WQ&AITH KATE NICHOLLS OF THE ALMR
Venue Insight proudly speaks to the ALMR’s very own Kate Nicholls.
How would you summarise your role within the ALMR?...
As Chief Executive for the ALMR, I am the figurehead for the Association and, along with our Council members, responsible for the focus of our attention when it comes to our lobbying. I work closely with our members to ensure that we are best representing their interest, and the interests of the wider licensed hospitality sector, in our discussions with local and national authorities. I also represent the ALMR at various industry events and act as a mouthpiece for our members, highlighting the fantastic work they do.
My position allows me to also act as a figurehead when it comes to recruitment and the expansion of our membership. I work closely with our membership department to promote the ALMR among retailers and drive the ALMR’s commercial growth.
Can you share some of ALMR’s successes with our readers?...
Much of the ALMR’s recent focus has been on the issue of business rates and we continue to push for an overhaul of the system to reduce costs for licensees. In 2016 the ALMR had some success in this area as the Government announced a move towards self-assessment and the introduction of more frequent three- yearly reviews. The ALMR’s lobbying has delivered £380m in cost savings for
hospitality businesses in 2016.
Our generous members also recently raised over £17,000 for the Licensed Trade Charity. The money will help fund a new education and training centre and will help support individuals from the licensed hospitality sector facing difficult circumstances. This generous help from our members compliments the lobbying work we do and helps raise the profile of a hardworking sector.
How much importance has social media played in ALMR’s successes?...
It’s hard to quantify to any exact extent, as it is always part of a wider campaigning or communications exercise, but social media is certainly an effective way of quickly disseminating information. Depending on the range and balance of who you follow, it can also be a quick way of gaining a snapshot gauge of reaction to industry or other reactions to news, which can help to change and prompt news reaction and comment.
In a campaigning context, the rise of the infographic encapsulates the potential of social media – if you can distil an issue into an easy-to-understand representation, you’re doing things right.
How does the ALMR reflect on the year that was 2016?...
2016 was a challenging year for licensed hospitality with the EU referendum and the subsequent political fallout bringing a degree of instability. Uncertainty in
the economy can undermine confidence and investment. There were a number of positives though, with many hospitality businesses flourishing and signs that a relatively weak pound may have helped domestic tourism.
Although we have seen the closure (and subsequent reopening) of Fabric and increased scrutiny on venues operating within the night-time economy, the outlook is positive for the late-night economy.
In London, the appointment of a Night Czar and rollout of the Night Tube has helped raise the profile of the sector and provided a boost for businesses. If the capital’s plans for the late-night sector are successful, we are confident that they can be used as a model when we promote nightclubs and late-night venues in other areas of the UK.
Has the impending BREXIT affected your campaigning within the hospitality industry and what are the main challenges facing the industry in 2017?...
The right for non-UK EU workers to remain in the UK is a chief concern for a number of our members. EU workers make a significant contribution to the UK’s licensed hospitality sector and our members will be looking for some sense of clarity on this issue and others as Article 50 is triggered.
The ALMR will continue to liaise with the Government on Brexit but we will also continue to push in other areas, particularly the overhaul of business rates that venues so desperately need.
www.almr.org.uk
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