HOSPITALITY: A MENU FOR CHANGE
HOSPITALITY:A MENU FORCHANGE#MENUFORCHANGE
CONTENTSFOREWORD03HOSPITALITY: BRITAIN’S BEATING HEART04DELIVERING A MENU FOR CHANGE06BRITAIN AND THE EUROPEAN UNION08A SKILLED, HAPPY AND PROTECTED WORKFORCE10INCENTIVISING GROWTH AND INVESTMENTBY REDUCING TAX AND COST PRESSURES14A BETTER BUSINESS LANDSCAPE18THE FOUNDATIONS OF A THRIVING HOSPITALITYAND TOURISM SECTOR24SUMMARY OF POLICY ASKS26MENU FOR CHANGE
FOREWORDWelcome to UKHospitality’s Menu forChange and thank you for your interest inhospitality. The sector is a vital one for theUK economy, generating 130bn in turnoverper year, contributing 39bn in tax andemploying over 3.2m people. It is the 3rdlargest sector in the country.UKHospitality’s members, and the sector atlarge, contribute in every region of the UK,both economically and socially. Our venues– pubs, bars, restaurants, hotels and more– are important community hubs; places forpeople to meet, socialise and relax. We areintimately linked to the tourism sector which,as an export earner, is more valuable thanall of food and drink exports and acts as aliteral shop window for the UK.The past few years have been turbulent formany in the sector, but many businesses havealso evolved to meet demands and flourisheddespite tough trading conditions. Our Menufor Change outlines how the sector canunleash its potential if it is given the correctsupport across a range of key areas.If regulation is sensible, then hospitality is inpole position to lead on issues as diverse assustainability, promoting healthier attitudesto food and drink and job creation. We canalso be the secret weapon in the resurrectionand future growth of Britain’s high streets.By unleashing our potential, we can unleashBritain’s potential.We hope that you take the messages in ourMenu for Change to heart and wish you thebest for the election.UKHOSPITALITYKate Nicholls,Chief Executive3
HOSPITALITY: BRITAIN’S BEATING HEARTBritain’s internationally renowned hospitalitysets global standards for customer offer andservice, outstanding venues and innovativebusiness development and practices. It formsthe core of Britain’s attractiveness as athriving and valuable tourist destination.Yet for Britons – and Britain - it is far moreeven than this: not only does hospitalityprovide food, drink, comfort and enjoymenton special occasions and in everyday life, it isthe engine of the nation socially, culturally andeconomically.Hospitality is the UK’s third largest privateemployer, providing more than 3.2 millionjobs – twice that of financial services, andbigger than automotive, pharmaceuticalsand aerospace combined. Those jobs arespread across the nation and, with 1 in 6 netnew jobs - half a million - being in hospitality,employment in the sector has increased by24% in a decade.Hospitality creates 130 billion in economicactivity, invests 10bn and generates 39billion in tax receipts per year for theMENU FOR CHANGEExchequer each year: enough to service thecountry’s entire defence budget or social carebill. Productivity growth, at 2.5%, exceedsthat of the overall economy. An industry ofentrepreneurs, 90% of hospitality businessesare local SMEs, representing 6% of totalbusinesses and 5% of GDP.These strengths, coupled with the sector’srobust ability to weather economic lows aswell as highs, underpin the priority focus thathospitality deserves from Government. Acrossthe policy agenda, hospitality is a bedrockof Great British culture, the essence of ourheritage and a powerful driver for positiveeconomic growth.
Vibrant venues with diverse formats andofferings make hospitality the backbone ofour high streets, the original social networkof Britain. Providing food, drink and comfortaround the clock, hospitality attractscustomers to high streets from breakfast untilthe last nightclub closes deep into the night –and a place to stay away from home.The exciting, multifaceted careers thathospitality offers across the skills spectrumhave never been more attractive, with diversepositions ranging from chefs and housekeepersto marketing, social media, legal and nutritionroles, to name but a few. Furthermore,hospitality’s meritocratic operatingenvironment means that career progression isswift and steep for talented, hardworking anddedicated workers of all ages.The British lifestyle is constantly changing,with the way that we eat, drink, socialise andparty always evolving with innovative newoffers. Hospitality can be a key instrument ininfluencing lifestyle choices, nudging consumerbehaviours and helping to deliver a happier,healthier Britain.There is a huge opportunity to be grasped forhospitality, politicians and the Great Britishpublic: by delivering a policy and operatingenvironment that empowers hospitality tothrive, Britain’s employment, commercial andsocial interests will be better served, as wellas safeguarding the future enjoyment andpleasure of Britons and inbound tourists alike.Our message is simple: unleash potential in usand we will unleash Britain’s potential.Hospitality creates 130 billion in economic activity, invests 10bn and generates 39 billion in tax receipts per year forthe Exchequer each year: enough to service the country’s entiredefence budget or social care bill.5
DELIVERING A MENU FOR CHANGEHospitality is a dynamic, vibrant and innovative sector delivering vital jobs, growth andinvestment in the heart of our local communities and the national economy.HOSPITALITY IS BIG BUSINESS: 1 30p.a. intu5%bnrnover3.2mHOSPITALITYWORKERSOF GDP3rdTOURISMVISITOR SPENDAN INDUSTRY OFENTREPRENEURS: 24.390% OF HOSPITALITYBUSINESSES ARELOCAL SMES2X GREATERTHAN FINANCIALSERVICES2.5%MENU FOR CHANGETOTALIN BOUNDSPENDbnper year1 IN 6 NET NEW JOBSHALF A MILLION CREATEDIN HOSPITALITY SINCE 2009EMPLOYMENT IS UP 24%IN A THc73%HOSPITALITY INVESTS 10per yearbnTAX RECEIPTS 40c.in direct grosstax receiptsbn
HOSPITALITY CAN ACHIEVE EVEN MOREHospitality is well placed to contribute pragmatically and positively, having achieved higher andfaster growth in output, wages and productivity than the economy as a whole in recent years.With the right stable and supportive tax and regulatory framework we can boost skills andopportunities, secure investment in regeneration and unlock the value of our social capital tounleash Britain’s global potential.TO DELIVER OUR SHARED ASPIRATIONS WE WANT TO WORK WITH GOVERNMENTTO SECURE THE RIGHT CONDITIONS TO:UNLOCK OUR ECONOMIC GROWTHThe ambition: hospitality output could growby 5.5% over the next 3 years, outstrippingthe economy and high street. A third of thatturnover is returned in taxes, funding vitalpublic services. Business rates are a growing burden andfall disproportionately on hospitality –we overpay by more than 2.4bn – andbusinesses are penalised with higher billswhen they improve their premises. Weneed root and branch reform of ratesto make it fit for purpose, rebalance thetax share to reflect the modern digitaleconomy and incentivise investment.BOOST SKILLS AND OPPORTUNITIESFOR OUR WORKFORCEThe ambition: hospitality employment couldgrow by half a million, generating goodquality career opportunities for all ages,levels and in all regions. With two thirds ofour workforce already semi-skilled, we arecommitted to investing in the skills we needand 30,000 apprenticeships. We want askilled, happy workforce, enjoying the rewardsthey deserve in a meritocratic industry. Doubling the employer NICs thresholdwould help us boost take-home payby removing the lowest paid from taxaltogether, safeguard youth employmentand let businesses invest in trainingand innovation. We have record lowunemployment and a decreasing poolof young Britons: a new migration policymust protect and reflect the skills theeconomy needs.BRINGING OUR COMMUNITIESTOGETHERThe ambition: hospitality venues are the gluethat binds our communities together. Highstreets, seaside towns and city centres facedifferent challenges but hospitality servesto benefit them all and our investment inour businesses underpins wider regenerationand local infrastructure projects as well asattracting inward investment and exportearnings. The Tourism Sector Deal is an ambitiouspartnership between Government andthe industry which seeks to cement andbuild on the transformational placemaking potential of our third largestindustry. Tourism Enterprise Zones shouldincentivise infrastructure investmentand encourage a creative approach todevelopment to rebalance the economy,serve the needs of diverse communitiesand bring prosperity across the regions.7
BRITAIN ANDTHE EUROPEANUNIONAs it stands the UK is a member of theEuropean Union and clearly there arediffering opinions on the future relationship.Here we set out our priorities regardlessof the outcome of the election and anyproposed deal. However, we would urgea future Government to provide certaintyto business and the wider population assoon as possible to unlock investment andimprove consumer sentiment.People are the most important element ofthe hospitality sector and businesses valuetheir employees from the UK and fromoverseas. The last few years have been aperiod of considerable uncertainty for EUcitizens, though the development of theSettled Status scheme and confirmation oftheir rights has been welcome. We believeit is now time that they were given legalcertainty about their right to remain. Relatedto this we believe there is a need for clearMENU FOR CHANGE
direction on future immigration policy thatencourages skilled workers to all sectors tothe UK, allows intra-company transfers andallows a temporary route for lower-skilledworkers, particularly young people.Food and drink are a vital part of thehospitality sector’s offer, with a largeproportion of this being imported from theEU. We believe it is important for customersand business alike that trade in food anddrink is unimpeded, whatever the futurerelationship between the UK and the EU.This means minimal tariffs on food and drinkimported from the EU and the smoothestpossible movement of goods that can beachieved. In addition, we would welcomeattempts to reduce import tariffs with nonEU countries to help deliver lower costs andincreased choice for customers.If the UK leaves the EU, we believe thereshould be a thorough review and concertedcampaign around EU regulations. This wouldaim to remove or amend regulations thathamper business but that do not provideprotection to the environment or workers.In particular we believe that Governmenthas misapplied state aid rules in relation tobusiness rates reliefs and that the UK shouldnot be beholden to these any further.IS CALLING ON GOVERNMENT TO: Guarantee the rights of EU citizens in the UK and ensure the smoothest possibletrade with the EU on food and drink9
A SKILLED,HAPPY ANDPROTECTEDWORKFORCEPeople are at the heart of thehospitality sector, and the betterthe people in the sector, the betterthe service that we can provide.Investment in skills and training arevital to this, both on-the-job andthrough the wider education system.It is also important that people lovetheir jobs in hospitality and areprovided with security, that is whyworking conditions have improvedso much in recent years and more isbeing done.As a major employer throughoutthe country already, and onethat is committed to expandingits workforce together withimprovements to productivity, workneeds to be done to ensure a flow ofpeople into the sector. This includesimproving the reputation of thesector, by highlighting the careeropportunities available; it can be byattracting those whose jobs are beingautomated out of existence; andby having a pathway for overseascitizens to come and boost our sector.MENU FOR CHANGE
A HIGHLY-SKILLED HOSPITALITYWORKFORCEHospitality has been a major supporter ofapprenticeships throughout the UK and – viathe Sector Deal - has committed to supportingthe ambition of 30,000 apprenticeships peryear by 2025 in England. To achieve this thereneed to be improvements in the structure ofthe education and skills regime in the countryas part of a coordinated pipeline of talent intothe sector.This needs to begin early in life: there are widersocietal benefits from promoting an interestin cooking from a young age to support aninterest in nutrition and sustainability. Thisshould be supported by more recognition offood subjects at secondary school, particularlyat GCSE level. Industry is developing aframework that supports these objectives andwould welcome Government support.The development of T-levels to providehigh-quality vocational training is a verywelcome step but we believe there needs tobe a greater focus on hospitality, as well ascatering. T-levels can be a route into higherlevel apprenticeships or an alternative forthose that want to learn on-the-job. Theapprenticeship regime has proved frustratingfor many businesses, particularly SMEs, andneeds reform. We believe with a few smallchanges it could be improved immeasurablyand provide a fantastic route for bothlearners and business – but it needs toprovide business with greater flexibility.People are at the heart of the hospitality sector, and thebetter the people in the sector, the better the service thatwe can provide.11
MAKING HOSPITALITY A CAREER OF CHOICEHospitality has a very broad range of jobs, both in termsof roles and the skill levels required. They can be someone’sfirst job straight from school or they can be highlytechnical, requiring an advanced degree of experience andtraining. Regardless, it is an accessible sector that rewardstalent, delivering social mobility, with rapid progressionavailable.Historically, the sector has under-sold itself, but this isbeginning to change. Many brands have been superblymarketing the great roles and careers they provide. TheTourism Sector Deal provides a fantastic opportunity forthe sector to revolutionise perceptions, where we havespearheaded the development of the Hospitality andTourism Skills Board. This could also be interwoven into theambition to ensure that people are prepared for changesin the economy with advances in automation. Hospitalityhas the potential to absorb many of those whose roles willcease to exist in the future.ATTRACTING OVERSEAS TALENT TO HOSPITALITYThe sector is revolutionising how it attracts domestic talent,with an unprecedented focus on perceptions, quality of jobroles and skills and training. However, there is still likely tobe a need for overseas talent to play a role in poweringthe hospitality sector. Overseas workers also bring skillsthat are not always present in the UK, such as a businesslevel fluency in languages, that is vital to improving theUK’s tourism offer.We believe it is vital that any future immigration systemencourages skilled citizens from overseas to come tothe UK to settle, but also provides a temporary route tosupplement the workforce in lower-skilled roles. This isparticularly important in the short-term as the industryimplements its plan to become more attractive to thedomestic workforce.MENU FOR CHANGE
SECURITY AND FLEXIBILITY IN HOSPITALITY JOBSPatterns of working are changing andin broad terms this means that peopleare looking for more flexible working.Hospitality lends itself well to flexibility butthere are occasions where this has beenabused by rogue employers. For this reason,the sector, like the Government and otherparties, supported the recommendations ofthe Taylor Review and subsequent policyannouncements.In addition, the sector has been proactivein working with employee representativesto work up and promote best practice toensure transparency, clarity and improvedunderstanding of tipping in venues,for workers, employers and customersalike. We will continue to support theGovernment to ensure equitable systemsto reward staff appropriately, withoutadding administrative costs for venues.Consideration should be given to generaldefinitions of earned income, particularly inrelation to future immigration policy.In terms of creating a great place to work,sector businesses are keen to ensure theirstaff are looked after. This can includesupport for mental health issues andprotection against harassment. Work isunderway to look at what can be done,particularly through a code of practice.Government support in developing anddistributing this would be beneficial.IS CALLING ON GOVERNMENT TO: Reform the apprenticeship levy and roll out T-levels to deliver a highly-trainedworkforce Invest in the Tourism Sector Deal to promote the great careers in hospitality Work closely with industry on the implementation of the Taylor Reviewrecommendations and tipping legislation Ensure a future immigration system works for the whole economy, at all skills levels,and includes a temporary route into work13
INCENTIVISING GROWTH ANDINVESTMENT BY REDUCING TAXAND COST PRESSURESHospitality is a relatively low-marginsector, with an enormous proportionof turnover being eaten up by tax andemployment costs. This burden candisincentivise entrepreneurs and holdback investment – in property, technology,equipment and people. It is critical thatbusiness costs for hospitality are cut asa means of boosting growth, investment,jobs and productivity.BUSINESS RATES ARE KILLING THEHIGH STREETThe high street is undeniably under stress,with high-profile closures both in retailand in hospitality, damaging communities.While a multitude of factors contribute tothis, undoubtedly business rates are one ofthe most significant. The 2017 revaluationshifted an even greater burden onto thehigh streets and accelerated this trend. ItMENU FOR CHANGEis worth noting that the type of businessesaffected on high streets is also beingaffected in rural and suburban areas.Hospitality is the sector most acutelydiscriminated against by business rates,paying over 3 billion - 11% of the total- despite being responsible for 2.5% ofeligible economic activity. If the sector’srate bill was equivalent to its proportionof the economy, then it would be slashedby 2.4 billion.Business rates is a tax from a differenttime, centuries before the digital economyexisted. There is a fundamental need toreadjust the country’s business tax systemunless Government wants to see thedisappearance of physical businesses thatdo so much to create a sense of communityspirit throughout the country.
Hospitality is the sector most acutely discriminated against bybusiness rates, paying over 3 billion - 11% of the total - despitebeing responsible for 2.5% of eligible economic activity.A COMPETITIVE VAT REGIME TOPROMOTE DOMESTIC AND OVERSEASTOURISMThe UK is one of very few countriesnot to have a reduced rate of VAT onaccommodation and food and drinkproducts sold out-of-home. This makes theUK uncompetitive on price with our majorrivals across Europe, adversely affectinginbound tourism (effectively an export)and meaning that more Britons take theirholidays overseas.This policy is perverse and needs to bechanged: it is time to reduce VAT to 5% forthe accommodation and out-of-home foodand drink sector. The subsequent economicbenefits and jobs generated will more thanmake up for any loss in revenue.To compound the high VAT rate there havealso been calls for the introduction of a‘tourist tax’ - the Scottish Government iscurrently consulting on how this could beimplemented by local authorities. We believethat this is a totally disproportionate, antigrowth, anti-tourism measure that will alsocreate a bureaucratic nightmare for business.We urge the UK Government to continue itscurrent policy and ensure that these powersare reserved. As a sector we are sympatheticto the desire at local level to attract tourism,but this should be done collaboratively withbusiness rather than through an extra tax.The UK has some of the highest alcoholexcise rates in the world and this is anextra tax burden on the hospitality sector.Although the tax is paid by drinks producersit inevitably gets passed through tohospitality businesses resulting in highercust
Hospitality is a dynamic, vibrant and innovative sector delivering vital jobs, growth and investment in the heart of our local communities and the national economy. HOSPITALITY IS BIG BUSINESS: DELIVERING A MENU FOR CHANGE 30 bn r 10 bn per year 5% OF GDP AN INDUSTRY OF ENTREPRENEURS: HALF A MILLION CREATED IN HOSPITALITY SINCE 2009 .
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