throughout the supply chainIt’s not just at the consumer interface that sustainability matters so much. With businesses under pressure to act responsibly, three quarters (76%) of business leaders rate the ethical engagement of their suppliers as an important consideration. Operators who are serious about sustainability are taking steps to ensure that the people they work with are meeting their own high standards. As Karl Chessell said at 2020 on this urgent issue. “With two billion on-trade visits per year, hospitality can lead the way in delivering great experiences in a sustainable manner.”

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Start out small and mobileMore and more entrepreneurs are roadtesting their concepts as street food or pop-up operations. These models help to assess the potential of a business idea and refine the concept with support from others. Incubators of new busi-nesses include street food collective KERB, which supports dozens of traders at London venues including London Bridge, King’s Cross, the Gherkin, St Katharine Docks and West India Quay—and, as of September, at a major market at Seven Dials.

Head of development Ollie Hunter said around three quarters of KERB traders started out with less than £15,000 of capital. Not all of them will make it, but it’s a relatively low-risk way to get started before opening permanent locations and, in some cases, rolling out. “They might not have many assets [at the start] but hopefully we’ll help them get there,” he said.

Learn from the big brandsAll start-ups emerge with passion and an independent mindset, but there are lessons to be learned from much larger businesses too, said Grind CEO and co-founder David Abrahamovitch. Having opened his first site on Old Street roundabout in 2011, Grind is now up to 11 locations, and has combined the best of both the indie and corporate worlds.

“We wanted to take the things that the big chains do really well—speed of service, consistency of product, hygiene, not alienating people… but also the things that independents do well—young passionate staff, amazing quality of product, the best machinery—and marry those two together in a fun, loud and cool environment,” he told Peach 2020. your environmental credentials, they’ll go somewhere else,” he said. For examples to follow, he pointed out the work of operators including the Green Vic in London and Lucky Beach in Brighton.

Be ready to flexGrind started out as a coffee business, but soon added a cocktail and restaurant offer. Now it’s diversifying further with a roastery, retail products and more. “We’re trying to build more layers into the business,” said Abrahamovitch.

This ability to move fast is one of the big strengths of entrepreneurs, he pointed out. Having started in the tech world where changes could take months or even years, he enjoys the freedom to make snap decisions. “I really like how quickly you can iterate. Obviously as you get scale it becomes harder—you can’t think of something in the morning and then do it in the afternoon. But there’s something great about the speed you can evolve in hospitality.”

HOW TO BE A GREAT ENTREPRENEURWhat does it take to be a successful entrepreneur in the ultra-competitive eating and drinking-out market? A Peach 2020 conference session chaired by Mowgli founder Nisha Katona got the inside track from three start-up experts: Grind’s David Abrahamovitch, KERB’s Ollie Hunter and Love Lane Brewery, Bar & Kitchen’s Stephen Crawley. Here are seven of their lessons.

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Grind’s David Abrahamovitch and Love Lane Brewery, Bar & Kitchen’s Stephen Crawley

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Get the location rightLove Lane’s founder and CEO Stephen Crawley had an even more unusual route into hospitality: he was a professional cricketer before starting out on his own. When he did, it was with a small brewery in what he called a “horrific” location in Liverpool. After pounding the streets to find a better place, home is now the city’s vibrant Baltic Triangle—a much better fit for the brand, and with the footfall needed to make an impact.

Like Grind, Love Lane has evolved fast, with help from the Enterprise Investment Scheme, and it now has a wholesale operation, bar, restaurant and distillery as well as brewery. The old adage of ‘location, location, location’ has been spot on in his case. “If you’re going to build a brand from scratch your home has to be fantastic,” he said.

Max the daypartsWith property costs so high, it’s important for new businesses to make the most of every hour of the day—and Grind has been a model of that. “We realised we were kicking people out at 6pm which was nuts,” Abrahamovitch said of the brand’s move into other dayparts. “Coffee’s still at the heart of everything we do, but alcohol is the biggest source of revenue now.”

It feeds into the evolution that every start-up needs, he added. “We try new stuff, iterate change, do more of what’s worked and forget about the things that haven’t… it’s part of the journey towards figuring out your brand values.”

Show your intent New businesses seeking funding need to prove their Intent, ambition and willingness to learn, the 2020 panel agreed. “With some businesses you can see they have the next three to five years worked out,” said KERB’s Ollie Hunter. “We’re looking for people who are smart enough to see the parts of the business they need to improve, or find out how to do it, rather than someone who is arrogantly pushing their idea up a hill on their own.”

Be consistentCGA’s data shows that consumers are more demanding than ever, and if they get a bad experience they won’t come back. That means new businesses have to be resolutely focused on delivery, and can’t afford to switch off for a second. “You have to be really good single every day,” said Abrahamovitch. “Expectations versus spend per head are unbelievably mis-calibred. It’s really challenging—but there are still opportunities for the right brands doing the right things.”

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We’re looking for people who are smart enough to see the parts of the business they need to improve, or find out how to do it.“ ”Ollie Hunter, Head of Development, KERB

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‘Good communication is key’— Kavi Thakrar, Head Babu, DishoomWe’ve got seven sites and around 950 people now, and happy teams are an enormous focus for our business. We want to offer a business and culture in which people can thrive and develop and be part of something that makes a difference to people’s lives.

We have a very good retention rate and low staff turnover, and high engagement scores. Metrics like that help us, but what we really focus on is how to make things awesome for the team. We want to keep Dishoom relevant to people as they grow, and show them it’s a great place to build a career. We’re creative around the benefits we offer, like providing first aid training and equipping managers to help staff with mental health problems. We do fun things like trips to Bombay for anyone who has been with us for five years; when we launched that we thought we’d be taking one or two people out there, but next year we’ll be taking 35!

Good communication is key. We use email and WhatsApp, but we also have an internal Facebook page and use physical mail when it’s appropriate. It’s about the right communications through the right means.

‘Find people who align with your values’—Chris Hill, CEO, New World Trading CompanyWe’ve just opened our 27th site and have 1,700 people with us now. We operate from Bath to Newcastle and the geography is our biggest challenge, because we have to articulate our values everywhere we go. We started in the north west and know that area really well, but are moving into areas where people won’t know much about us. We have to spot very quickly if potential managers and team members are going to share our values. Once the opening team has moved out, you’ve got to be sure that people there are thinking and saying the right things for your brand.

The ethos is simple: to find and develop like-minded people who share our values of expertise, exploration, individuality, integrity, ambition and happiness. They mean nothing if you just stick them down in a welcome booklet, but we recruit and appraise against those values, and ultimately if someone has to leave it’s because they’re not working to them. You’ve got to find people who have a subconscious alignment to your values—otherwise they’ll be pulling in another direction to you. And you’ve got stay sensitive to when people are going that way. The more early warning systems you can create, and the quicker you get under the skin of the problems, the better.

POWER TO THE PEOPLE: THREE APPROACHES TO INSPIRING TEAMSA panel session at Peach 2020 shared ideas for recruiting, motivating and retaining the best talent in the industry. Here’s what three people-focused leaders had to say about rising to one of hospitality’s biggest challenges.

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We want to keep Dishoom relevant to people as they grow, and show them it’s a great place to build a career.“ ”Kavi Thakrar, Dishoom

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‘Make people part of the story’—James Brown, Retail Director, BrewDogBrewDog should get to 100 sites this year—it’s been lot of hard work over the years, and our people have been right at the heart of it. It boils down to making people feel start of the story. We hire on passion: we’re a mission-driven business so you can’t join us and not get passionate about beer. We want to make others as passionate as we are, and make people’s first experience of drinking craft beer as effortless as possible.

On remuneration, our baseline is that we’re a Living Wage employer; it’s the fair thing to do. We also share 10% of profits with our teams, and two things happened when we first did so: our profits went up, and our relationship with employees changed overnight so they became fully participating members of the team. It’s completely changed the way we think and engage people.

Many staff have shares in the business too, as part of our ‘Equity Punks’ scheme, which gives them another incentive to perform, or to point out if something’s going wrong. It makes for really close-knit connections between our communities, our customers and our employees.

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Peach 2020 was held three weeks out from a General Election, and amid ongoing uncertainty about Brexit—so perhaps the clearest conclusion about politics’ role in the industry is that more changes and challenges lie ahead.

In a session about the future of the food chain, Henry Dimbleby—co-founder of LEON and the man charged by the government to create a new food strategy for England—set out some of the likely challenges to production and supply, including food security, the climate crisis and geopolitical risks. But he said the sector was generally in good shape. “We have a food system now that we should be incredibly proud of. It gives us a variety, quantity and quality of food that would have been unimaginable to previous generations.”

Out-of-home eating and drinking businesses will be under pressure to contribute to debates about food supply and eating-related health issues like obesity in 2020, Dimbleby added—and contributing to the National Food Strategy (sign up at nationalfoodstrategy.org) is a good way to get involved. Change on a scale not seen since the Second World War, when domestic production massively increased, could be on the way. “We rose to the challenge once and we’ll do so again,” he said. “The food and drink and hospitality sectors have transformed in my lifetime, and there’s an opportunity to lead the world on sustainable farming and innovation… to promote the culture of great British food.”

Phillip Hambling, head of food and farming at the National Farmers’ Union, told Peach 2020 that British farming should be at the heart of future food strategies. “Everyone eats and therefore has an interest in food—and by definition an interest in agriculture. We’re going to have ten billion peo-ple [in the world] to feed and we’ve only got one planet—so where are we going to produce it all?” He added: “There’s got to be import substitution opportunities, especially given the resources that we’re blessed with. Other countries have invested in infrastructure and expertise to grow really high quality products at a competitive price.”

British agriculture can set new world standards on ethics, welfare and trading, help to tackle obesity and support efforts to cut carbon footprint, Hambling said—and technology will be pivotal in this work. “We’ve never been able to share so much information and data in the supply chain through the devices in our pockets.”

UK Hospitality CEO Kate Nicholls said the National Food Strategy was an important vehicle for change in the sector. “The silver lining from Brexit is that we’ve now joined up the food supply chain—the government has seen [how things connect from] farm to fork. It’s a transformational moment in policy-making. This Food Strategy allows us to talk across government the issues that matter most, and get food safety, security and standards at the heart of a national debate.”

Whatever the outcome of the General Election, UKHospitality will be making sure that the out-of-home eating and drinking sector has a seat at the table. “We’re talking about he transformational and regenerative impact of hospitality. [If government wants] To bring people back to high streets and town centres that have been deprived, you are going to need good quality eating and drinking out, social and community spaces and third spaces… there’s a huge opportunity for us to talk to government about how we can help them achieve that objective.”

Another post-Election emphasis for UKHospitality will be root and branch reform of business rates to help unlock business investment and revive high streets. “The message we’ve given to the main parties is that that has to happen very quickly,” Nicholls said.

INSIDE THE POLITICS OF FEEDING BRITAINWhere is the food supply chain and hospitality heading after the General Election and Brexit? Three experts at Peach 2020 pointed to some of the likely paths of direction

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“

”Kate Nicholls, Chief Executive, UKHospitality

The silver lining from Brexit is that we’ve now joined up the food supply chain—the government has seen [how thingsconnect from] farm to fork. It’s a transformational moment in policy-making.

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The rise of office cateringFor restaurants, pubs and on-the-go offers, lunchtime trade is challenged by office catering facilities. Wendy Bartlett, executive chair of contract caterer Bartlett Mitchell, said more and more big businesses saw it as a must-have. “We have clients coming to us now and saying they need to provide catering on site, because they know that if they are going to recruit and retain the best people they have to give them a good experience.”

Millennials demanding more There was much talk at Peach 2020 of young adults adopting healthier habits, but Rob Pitcher, CEO of Revolution Bars Group, pointed out that many of them still enjoy a night out. “Millennials and Generation Z are still drinking.” But behavior is changing, and these groups want social media-friendly live events from their bars. “The way people are going outis different… We’re having to offer more and more rich content throughout the night—providing a night out on its own won’t pass any more. It’s more expensive, but if it’s good then they’ll reward you with their loyalty.”

Experience countsJane O’Riordan, chair at Caravan, Turtle Bay and Flight Club, echoed the view that more consumers demand tangible experiences now—whether that’s Turtle Bay’s combination of bar and restaurant or games like darts, which have dramatically broadened their appeal. “We’ve moved away from the image of darts as big old men with pints… the majority of our customers at Flight Club now are women,” she said.

Sustainability to the foreAll three leaders agreed there was mounting pressure on brands to prove their commitment to sustainability and making a positive impact on communities. “Social enterprise has become a massive thing—I haven’t had a tender over the last year that hasn’t mentioned it,” said Bartlett. Revolution’s consumer research proved the need to be seen to do the

FUTURE GAZINGWhat do the next few years have in store for eating and drinking-out businesses? A Peach 2020 panel of leaders from three different sectors—Bartlett Mitchell’s Wendy Bartlett, Revolution Bars Group’s CEO Rob Pitcher and Jane O’Riordan, chair of several big brands—explored some of the big challenges

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right thing, added Pitcher. “It’s not that they want us to be perfect off the bat, but they need us to be on that journey.” And O’Riordan said it mattered to employees too. “Your sustainability agenda is really important to your team—people want to work with a company that cares.”

People at the core“The big future challenge for all of us is going to be about finding and keeping hold of good people,” said O’Riordan. “When times are tough you should be looking inward and investing in your teams.” Hospitality needs to work harder to sell itself as a place to build a career, Pitcher said. “There are clear progression opportunities, and we don’t talk enough about the general management skills that you can get… you’re doing a micro MBA by becoming a GM.” Bartlett added: ”Our five-year plan is all about the people. If we get the people right we’ll get the offer, sales and profit right.”

Tech a big challengeTechnology is transforming the way consumers engage with restaurants, pubs and bars—but harnessing it is a massive challenge. “It wasn’t so long ago that the IT team was kept in the basement and was mostly used to fix your printer… now technology has to exist in every function, and that shift has only just started to happen,” O’Riordan said. “Integration is the big issue—getting all these communication channels to plug into your system so you’ve got one portal or dashboard to work from,” Pitcher added.

“”Wendy Bartlett, Executive Chairman, Bartlett Mitchell

Our five-year plan is all about the people. If we get the people right we’ll get the offer, sales and profit right.

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Ian Payne is recognised for a career in hospitality that spans nearly 50 years. Having started out behind the bar of a local pub, he has built a stellar career in pub management for companies including Bass, Laurel Pub Company and Town and City Pub Company, and has led many of the biggest pub transactions of the last few decades. In 2010 he founded Stonegate Pub Company out of the acquisition of pubs from Mitchells & Butlers, and has grown it through further deals for businesses including cocktail bar brand Be At One and, this summer, the Ei Group. In 2018, he received an MBE for services to the hospitality and pub industry. He has also been instrumental in the careers of people at all stages of their careers in the pub sector.

Presenting him with the Industry Icon Award, CGA vice president Peter Martin said: “Ian Payne has been right at the heart of the restructuring and, as importantly, the reimagining of the modern British pub industry. Despite overseeing some of the biggest shifts in power and ownership that the sector has witnessed, he remains at his core a traditionalist, and most at home out there on the frontline with his teams in his pubs. He understands that that is where you find the essence of the industry—the heart of hospitality.”

He added: “Ian is passionate about pubs, a supporter of a raft of industry initiatives and campaigns, and has bred real loyalty throughout the business. He has long promoted meritocracy and his ‘Bar to Board’ philosophy has played a hand in the careers of many talented leisure industry professionals.”

Ian Payne joins an exclusive Hall of Fame that includes 26 other Icon Award recipients: Tim Bacon, John Barnes, Andy Bassadone, Peter Boizot, Rupert and Jo Clevely, Chris Corbin, Gerry Ford, Karen Forrester, James Horler, Tony Hughes, John Hutson, Bob Ivell, Alan Jackson, Karen Jones, Phillip Kaye, Jeremy King, Simon Kossoff, Tim Martin, Julian Metcalfe, Thomasina Miers, Ian Neill, David Page, Robin Rowland, Steve Richards and Mike Tye.

ICON AWARDPresented by CGAFor individuals who have made an outstanding contribution to the sector over a sustained career

Winner: Ian Payne

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The Special Award at CGA’s 2019 Hero & Icon Awards honoured the Plan B project, co-founded and supported by Holly Addison, Emma Causer, Ann Elliott and Kate Nicholls. Launched last year in response to concerns about the shortage of female leaders in hospitality, it has provided women in management positions with aspirations to reach board-level roles with mentoring, advice and motivation. In little over a year it has recruited 150 board-level mentors and run seven events to pair them with mentees, with eight more events, a conference and a website to follow in 2020.

Peter Martin said: “Plan B is an initiative that has tackled an immediate issue and caught the industry’s zeitgeist. Last year’s 2020 Conference highlighted the issues around promoting diversity in employment in our workforce, a topic that resonated loud and clear. Holly, Emma, Ann and Kate aren’t just great advocates for diversity—they’re doing something practical about it. This Award is in recognition of the hard work and determination put in to get Plan B up and running and for the success it has already proved—and it’s also a nudge to others in the industry to get involved.”

SPECIAL AWARD Presented by CGAFor individuals who have made an outstanding contribution to the sector.

Winner: Holly Addison, Emma Causer and Ann Elliott

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www.timbaconfoundation.co.uk Registered Charity Number 1173108 in England and Wales.

For further information on how you can support the Tim Bacon Foundation email janeatherton@timbaconfoundation.co.uk

T H A N K Y O U Y O U R D O N AT I O N S H A V E F U N D E D :

to The Christie Proton Beam Therapy unit research facility£500,000

£99,000 to Kidscan funding three Post Graduate fellowship positions

£68,000 to Maggie’s Manchester, supporting people living with cancer and their families

£95,000 to Prevent Breast Cancer for Breast Density Research Projects

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With the help from the hospitality industry the Foundation’s aim is to support charities funding specific research projects and to help people to live with cancer.

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Like his mentor and Icon Award winner Ian Payne, Simon Longbottom has worked his way up through the ranks of hospitality, and knows the industry inside out as a result.

Straight out of a gap year he became a general manager at a Bass pub in Bournemouth. So the relationship with Ian Payne began, and two decades later, via stints at Greene King and Gala Bingo, he took the top job at Stonegate Pubs. At the time the pub group was only four years-old, having been created out of a package of 333 Mitchells & Butlers pubs—but just a few years on it was twice the size. Deals for cocktail bar brand Be At One in 2018 and the Ei Group’s pub portfolio in 2019—the latter subject to CMA approval—will make it the UK’s biggest pub and bar group of all.

Longbottom has had a steady hand on the tiller as Stonegate has grown: with an appreciation of what it’s like to work on the frontline, he leads by experience and example. By championing pubs as an egalitarian place to build a rewarding career, he has built a bar-to-boardroom culture that can inspire the whole industry too.

INDUSTRY LEADER OF THE YEAR Presented by Coffer Corporate Leisure For individuals who have made an outstanding contribution to the sector.

Winner: Simon Longbottom, Stonegate

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FAMILY-FRIENDLY BRAND Presented by Casual Dining Show

Winner: Farmhouse Inns

BRAND XP AWARD Presented by CPL Online

Winner: The Alchemist

CONSUMER CHOICE Presented by Coca-Cola European Partners

Winner: Wagamama

Wagamama’s Regional Directors Paul Wilson and Ashley Hamilton, Managing Director Nigel Sherman and CEO Emma Woods with Michael Christopherson from Coca-Cola European Partners

Event Manager Eva Ellis from Casual Dining Show presents award

Simon Potts, Managing Director at the Alchemist, Jamie Campbell from CPL Online and Alchemist’s Operations Director Mark Burville

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464647

POWER BRAND Presented by Groupon

Winner: Zizzi

CHALLENGER BRANDPresented by UKHospitality Winner: Farmer J

BEST SERVICE Presented by Diageo

Winner: Five Guys

Paul Hamilton, Head of Brand at Five Guys

Zizzi’s Managing Director Harry Heeley accepts award from Ross Tulloch at Groupon

Farmer J’s husband and wife duo Jonathan and Ali Recinati

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EVOLUTIONARY BRAND Presented by Reynolds

Winner: Dishoom

BEST CONCEPT Presented by Omnivore

Winner: Dishoom

BREAKTHROUGH BRAND Presented by Bookatable by TheFork

Winner: Mowgli

Mowgli’s Founder Nisha Katona

Dishoom’s Operations Director Brian Trollip and co-founder Shamil Thakrar, alongside Reynolds’ MD Tony Reynolds and Dishoom co-founder Kavi Thakrar

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MOST ADMIRED BRAND Presented by Fourth

Winner: Wagamama

DISRUPTOR OF THE YEAR Presented by Caterer.com

Winner: Jonathan Downey, London Union

BEST DESTINATION OPENING Presented by Asahi

Winner: Market Halls, Victoria, London

Market Halls’ Chief Creative Officer Simon Anderson

Wagamama’s CEO Emma Woods

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MEET YOUR NEW CHARITY PARTNER

actionagainsthunger.org.uk @acf_uk ActionAgainstHungerUK

A partnership with Action Against Hunger will enable your business to engage your customers and staff whilst raising valuable funds to help save the lives of malnourished children.

We’d love to talk to you about how you can turn your passion for food into action against hunger. There are a variety of ways to support our work, including our annual Love Food Give Food campaign. To hear more please contact Charlotte Leonard on 020 8853 7585, or email: restaurants@actionagainsthunger.org.uk

Be part of the growing community of restaurants and diners who are helping to fight hunger around the world.

Join us in the fightagainst child hunger!

Action Against Hunger’s annual Love Food Give Food campaign is one of the high points of our year, a time when the business, our staff and our customers come together to work towards something. Part of the reason we’re in business is to be able to make a difference in ways like this, and I hope it’s also part of why staff and customers have grown to love Hawksmoor.

Will Beckett, Co-Owner and Founder, Hawksmoor

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INTERNATIONAL AWARD Presented by CGA

Winner: BrewDog

BEST ENTREPRENEURIAL COMPANY Presented by RSM UK

Winner: Caravan

BEST COMPANY Presented by Zonal

Winner: Loungers

INDUSTRY LEADER OF THE YEAR Presented by Coffer Corporate Leisure

Winner: Simon Longbottom, Stonegate

Loungers team, including CEO Nick Collins and Chairman Alex Reilley

Caravan’s co-founder Laura Harper-Hinton

BrewDog’s CEO David McDowall

Stonegate’s CEO Simon Longbottom

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Portfolio sale of six pub investments across London, the SouthEast and Birmingham. Sale totalled in excess of £20m to twoinstitutional funds substantially above quoting price

M&A and Property

Advisers to the Leisure

and Hospitality Sectors

Acquisition of three London pub investments all let on longleases to EI Group. The price of £5.75m reflected a NIY of 3.49%

Aquisition of 6 tenpin bowling centresfor Ten Entertainment Group

Sale and leaseback of the David Lloyd inColchester, Essex to M&G Real Estate. Sale of long leasehold interest for £16.7m

Sale and leaseback of 26 SmithfieldStreet – Bird of Smithfield for £3.9m

0207 299 0720

info@cocol.co.ukcocol.co.uk

@CofferCorporate

Coffer Corporate Leisure is the only specialist property investment and M&A adviser dedicatedspecifically to the leisure and alternative sectors. Our expertise falls into two major specialties: PropertyInvestment Advisory and Merger & Acquisition Advisory. We advise major players in the leisure investment field, from private equity owners to specialistproperty investors including many institutions. We help operating businesses optimise their assets.Sale and leasebacks and ground rent transactions are our speciality. Get in touch to find out how we can help you and your business.

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Serving cutting edge insights to the eating and drinking out market. Contact us today to learn more.

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