80 BREWING & BEVERAGE INDUSTRIES BUSINESS Let’s not dwell on the leadership issues bugging the big wide world. I’ll ‘trump’ them, if I ‘may’, with a few thoughts about what’s been going on in our very own beer sphere – especially within the two organisations that have been and remain closest to my heart. To their credit, both CAMRA and SIBA have always embraced open debate and championed democratic procedure, in a quest for broad consensus when deciding their core principles, internal structure, and policy direction. And both are currently engaged in tackling critical and potentially contentious issues of this nature, as they seek to evolve in an ever-changing industry and consumer environment. But there’s a balance that must be struck, between the perception of the democratic vote as an unassailable virtue, regardless of how (un)informed we are about what we’re voting for, and the essential need for leadership that is qualified and insightful – and knows how to lead. (If you’re not sure about that, I refer you to the brief mention of international politics a few lines ago.) In an attempt to redefine and reinforce its continuing relevance, CAMRA’s Revitalisation Project has followed an overlong consultative route of successive membership surveys, dressed up as the truly democratic and therefore righteous way of doing things. Finally, after one official postponement, and enough time for the ‘horse committee’ to build the most fabulous umpteen-humped camel, the Report is out – with all the conclusions and recommendations most of us could have foreseen from the outset. I am relieved to be able (mostly) to support these; and if the tortuous methodology really has been necessary to underpin the legitimacy of the Project and secure its ratification – as I’m sure would be the claim – then so be it. But the predictability of its outcome suggests a little more forthright leadership might have achieved the same, without so much time (and money) being wasted on a ‘smoke-and- mirrors’ validation process. Rather than looking forward, SIBA’s problem revives a bone of contention familiar from my first couple of years as the trade body’s CEO. The upper size limit on brewing membership had been discontinued, but I arrived to an undercurrent of grumbling demands for its reinstatement. Following a ballot – which mandated this with the tiniest of majorities – a proposal was drafted to set a limit, in line with the European definition of a ‘smaller brewer’ (200,000 hectolitres per annum), and introduce a non-voting category of ‘associate’ brewing member, to encourage continued engagement with companies above that size. After AGM approval in 2009 (NO votes against and just one abstention), SIBA set about its key mission to become The Voice of British Beer, working across the industry from the smallest brewer upwards. Today, this unity-is-strength ethos is reflected by: continued support for the industry-wide There’s A Beer For That campaign; praise for the ‘immensely powerful voice for the hospitality sector’ created by the ALMR/BHA merger; and the welcome to Heineken (Star Pubs & Bars) as a headline sponsor of BeerX 2018. What undermines it, however, is a renewed campaign against the big boys, who are being held responsible for the commercial tribulations of the genuine ‘independent craft’ sector. And I have read pieces implying that SIBA might pander to this nonsense and get rid of its associate brewers – companies like Fuller’s, Marston’s and St Austell – which would no doubt be ‘justified’ on spurious democratic grounds. I would dearly love to be reassured that there is no place in The Voice of British Beer for such a confrontational and Trumpish ‘we’re gonna build a wall’ attitude. Leadership…that’s an important thing, isn’t it? Julian Grocock The view through my glass bottom… JULIAN GROCOCK Leadership…that's an important thing, isn't it? Julian Grocock is a former pub landlord, managing director of Tynemill/Castle Rock, and chief executive of SIBA. Now a partner in Brewindex, a new business consultancy consortium of senior industry executives. Extensive experience in beer and pub politics, brewery and pubco operations, and on the front line in the pub trade...‘from cellar to ceiling’. You might expect someone who's been a managing director and a chief executive to know a bit about leadership – although I’ve never been the absolute ‘alpha’ in any position I've held. There’s always been someone with senior status for me to answer to. Just ask Mrs G. 80_Layout 1 12/02/2018 15:55 Page 1