Several brewers in the country are accused of cutting the alcohol content — but not the price — in what’s been described as another example of “shrinkflation” as the makers scramble to cut costs amid major changes in taxation.
Coined as “drinkflation” by media, the alleged trend is leaving drinkers to feel short-changed as the brewers cut down alcohol by volume (ABV) allegedly to save on taxes. They have kept the size of their bottles and cans intact, with the same amount of liquid, but slashed the amount of alcohol.
Fosters, Spitfire, Old Speckled Hen, and Bishop’s Finger are among the tipples that are being named whose ABV have been slashed over recent months. While ABV for Foster's, sold by Heineken in the UK, has dropped from four per cent to just 3.7 per cent, the ABV for Old Speckled Hen is down from five per cent to 4.8 per cent.
These reductions may appear small, but they end up generating a tax saving of 2p to 3p on every bottle. Since brewers are pocketing it and keeping the sales price the same, with 7.8 billion pints gulped down each year, a mammoth is being saved here collectively.
Sheffield Alcohol Research Group (SARG) at the University of Sheffield said that a major brewery that reduced its ABV by less than half a percent — 0.35 per cent — could save up to £250 million in government tax payments.
Cost of living crisis has arrived at a tough time for the brewing industry as over the years, there has been a massive drop in alcohol consumption in the country.
According to current figures, inflation in the country is 7.9 per cent in the year to June, down from 8.7 per cent in May. With the price of common goods such as milk, cheese and eggs having risen by over 50 per cent, the prices of beer, wine and spirits have risen by 13.1 per cent, 7.2 per cent and 8 per cent respectively.
In line with most food and drink producers, brewers are also facing significant increases in the cost of raw materials, energy and energy-related products such as glass.
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And since levy is charged on the percentage of alcohol in a beer, cutting back ABV is an easy and effective way to make the savings.
In the words of Industry consultant Bill Simmons who calls the practice of reducing ABV a “good ploy”, brewers had “got nowhere to go” amid rising prices as they "can’t change the pack size” or bring any other changes in packaging or impose higher prices owing to major push backs from supermarkets.
A spokesperson for Greene King told media that saving two pence per bottle was a way for it to counteract the “significantly increased costs” it is currently facing.
Shepherd Neame, the country’s oldest brewer, slashed the ABV of its bottled Spitfire and Bishops Finger ales to 4.2 and 5.2 per cent respectively, from 4.5 and 5.4 per cent, stating that brewer’s drinks had undergone “extensive testing” to make sure the lower alcohol content did not impact their taste.
While the practice mirrors shrinkflation – stealth cuts in package sizes and portions introduced by food makers- drinkflation is being called its sneakier cousin as it does not result in any noticeable visible change in the shape or size of bottles and cans.
However, it is still a matter of debate if this practice actually amounts to cheating. After all, unlike shrinkflation, consumers are still getting the same amount of beer, it just contains slightly less alcohol which is usually mentioned on the packaging too. Are they even noticing this slight change?
In the words of retailer Girish Jeeva from Glasgow, it is too early to see the effect of the so-called drinkflation or even price increase (due to duty change) on the consumers.
“I think it will take some time before customers start noticing the difference in price or taste or its affect and act accordingly,” he said.
Call of Duty
Alcohol duties were frozen since 2020 due to various reasons including cost of living crisis. While prices continue to rise (albeit at a slightly slower rate), the government has brought-in 10.1 per cent overall rise in alcohol duties.
Additionally, from Aug 1, a major overhaul has been introduced under which alcohol duty is now levied based on the alcoholic strength– ABV – of the beverage, rather than by its category, thus harmonizing the tax rates for different types of beverages and reducing the number of rates. Combining the two together, the alcohol industry is claimed to be facing the largest increase in duty since 1975.
Batting for the new duty, prime minister Rishi Sunak stated that UK had “taken advantage of Brexit” to simplify alcohol duty and that the changes would “benefit thousands of businesses across the country”.
The government classes alcoholic drinks into four categories- beer, cider and perry, wine and wine-made, and spirits. Prior to Aug 1, beers and spirits were taxed according to their alcoholic strength, while the remaining two categories were taxed based on the total volume of the product.
What the Treasury says as new "common-sense" principle, the new alcohol duty system brings with itself a major system change- alcoholic products being broadly taxed based on their alcoholic strength alone. Stronger the alcohol, higher the tax.
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Drinks with ABV below 3.5 per cent will be taxed at a lower rate, while drinks with an ABV of more than 8.5 per cent will all be taxed at the same rate, whether they are wines, spirits or beer.
For the tax bracket at least 3.5 per cent but less than 8.5 per cent ABV, brewers are facing a duty increase of 10.1 per cent, which the government has based on the Retail Price Index, essentially trying to keep it in line with inflation. This amounts to £21.01 excise duty rate per litre of alcohol implying that duty on a 4.5 per cent ABV beer will increase by 4p in shops while a cider of the same percentage will see a 1p increase.
The changes are brought in to target problem drinking by taxing products associated with alcohol-related harm at a higher rate of duty. The Office for Budget Responsibility is estimating that the new alcohol tax will raise £13.1 billion in the 2023-2024 financial year, equivalent to around £465 per household and 0.5 per cent of national income
As one can see, for a brewer in the at least 3.5 per cent but less than 8.5 per cent ABV range, they would have to knock quite a percentage points off to get out of this bracket and thus offset approximately10 per cent duty increase. Clearly, the move by Heineken, Greene King or similar ones does not serve the purpose of wriggling themselves out of this bracket.
Asian Trader contacted Heineken, BrewDog, Budweiser, Carlsberg and Molson Coor for input on this matter.
Changing tastes
Rise in the trend of cutting down ABV anyway comes at a time when Brits are increasingly embracing comparatively sober lifestyle with low and no alcohol drinks.
For people who are drinking beer for the sake of it or as a social thing, the lower alcohol content is more than welcome. Market data from Circana has found that although demand for regular beer has fallen by six percent in the last year, sales of no and low alcohol beers have increased by six percent in the same time.
In fact, Tesco has claimed that “sales are so strong that demand for the first three weeks of June is more than 25 percent higher than it was for the first three weeks of Dry January”. No wonder Guinness said that it would almost triple production of its zero-alcohol brand in response to a growing consumer taste for non-alcoholic drinks.
Other market reports suggest that sales of low-alcohol and no-alcohol beers have almost doubled in five years as weaker versions of global brands such as Heineken and Budweiser helped convert drinkers of carbonated soft drinks.
Drinkers in the UK bought £362m of alcohol-free and low-alcohol brews in 2021, up from£191mn in 2016, according to research group IWSR. This included£146m of “alcohol-free” beers, which have 0.5 per cent ABV or less. Low and no alcohol brews account for 3.1 per cent of the UK’s beer market, IWSR stated, compared with 2.7 per cent globally.
It is Gen Z who is causing a shake up in the alcoholic industry owing to their mindful drinking and sober curiosity, leading to better sales of low and no alcoholic drinks. According to Euromonitor, Gen Z – the generation born between the mid-1990s and early 2010s – has displayed a noticeable trend of reduced alcohol consumption compared to previous generations.
Retailer Girish Jeeva
Retailer Jeeva resonates market reports while revealing a dramatic rise in the demand for alcohol-free range. The Asian Trader award winning Premium store retailer is set to inaugurate a new “beer cave” in his store under the latest refitting in which a considerable space will be allocated to alcohol-free range.
“We are going to give probably about one to two meter for just alcohol-free range, amounting to 15-20 per cent of the alcohol aisle to start off with. With the rise in trend and now with all the prices increasing, this will be a good alternative for customers to switch into,” he told Asian Trader.
Stating that Corona Zero is the most sought-after product in this category, Jeeva plans to give a dedicated space to “stock as many alcohol-free products as possible”.
Taking advantage of lower tax perk, brewers, such as Scotland-based Vault City Brewing, are set to come up with more low-strength or ‘table beers’ that would be in the 2.5 to 3.4 per cent ABV range. Other makers are also expected to come up with more options in this range.
Cheers, anyway
As stated by retailer Jeeva too, it is too early to really tell if either drinkflation or new alcohol duty change will result in any major market shift.
Although it seems to be a nascent yet flourishing category, it is again too early to forecast that new alcohol duty change will lead to a plethora of lower same brand ABV beers hitting the market, new ranges, or it will be just the status quo.
Overall, slashing ABV does not seem to be as evil an approach as claimed by the media. In fact, reducing the alcoholic strength of beers seems to be a win-win situation for everyone here. Not only it is protecting commercial interests of brewers, but it is also aligning with trends in consumer demand and is likely to be a benefit to public health by reducing overall alcohol consumption. Cheers to that!
However, things are not as simple as it seems. If every brewer decides to produce a large range of lower ABV brands, falling in line with the government’s health ambitions, it would also at the same time will have a major impact on the amount of tax the UK Treasury accrues from the alcohol sector. Something to ponder over.
A Leeds criminal, who robbed a convenience shop in Armley at knife point to raise money to pay off his girlfriend's drug debts, has been jailed.
According to recent reports, Lance Mace has been made the subject of an extended sentence following the robbery in Armley in November last year.
His Honour Simon Batiste made Mace the subject of an extended sentence made up of four years in custody and an extended licence period of two years.
Leeds Crown Court heard on Tuesday (21) that Mace had been in earlier in the day to try and sell stolen items to the shop assistant he later robbed.
Prosecutor Philip Adams told Leeds Crown Court, "The shop theft took place at a pharmacy in Armley. He entered with another man and he went to a display of cold and flu remedies and pain relief and entered the contents into a bag for life and then did the same at the cosmetics shelf.
"Another man was doing the same. They were challenged by staff but they left. He was recognised by a staff member at the time as he had done the same thing before.
"He produced a small kitchen knife and demanded bank notes from the till. The man backed away and the defendant came around and held the knife towards him while repeating his demands.
"The complainant said he couldn't open the till or refused to and the defendant took bottles of alcohol of the value of £37 before leaving the shop.
"In a victim personal statement dated the 24th November, he [the victim] said he as shocked at the time. He says he is ok living and working in the area but he would feel anxious if he was to see him [Mace] again.
"The defendant was recognised by officers on security footage at the shop."
Adams said the 36-year-old had previous convictions on his record for wounding, battery, burglary, threatening behaviour, assault by penetration and attempted rape.
A leading Nisa retailer, who was left badly injured in a recent violent shoplifting incident in his store, has issued a passionate plea for greater protection and support for retail staff, shedding light on the grim reality faced by retail workers across the UK.
Retailer Amit Puntambekar who owns and runs Ash's Shop Nisa Local in Fenstanton in Cambridgeshire has challenged the general perception that shop theft is "victimless", detailing the intensity and effects of such crimes.
Puntambekar revealed to Asian Trader that a shoplifter recently targeted his store. On being confronted, the man became aggressive and punched him in the face, leaving him with a laceration below his eye.
"I was punched in the face by a shoplifter. I then had to detain him for 20-25 minutes until the police came out," said the retailer.
Despite the injury, the retailer returned to work the same day to monitor CCTV and ensure his team’s safety.
Calling for safety for retail work force, Puntambekar shared on social media, "Shop theft is not harmless,” he wrote.
“It causes major psychological damage and anxiety to retail teams. More worryingly, the physical violence is abhorrent. Nobody should have to think about going to work and being attacked.”
The retailer highlighted the growing boldness of shoplifters since the pandemic, citing lax enforcement and a sense of impunity as contributing factors.
“These criminals are habitual offenders, they do not care about the law. What has become more common to retail workers is abuse, and violence. As shop theft doesn’t get tended to, these criminals are pushing the boundaries.,” he explained.
"18 per cent of retail workers have faced assault, a number I fear, is significantly higher than being reported. 70 per cent of my retail colleagues across the country faced verbal abuse, again a number I believe is probably much higher."
Puntambekar further added that his concerns about the psychological and physical toll on retail workers, emphasising the need for a cultural shift in how shop theft is perceived.
It’s time to change the narrative on these criminals, they are not innocent. They are willing to commit a level of violence which the average person cannot comprehend.
"Retail and service workers need more protection urgently, they need support across different industries to drive this change. The first item that needs to change is the perception that shop theft is victimless.
Despite his ordeal, the retailer reaffirmed his love for his job and the positive impact his business has on the community.
His store supports Special Educational Needs (SEN) groups, social clubs for the elderly, local sports teams, and schools. As a parish council member, he is deeply invested in giving back.
“Retailers across the country do incredible things every day. Their teams work hard every day. They deserve a safe space to work. We shouldn’t wake up knowing that we could be attacked,” he concluded.
The post has sparked conversations across the retail community, with many calling for urgent action to better protect retail and service workers.
Nisa Local Torridon Road in South London has seen a remarkable 30% increase in chilled sales, thanks to the addition of Co-op ready meals to its range.
The store’s owner, Kaual Patel, credits the uplift of £6,000 per week in chilled product sales to the quality and appeal of the Co-op range and the store’s recent refurbishment.
Kaual said, “In November 2022, we refurbished the store and added significant chiller space, which allowed us to take full advantage of the Co-op ready-meal range.
"Since then, we’ve seen an uplift in sales of at least 25% to 30%, amounting to around £6,000 a week.“
The chillers are now our biggest department, stocked with everything from fresh soups to pizzas, curries, and takeaway-style meals. This has made a huge impact, allowing us to compete against larger chains in a way we couldn’t before.
“Our customers are drawn to the quality of the ready meals, with multi-buy offers like two-for-one pizzas being especially popular. The chilled range has even overtaken alcohol and tobacco sales, which is great for our margins.”
Convenience plays a major role in the success of this category.
“Many of our customers lead busy lives and appreciate being able to grab a fresh, high-quality meal they can prepare in minutes. The Co-op brand is iconic and trusted, offering a variety of seasonal and Fairtrade products that inspire consumer confidence,” Kaual added.
The success of Co-op ready meals is evident across the Nisa network, with 54% of retailers now stocking the range. Co-op own branded products are not only high-quality and made with 100% British meat, but are also ethically sourced, supporting Fairtrade and sustainable farming practices, ensuring customers can enjoy their meals with confidence in the quality and integrity of every product.
Jayne Brown, Co-op Brand Planning and Comms Manager at Nisa, commented: “Kaual’s story demonstrates the incredible potential of the Co-op ready meal range. The products are not only high-quality but also meet the evolving needs of today’s consumers for convenience and variety."
Seeing Kaual’s chilled section outperform traditional categories like alcohol and tobacco is a testament to the power of great branding and strong margins.”
With its ability to drive footfall, increase sales, and deliver outstanding customer satisfaction, the Co-op ready meal range is proving to be a game-changer for retailers like Nisa Local Torridon Road.
Premier Foods reported robust sales of its host of well-known brands during the Christmas period and is now forecasting that its annual profit will come in at the upper end of analysts’ expectations.
During its third quarter to 28 December, the group saw its total sales grow by 3.1 per cent, driven by branded sales that increased by 4.6 per cent. After recent investments in innovation and promotional pricing, its performance was driven by volume growth, which was 7 per cent for its branded lines.
The group’s Grocery division saw overall sales increase by 2.2 per cent after branded growth of 3.5 per cent offset a 9.3 per cent fall in non-branded.
Premier Foods noted that its premium Ambrosia Deluxe and Bisto Best ranges performed well as consumers traded up over the Christmas period, while its Loyd Grossman cooking sauces delivered sales growth after benefitting from the roll-out of new lines.
The group’s recently acquired brands grew double-digit, helped by new product launches by The Spice Tailor and FUEL10K.
Meanwhile, Premier Foods said that non-branded sales had declined mainly due to the exit of some lower-margin contracts.
The group’s Sweet Treats division reported strong volume-led branded revenue growth of 8.9 per cent , with both its Mr Kipling and Cadbury ranges said to have grown faster than the market. Non-branded Sweet Treats sales were in line with the same period a year ago.
Premier Foods overseas businesses enjoyed another strong quarter, with sales climbing 29 per cent after its brands saw double-digit growth in all target regions.
“We are pleased to report another very good quarter of volume-led branded revenue growth, accompanied by further market share gains, as our branded growth model continues to deliver well for us,” said Chief Executive Alex Whitehouse.
He noted that the business had benefitted from consumers trading up and treating themselves in recent months after cost of living pressures started to ease for some people.
Whitehouse concluded, “Having delivered very good volume led, branded revenue growth in our key third quarter, we’re now guiding trading profit to the upper end of expectations for this financial year.
As we look to the rest of FY24-25 and to the medium term, we expect to deliver further progress as we continue to execute against our five pillar growth strategy.”
The Compleat Food Group, one of the UK’s leading food manufacturers, has achieved a significant milestone in its sustainability journey by removing plastic trays from its pork pie packaging.
The initiative, which spans both branded and own-label products, is set to reduce plastic use by 110 tonnes annually. The group produces an estimated 200 million pork pies annually under its own label and through its portfolio of brands, which include Pork Farms, Wall’s Pastry, and Wrights.
The rollout is part of the company’s aim to reduce its environmental impact while maintaining food quality and safety. Following a substantial investment in automation equipment at its Tottle site, the company implemented a new, innovative trayless packaging process, which eliminates 75 per cent of the plastic previously used in high-volume pork pie packs. This is expected to result in a carbon saving of approximately 430 tonnes of CO2 equivalent each year.
“Our move to trayless packaging for pork pies is a prime example of how innovation and investment can drive meaningful sustainability improvements. While the automation required careful consideration of speed and efficiency, the result is a significant reduction in plastic use without compromising on product quality or freshness,” David Moore, head of ESG at The Compleat Food Group, said.
“This marks a huge step forward in our efforts to reduce plastic packaging across our portfolio, supporting our wider purpose to make food to feel good, taste good and do good.”
In addition to the trayless packaging initiative, The Compleat Food Group is driving innovation in flexible films, a material that remains a key challenge for the food industry due to the lack of collection and recycling infrastructure. The group is transitioning to mono-material films for specific product packaging, such as chorizo. These films can be recycled through supermarket collection points and are expected to be kerbside recyclable from 2027.
A signatory of WRAP’s UK Plastics Pact, The Compleat Food Group said it is committed to addressing the challenges of packaging by removing unnecessary materials, increasing the use of recycled content, and improving recyclability. The company uses over 4,000 tonnes of plastic annually and has a clear strategy to reduce this figure through targeted innovations, while maintaining product quality and freshness.
The company’s broader ESG goals include exploring new packaging solutions, trialling recyclable alternatives, and embedding sustainability across its operations. Recent achievements include replacing rPET plastic trays with recyclable paper-based board in its Squeaky Bean range, cutting plastic use in that range by 82 per cent.