The Brewers Journal Mar-Apr 2017, iss 2 vol 3

Brewers T H E

J O U R N A L

March~April 2017 ISSN 2059-6669

chorlton

tradition, expansion and excellent sour beers Mike Marcus on doing things his own way

the magazine for the professional brewing industry

l e a d er

An ode to Manchester

M

anchester is truly one of the great beer destinations for UK beer. Few other places can match it for marrying a respect for tradition and heritage with innovation and boundary-pushing beers. Any time spent there is a pleasure so it was fantastic to spend some time visiting breweries such as Beer Nouveau and Chorlton Brewing Co last month. Because Manchester is such an exciting place for beer, it’s one of the key reasons we chose to hold our second Brewers Lectures there.

Thanks to all of the speakers, sponsors and attendees for helping make it another success.

The aforementioned Chorlton, founded by the pensive Mike Marcus, graces our cover this issue.

“We are constantly changing all of the time. We start looking at a core range then think, well we’ve not done a double sour in this way, so let’s do that.

We are always on the move. I think we are known for pushing kettle souring in lots of interesting directions One idea is a Flanders Red, can we do an approximate of that? So we’re looking at that at the moment. I went to Cloudwater, cut out the belly of one of their old barrels,” Mike tells us this issue.

“So we currently have this vessel with around 50% oak and 50% bugs so when we use that to inoculate our kettle sour, not only will it provide bacteria it will hopefully provide an oak concentrate flavour. We don’t know how that’ll turn out yet and hope it won’t be diluted out but we are always coming up with new ideas.”

And it’s these new ideas, and the production of some great beers, that have ensured Chorlton has made a mark on the UK and the coming months and years promise to be even more positive for the Manchester business.

Elsewhere in this issue, we place the spotlight on the Craft Brewers Conference and Brew Expo. This April, more than 14,000 professionals from across the brewing spectrum will descend upon Washington DC for another exciting event.

“The Craft Brewer's Conference feeds my obsession as a brewer and brewery owner. From day one of home brewing I have wanted to learn as much as possible about brewing beer and the brewing industry at large. The CBC gives me everything, enthuses Logan Plant, founder and CEO of London’s Beavertown

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Editor's choice Matthew Curtis places the spotlight on how changes to SIBA's Beerflex scheme are impacting UK breweries - Page 22

Brewery.

“Seminars teaching me new skills, procedures and techniques, the Expo showcasing the full diversity of equipment available in the market and the networking opportunities. The buzz of chatting to industry veterans or new start ups is massively inspiring and drives me to create and innovate. It feels like you're part of a family.”

CBC and BrewExpo has long been a hit with UK breweries and we’re excited to be at this year’s event.

Look out for the team, and our magazine, there.

I’ll end with a few thank you’s. Great job by Beavertown Brewery for a job well done on celebrating their fifth birthday. A big thank you also to the organisers of Craft Beer Rising for putting together a fantastic event in February. It was a buoyant couple of days and the chance to meet so many great people from across the beer spectrum is always special. Thanks again!

Tim Sheahan Editor

March~April 2017 | The Brewers Journal 3

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www.brewersjournal.info 26/04/2016 12:42

Muntons Seminars and Innovation 2017 Following the success of the seminars we hosted from our Stowmarket Maltings, we’re pleased to announce the launch of our 2017 series of seminars. These are aimed at breweries who wish to gain a greater understanding of brewing. We have teamed up with industry specialists to ensure delegates are given a complete overview providing technical insights and of course we encourage delegate participation.

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c o n t en t s

c ontent s 68

22

46

62

56

Cover story

40 - Mike Marcus, founder of Chorlton Brewing Co, talks sours, German beer heritage and taking the brewery to the next level

the brewers lectures 20- The Brewers Lectures comes to Edinburgh this June the Big ISSUE: siba 22- Matthew Curtis assesses the impact changes to SIBA's Beerflex service will have on UK breweries COMMENT 29- Csaba Babak analyses the setup of a brewery 34- Design firm Colt looks at the 'emotion' in beer 36- Packaging business HSG on changing markets 38- Tonejet on small batch canning opportunities Show focus: CBC and brewexpo 46 - We place the spotlight on the key exhibitors playing a part at the Craft Brewers Conference and Brew Expo, place in Washington, USA this April

8 | The Brewers Journal | March~April 2017

brewery tour: pillars 56 - Walthamstow-based Pillars Brewery have their sights set firmly on bringing the lager revolution to the nation’s capital Meet the brewer: enfield brewery 62 - Enfield Brewery explains why it is determined to make a mark in North London technology: contamination 68 - Nick Flynn, director at Aquadron UK, on the reputational risk brewery contamination brings technology: HYGIENIC COATINGS 68 - Flexcrete Technologies on battling the growth of bacteria, mould in the brewery Science: hop products 77 - Why hop products offers brewers a vital tool in their armoury, explains Totally Natural Solutions

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It begins with one or two but slowly the scale becomes apparent as more brewers are found unconscious, broken and exhausted.

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FULLER’S APPOINTS NEW head brewer AND details seasonals

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uller’s has promoted Georgina Young to the role of head brewer, the first female to take on the role at the Chiswick-based business.

Simon Dodd, managing Director of the Fuller’s Beer Company, said: “This is a fantastic move for George and owes a great deal to John Keeling. He hired George as a production brewer in 1999, has developed her throughout her career at Fuller’s, and will continue to mentor her.”

Young assumes day-to-day responsibility for the brewery, while Keeling will have more flexibility to promote Fuller’s on a wider global stage.

Dodd added: “He plays an important ambassadorial role and is in demand worldwide to speak at conferences and judge at numerous high profile international beer awards.

John will also continue to work on numerous other projects such as collaboration beers.”

Keeling said: “I’m delighted to see George promoted to this role.

She is very well-respected at Fuller’s and throughout the wider industry and is the first female head brewer at Fuller’s.

“She’s a great person to lead the Brewery going forwards and inspire the next generation of brewers.”

Fuller’s has also outlined its seasonal programme for 2017, which features the debuts of a Black IPA, Espresso Stout and Unfiltered Lager on keg.

The seasonal ale calendar, which launched on 21 February, comprises beers for spring, summer, autumn and winter.

In each season, Fuller’s is offering one main cask ale beer, with two additional cask ales available for six to eight weeks each.

For the first time, the company is launching a seasonal keg beer too.

Dodd explained: “I’m very excited to see the new calendar in our pubs.

“Each season has a mix of familiar favourites such as Spring Sprinter and Front Row, plus new beers in both keg and cask that highlight the exceptional talents of

our brewing team under new head brewer Georgina Young.

“These great brews mean we are well placed within the market, providing interesting beers for discerning drinkers right through the next 12 months”.

BUTCOMBE REBRANDS AND EXPANDS

B

utcombe Brewery has unveiled new branding as the group plans to expand its brewing operations and grow its pub estate.

Butcombe Brewery, part of the Liberation Group, is aiming to expand its pub estate to 100 outlets over the next three to five years.

The brewery has undertaken a rebrand under the umbrella of “Truth In Every Taste” and aims to reflect the brewery’s heritage.

According to the company, Butcombe has designed the branding to mirror a strong, independent spirit but “with a humour and artistry

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that gets right back to the core values” at heart of the brand and beer and the people who started it.

It is also done to show the “commitment and the bravery that it took to start an independent brewery at a time when it was a real risk, way before craft brewing was a lifestyle statement”.

Emmy Webster, marketing manager of Butcombe explained: “This marks a huge step forward for the Butcombe brand, it is as much a reflection of who we are as it is a statement of the development of the Company, our intent for the future and our ambitious growth

plans.

“This new direction aligns with our vision of becoming one of the nation’s most popular brewers.”

March~April 2017 | The Brewers Journal 13

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Palmers boosts efficiency with temperature control

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almers Brewery has called on Siemens Technology to improve the efficiency of its Dorset-based brewhouse.

Dorset-based Palmers Brewery has invested in a Siemens Simatic S7-1200 PLC to improve the accuracy of temperature control during the brewing process and to take some of the time-consuming manual control out of the process.

Palmers, the only thatched brewery building in the UK, uses a 19th century brewing kit with open top Copper used daily.

However, the brewery was faced with the ongoing challenge of maintaining consistent temperatures during the fermentation process.

Palmers Brewery head brewer Darren Batten said: “The old system

featured diaphragm valves, which had to be manually checked.

“We were looking to modernise to a more accurate and reliable system, with the added benefits of freeing up some of the time we were spending doing these checks and adjustments.“ Sara Nichols, Siemens account development manager, said: “The pinchpoint is the fermentation part of the brewing process as fermentation generates heat.

"Too much cooling stops the fermentation, so keeping accurate and consistent control at this stage has a significant impact on consistency and quality.

"It is this part of the process that will challenge the brewer the most for repeatability, to keep the alcohol levels within certain parameters and

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This led Palmers to invest in the Siemens Simatic S7-1200 PLC, which fully controls the temperature during the fermentation section.

According to Siemens, the benefit of using a 1200 includes the ability to run a profile – for example, a controlled temperature rise and a specified hold time at a top fermentation temperature. For the final duration of the process temperatures are dropped by around 15 degrees to stabilise and condition the brew.

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WICKED WEED’S KILCULLEN JOINS BREWDOG

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rewdog has appointed Richard Kilcullen, former head of sour production at US-based Wicked Weed, as brewmaster for its new sour facility, Overworks.

Construction on the sour beer facility started recently and the Scottish brewery said Kilcullen combines more than a decade’s worth of brewing experience with a lifetime obsession with homebrewing oldworld styles and wild ales.

Kilcullen has been with Wicked Weed since its opening, moving up from assistant brewer to overseeing its barrel programme in only three years.

He explained: “These beers take months to create and you can taste that time and layered development.

“To me, these ‘cultured’ ales create a sense of place and terroir that

you can never get from conventional beer.

“You get the natural barnyard notes of wild yeasts, the vinous notes of aged hops, the bright acidity of fruit fermentations and the minerality of the local water, all playing together in a layered beer that begs you to take your time and think while you enjoy it.”

The geographical shift will also allow Kilcullen to call on the wild flora of Aberdeenshire in the production of beers at Overworks.

He added: “One of my greatest passions as a brewer is incorporating the local flavorus and flora into my beers. I look forward to finding native yeasts and microbes everywhere from the heather-strewn fields, the oldest of orchards, and maybe some of the icy peaks in the Highlands as well.

“The Scots are no strangers to wild yeast and barrel aging and I hope to tap into that tradition to give BrewDog beers an identity all their own.”

Beer Knowledge Sells more beer

N

early three quarters of drinkers are more likely to buy a new beer if the person selling or serving can talk knowledgeably about the drink in question.

While 74% of drinkers are likely to buy the beer based on the staff’s knowledge, more than a third of people (36 per cent) said they are drawn to pubs, bars and particular retailers if they believe the staff are knowledgeable, new research shows.

The research, commissioned by Pioneer Brewing Co to mark the upcoming launch of its new Beer Professional Education and Training course, interviews 1,500 male and female participants aged 25+ in January 2017.

It revealed that more than half of respondents (56 per cent) believe they have more beer knowledge than their local pub staff, and nearly half (46 per cent) said they rely on their own research to find out about their chosen beer.

A fifth of beer lovers (20 per

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cent) said they shun their local pub if bar staff aren’t informed enough about the pints they are pouring.

The research also showed that nearly two thirds of drinkers (59 per cent) are annoyed when their beer is served in a warm glass, while nearly half (49 per cent) added their biggest annoyance is receiving short and abrupt service.

Jonny Tyson, European beer knowledge and education manager for Pioneer Brewing Company, said: “Having impressive product knowledge is essential in today’s hospitality world, allowing staff to confidently advise on the best beers and ensuring a superior experience for customers.

“Our course provides an opportunity to excite and inspire both men and women about craft beer by expanding their understanding of individual brews – which is of huge importance to Pioneer Brewing Co. “Our goal is to bring knowledge to beer fans and to attract new consumers to the sector. It makes sense

for companies to explore avenues like our BPET programme so that staff can embrace craft beer “This in turn will benefit their beer sales and ensure that consumers get the right information, a superior experience and are guided towards the perfect beer for them.”

According to the survey, 18 percent of women felt as they are being judged when drinking beer while 27per cent of female respondents are interested in increasing their beer knowledge, and a fifth (20 per cent) stated that they feel uncomfortable asking for beer advice.

Tyson added: “The survey results show us that customers want help from servers, like to hear about beer flavours and appreciate recommendations.

“By emphasising the knowledge of their bar staff and servers, venues with BPET trained and Cicerone® certified staff, should see an uplift in beer drinkers visiting their pubs and returning - with better training equating to better business!”

March~April 2017 | The Brewers Journal 15

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ST AUSTELL BREWERY LAUNCHES NEW BEERS

S

t Austell has detailed the first two draught beers to join the permanent portfolio in 2017.

Cornwall-based St Austell has launched two new beers, Eureka and Underdog, on draught.

Eureka is 4.9% ABV American pale ale that is a single-hopped beer crafted in the West Coast USA style.

It is the first beer that’s been launched as a permanent brew from St Austell’s Small Batch Brewery.

In addition, Underdog is a 3.5%

session IPA. According to St Austell, Eureka is “bursting with blackcurrant, tangerine and grapefruit, alongside a smart bitterness” provided by the one hop.

During the brewing process, California ale yeast is used in the fermentation to provide a “light and delicate canvas” to allow the new American Eureka hop variety to express all of its distinctive character.

Elsewhere, Underdog benefits from an as yet un-named US 7270 hop that delivers big mandarin

flavours; while the Australian Galaxy hop adds peach aromas and Simcoe adds the distinctive fruity flavour.

St Austell Brewery’s brewing director, Roger Ryman, who created the new beers, explained: “Eureka is a big moment for us as it’s the first beer from our innovative Small Batch Brewery that has been made available to the on-trade nationwide. After a great response, it made total sense to launch Eureka as a core brand to allow it to reach even more beer-lovers. With Underdog, what it intentionally lacks in ABV it more than makes up for in flavour. We believe there is a gap in the market for a high flavour low alcohol IPA and this memorable beer will leave pub-goers asking for more.”

“Alongside our core range, there’s lots more to come in the brewing calendar in terms of innovation. As well as a new three-season schedule in the Small Batch Brewery, which will see more than 27 limited edition beers launch, we’ll be unveiling more permanent beers as the year goes on.”

NIRVANA BREWERY FOCUSING ON LOW ABV AND NO ALCOHOL BEERS

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new brewery focusing on low, or no alcohol, beers is aiming to cater for the growing demand for quality beers in the area.

Nirvana Brewery brewed its first beer in February.

The East London-based business, which is using a 10bbl brewhouse, said the idea for starting the brewery came from experiencing a dearth of quality low ABV or non-alcohol beers.

Steve Dass, co-Founder of Nirvana Brewery explained: “I came up with the idea after travelling and selling craft beer across many countries. I was asked several times from mainly buyers overseas – whether I

16 | The Brewers Journal | March~April 2017

could offer them any good quality, low alcohol beer.

“We know that a number of major breweries already have non-alcohol and low-ABV beers. We want to create a range of alcohol free beers in a way without compromising on quality or taste and sticking to traditional brewing methods.

“Ultimately, we want to produce a range of beers that can be enjoyed by those looking to cut down – as well as craft beer fans. Not sat lonely on a different shelf but rather sat alongside all the other good quality craft beers.”

Becky Kean, co-founder, added: “We’ve already seen a huge rise [in

the number] of people wanting to drink non-alcoholic beer as part of a healthier lifestyle in both the UK and Europe.

“Last month we saw huge numbers of people having a Dry January but we want people to have the option to drink a good quality, craft beer that is full in flavour but low in alcohol, all year round.

“Our first aim is to secure a foothold for our craft beer in the UK during our the first year with our aim to have all our beers certified organic before Christmas. We’ll then look further afield into Europe especially Benelux countries as well as South Korea, Japan and America.”

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CROSS BORDERS PLANNING MAJOR 2017

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ross Borders BrewIng is planning to increase production and expand its beer range following a successful end to 2016.

Midlothian, Scotland-based Cross Borders Brewing is aiming to expand in 2017 following a buoyant first six months in business.

The 10bbl brewery, which experienced a 155% increase in sales from Q3 and Q4 last year, is the brainchild of brewer Jonathan Wilson, formerly Alechemy Brewing & Stewart Brewing, and and finance & operations manager Gary Munckton.

Cross Borders Brewing currently has a core range that includes Pale,

IPA, Porter and Heavy with plans to introduce a 5.2% tropical pale this month.

The brewery is also looking to offer more of its beers in cans and bottles in the coming months.

They explained: “The first 6 months of operation has been busy.

The brewery took home a bronze award at the SIBA Scotland Independent Beer Awards for their canned IPA back in November then went on to secure sponsorship of the Visual Arts Scotland annual exhibition held at the Royal Academy in Edinburgh in December.

“A recent distribution deal signed with one of Scotland’s largest pub

companies will also allow further growth and increase sales at a more steady rate this year.

“Discussions have also begun for the commencing of a barrel aging project in partnership with a Scottish whisky distillery. A successful test in the Hong Kong export market has allowed further discussion to expand into Asian and European markets, though the main focus at this time is in the UK. “With a solid cask following in the time of much debate in that market, Cross Borders are looking to capitalise on their successes and continue to do just as their name suggests.”

BLACK ISLE EXPANDS OFF-TRADE PRESENCE

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lack Isle Brewing Co has broadened its national off-trade presence after sealing a listing with Majestic Wine.

The beer has been rolled-out across all of the group’s 200+ UK stores, as well as its online shop. Organic Blonde will be available from Majestic in a 4 x 330ml pack, and 24 x 330ml case Black Isle founder David Gladwin explained: “It’s great for an organic beer to get a UK-wide listing with a

retailer like Majestic. They recognise the growing demand for high-quality organic beer that offers genuine provenance and sustainability.

“We believe everywhere that sells beer should have at least one organic choice, and of course, we want that to be Black Isle. Our message is drink great beer and help the environment at the same time.”

Beth Pearce, buyer at Majestic, added: “Black Isle is a fantastic independent craft brewer with very firm beliefs and principles.

“That’s something we admire greatly, not to mention the fact that their organic Blonde is an outstanding beer.”

CRUSADER TAKES ON PETAINER KEG DISTRIBUTION

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etainer has appointed Crusader as the UK distributor for its petainerKeg product.

Crusader, which supplies kegs and casks to more than 800 UK breweries, has taken on the distribution of Petainer’s petainerKeg. The manufacturer says the benefits of the petainerKeg are its full recyclability, ease of use and the way it offers economical access to

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new out-of-area or export markets.

Brett Lamont, sales director of distribution at Petainer explained: “The appointment of Crusader as our UK distributor is another important step in building our global network of distribution partners for our products. We have chosen Crusader because they understand the brewery market very well and recognise that there is a huge opportunity for one-way PET kegs.”

Justin Raines, co-founder of Crusader UK, added: “We are delighted to be appointed as Petainer’s distributor in the UK. “We have built up an impressive client base of breweries large and small. With craft brewers looking for new packaging options for their products, a new venture with Petainer to provide one-way PET kegs is a great solution to meet this growing demand.”

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March~April 2017 | The Brewers Journal 19

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The Brewers Lectures

EDINBURGH June, 2017

The Brewers Lectures have been a hit in London and Manchester, and we are now bringing the event to Edinburgh this June. Join us this Summer for an afternoon in the company of wealth of best-in-class experts from across the brewing industry. Get full details and tickets at www.brewersjournal.info/lectures

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his June The Brewers Journal will host its third Brewers Lectures event, in Edinburgh. Taking place this Summer, the half-day event follows on from an incredibly-successful series of talks held in London and Manchester. These events featured a diverse lineup that included Fuller’s head brewer John Keeling, Beavertown founder Logan Plant, Cloudwater co-founder and managing director Paul Jones to Sylvia Kopp, the Brewers Association’s American Craft Beer Ambassador in Europe and award-winning writers Matthew Curtis and Jonny Garrett.

These lectures are designed to inform, educate and inspire. They will cover a diverse, but focused remit of ideas and subjects designed to help you improve the business of brewing.

The lectures programme features eight experts and will place the spotlight on the issues that matter inand-around brewing in 2017, and beyond.

The Brewers Lectures features speakers from inside and outside of the industry, offering insights, advice and thought-provoking content. Challenging the way you run your brewery.

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20 | The Brewers Journal | March~April 2017

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March~April 2017 | The Brewers Journal 21

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the cost of cask With SIBA reducing the price it pays for cask beer sold on to Enterprise Inns through its Beerflex direct delivery service, Matthew Curtis asks whether the association should take responsibility to protect the margins of its members, or if it has a wider responsibility to expose the consumer to beer from small, independent brewers.

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hen independent Manchester brewery Cloudwater announced that it would be discontinuing the production of cask beer this January, it became the epicentre of a tumultuous debate that sounded throughout the beer world.

Quite suddenly, cask beer and its relative health within the UK beer industry was being called into question. Other breweries, such as Berkshire’s Siren Craft Brew and South Wales’ Tiny Rebel were quick to jump into the conversation and reassure customers that they would not be following suit. At the heart of this debate is the topic of price, with one of Cloudwater’s main reasons for ceasing cask production being the unworkable margins that the format offers them.

Almost hidden amidst this discussion came news from SIBA, the Society of Independent Brewers, that Enterprise Inns is reducing the price it pays for cask beer to members enrolled on SIBA’s Beerflex direct delivery service by £3.00 per firkin.

This reduction follows a similar £5.00 per firkin reduction that Enterprise introduced to the same tariff last November – furthering a price reduction that could be detrimental to many small and independent brewers choosing to use the scheme.

There is an argument within the beer industry that cask beer is simply sold at too low a premium for many brewers to make decent margins on the product.

Historically, the cask beer market has demanded a lower price point at retail than keg or bottled beer – even though some brewers are often putting exactly

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the same product into cask as they are to keg or bottle.

At the production end of the scale brewers are fighting against the rising costs of raw materials and business rates. On top of this many brewers are choosing to compete aggressively in the marketplace, with cut-price deals that often include free casks for those wishing to bulk buy.

Those brewers choosing to invest time and money in producing a premium product to be packaged in cask are being squeezed from both ends of the market. Cloudwater’s cask production may have been comparatively small compared to that of many other brewers, but with market conditions as they are it’s easy to see other brewers doing the same.

feeling the pinch

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IBA’s direct delivery service (DDS) was originally introduced in 2003 and was rebranded as Beerflex in 2015. According to SIBA managing director Mike Benner, it currently allows 550 members access to 2500 pubs within the estates of 12 PubCo’s, including Enterprise Inns, Punch Taverns and Greene King. Without the scheme, many members would not have access to these pubs if they wanted to sell direct.

The agreement with Enterprise Inns seems counterintuitive for SIBA, an organisation whose primary aim is to support its membership of small, independent breweries. SIBA’s commercial director Nick Stafford gives some of the reasoning behind offering this reduced pricing to Enterprise Inns: “Enterprise Inns is a long-term supporter of local beer and, since its formation, has been a major customer of SIBA’s award-winning Beerflex Direct Delivery scheme,” Stafford says. “Enterprise Inns have informed us that they are reducing prices to brewers and this has been communicated to SIBA’s members. We hope that the reductions will lead to access to even more pubs in the Enterprise estate so that more drinkers can enjoy high quality, locally brewed beers.”

However, with margins on cask beer being squeezed so hard, it may be difficult to understand SIBA’s acceptance of Enterprise’s demands. In this instance SIBA should be supporting the brewer by helping it protect its margins. Stafford argues, though, that without Beerflex, these brewers simply wouldn’t have access to these taps and the choice for the consumer would be significantly narrower.

Some question if added exposure to the consumer provides any real benefits to a business when it comes directly out of its profits. The head brewer at Twickenham Fine Ales in Middlesex says it feels like they have little choice but to rely on the scheme.

“We use [Beerflex] to get into certain pubs locally that we couldn’t without it,” head brewer Stuart Medcalf says. “If we didn’t have to use it to get our beer into those pubs we wouldn’t.”

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Medcalf continues: “Traditionally, Enterprise was the best payer so these reductions really hit our margins, especially as there’s no minimum order so sometimes that means that we’re delivering a single cask ten miles.”

While Twickenham Fine Ales continue to supply Enterprise via Beerflex due to its perceived necessity, Dark Star Brewing of Partridge Green, Sussex has made the decision to cease its supply of beer to Enterprise via the scheme. Dark Star director James Cuthbertson says: “We remain members of SIBA and active members of Beerflex but have withdrawn from supplying Enterprise through the scheme as a result of increased pressure on margins.” Cuthbertson adds, “sadly the recent changes in price paid for beer has made the deal unsustainable for us.”

“We’re lucky enough to supply lots of freehouses directly, so whilst the loss in volume is significant for us, you have to draw the line somewhere and we’re not prepared to compromise on ingredients or shortcut processes to make the deal work.”

weighing the cost

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uthbertson also fears that these price cuts will hit smaller brewers hardest, creating a market that could be difficult for them to survive in, let alone thrive.

Many small brewers, such as Manchester’s Beer Nouveau, choose not to join SIBA at all, with the costs appearing to far outweigh any benefits. Beer Nouveau’s owner and head brewer Steve Dunkley explains his choice: “There’s no obvious reason for us to join SIBA. The joining fees are large, and when you’re setting up you need to watch every penny.” Dunkley adds, “The only benefit I can see is access to its Beerflex scheme, which has an additional enrolment fee, then an admin fee and then fees for each beer you add to it. If you’re a small brewer those fees quickly add up and [in Manchester] there are enough other outlets around that you don’t need to sell into Enterprise, who dictate the price.”

It’s clear that cask beer margins will continue to be squeezed, especially with PubCo’s like Enterprise as well as the consumer at large dictating a low price point. With profits in cask beer gradually being reduced by price cuts such as these, along with the increasing cost of production, brewers could see a ripple effect in the industry that could have a detrimental impact on the profitability and success of the UK’s small and independent brewers.

Without Beerflex, many small brewers wouldn’t have any local customers to sell their beer too as they are all owned by the PubCo’s. If SIBA was to fight against these price cuts then the likelihood is that all of the brewers using the scheme would lose this business. But, the squeeze as it is could be too much for some breweries to cope with, and could put several out of business over the next 12 months.

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power of the pubcos

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round 50% of beer sold through Beerflex goes into 10% of the estate owned

by Enterprise Inns. Traditionally Enterprise has always been the highest payer, with other companies such as Punch and Greene King paying less for the beer bought through the scheme. It appears on the surface that the PubCo, which owns around 5000 properties in the UK, has decided that it’s getting an unfair deal, which in turn has led to it dropping the price it pays for beer through Beerflex.

In light of the changes and the earlier article on www.brewersjournal.info a number of breweries have been keen to express their opinions on SIBA and Beerflex. Many smaller breweries that had opened within the last 15 years, which feel powerless against the price cuts while their bottom line is squeezed, vented a distinctive anger. However, several breweries came out in support of SIBA – in particular thanks to its introduction of progressive beer duty (PBD) in 2002.

Alex Brodie, managing director of Cumbria’s Hawkshead Brewery and former SIBA council member is dogmatic in his defence of the organisation – even in the wake of Enterprise’s cuts. “[With regards to Beeflex] That’s how PubCo’s work, that’s how the tie works. SIBA has no control over that,” he says. “Beerflex offers SIBA members

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access to the PubCo market. It’s up to brewers whether they use it or not.”

An Enterprise tenant who would only speak off the record said he was shocked to learn that Enterprise was lowering the price is was paying to SIBA members, as they had just received notice from the PubCo that the price paid for beer tenants bought through the scheme would be increasing.

It appears Enterprise is squeezing margins at both ends of the chain in order to protect its own.

Enterprise commercial director, Paul Harbottle says, “We began working with SIBA over 10 years ago, when we became a pioneering adopter of its revolutionary Beerflex scheme. Thanks to this initiative, we have been able to deliver a large and diverse range of exceptional beers to our publicans. Like all businesses however, we do occasionally need to review and revise our commercial terms when market pressures dictate. We remain absolutely committed to further strengthening our relationship with SIBA and have worked closely together on an exciting programme of activity for the new year, which will see us be the first ever pub company to offer keg beer via the SIBA Beerflex scheme to our licensees.”

In light of the initial article originally posted on The Brewers’ Journal website, SIBA’s Nick Stafford had the following to add.

“SIBA values highly the on-going support of Enterprise Inns. Thanks to this partnership we have been able to provide an impressive route to market for countless brewers across the country, and in doing so have helped raise the profile of independent brewers and British beer. We are delighted to announce an agreement with Enterprise Inns to this year offer keg beer via the SIBA Beerflex scheme to its publicans – a first in the industry – as well as a comprehensive beer festival support kit.”

If brewers are unable to make a decent margin on cask beer, then perhaps more will follow Cloudwater’s example and cease production while investing in the growing keg sector. This decision could well leave the cask beer drinker disenfranchised. At the same time that cask beer consumer is expecting to pay a fair price for his or her beer – and this often means paying less than the publican would hope to sell it for. Both publicans and brewers will suffer as a consequence.

Should the news that Enterprise will begin to take kegged product from SIBA members be met with open arms or with a healthy dose of suspicion? Currently brewers are able to make better margins on kegged beer but if selling it to Enterprise through Beerflex is the only option, then it could lead to the same price reductions in kegged beer in the future.

the bigger picture

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t the time of going to press, six brewers are reported to have left the Beerflex scheme as a result of the increase. This is a very small percentage of the 550 currently

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using it but what this figure does not show is the number of brewers that as a result could choose not to join the organisation. However, if a brewery did want to help improve market conditions, sucking up its pride and joining might actually be the best solution.

“Small breweries are not disenfranchised. It is one member one vote. And SIBA membership fees are according to output, so the smallest pay the least,” Hawkshead Brewery’s Alex Brodie says. “I think there may be a problem in that new wave breweries are tending not to join SIBA, and that’s probably because they don’t get what they can get. So SIBA may be at fault for not selling itself properly.”

Eddie Gadd of The Ramsgate Brewery in Broadstairs, Kent echoes much of Brodie’s sentiment, while also recognising that the organisation may need to update itself if it wants to remain relevant to all of its members. Gadd was formerly a trustee and director at SIBA. “Many breweries choose to join SIBA for access to markets such as Enterprise,” Gadd says. “But that’s not what SIBA is for – it’s a lot more than just that, it’s primarily a lobbying group for better market conditions. It frustrates me when a brewer asks me why they should join.”

“SIBA’s lobbying side and distribution side are two separate entities and there needs to be a greater distinction between the two. Access to market had always been one of SIBA’s great struggles but I can’t see anyone making money from the current model other than its largest members.”

SIBA’s membership is made up of a wide variety of brewers of different sizes. Smaller members benefit from reduced membership fees (as well as PBD) but with the economies of scale in their favour it appears to be only the larger brewers really benefitting from the Beerflex scheme. If SIBA is going to ensure that Beerflex continues to be sustainable, then perhaps it needs to adapt the model to suit members of different sizes.

Putting SIBA and Beerflex to one side – it’s important to look at the bigger picture, and the health of the cask ale market in general. According to industry body Cask Marque’s annual cask report, 82% of licensees say that cask beer sales are in growth. But growth is not valuable if a brewer can’t make money from it.

Tom Fozard is the Commercial Manager at Rooster’s Brewing Company in Knaresborough, North Yorkshire.

Rooster’s was established in 1993, almost a decade before progressive beer duty was introduced. Fozard explains who he thinks is responsible for the squeeze on brewer’s cask beer margins. “It’s a perfect storm, split between the high level of duty UK breweries have to pay, the increasing cost of raw materials and the small number of genuine free houses there are in the UK,” he says. “Because a large chunk of the market is tied and dominated by PubCo’s and national pub operators, they can dictate prices to smaller breweries when it comes to cask beer. Whilst trading with these

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companies allows breweries the chance to achieve a greater level of exposure, profitability takes a big hit.”

Fozard is frustrated by the challenges of educating the customer in cask beers inherent value – but he doesn’t think that this responsibility falls to either SIBA or CAMRA. “One way of looking at it might be to ask if the same consumer would expect to walk into a Tesla dealership and expect to pay the price of a Dacia?

In other words, if you want a quality, flavoursome product that’s been lovingly brewed on a small, independent scale, is it wrong to expect for it to cost the same as something that doesn’t carry the same experience – especially if you’d like that brewery to remain a profitable and ongoing concern?”

He continues: “Pubs, free trade or otherwise, that offer 10% discount for CAMRA members frustrate me.

Surely a member of CAMRA should be happy to pay a fair rate for a pint of cask beer and don’t need to be incentivised to buy cask?”

It’s clear to me that brewers of cask beer are feeling the squeeze and in reality, the reduction by Enterprise to SIBA’s Beerflex scheme users is just one very small piece in a much bigger and more complicated puzzle.

With the rising cost of raw materials and business rates, the Brexit weakened pound and a consumer demanding a fair price, the odds don’t feel like they are in cask beer producers’ favour – but this is not cask’s death knell. Far from it.

“I don’t think it’s time to start fearing for the future of cask beer, but that’s not to say certain considerations might be needed to help protect it and ensure breweries see enough in it to not consider ceasing production,” Fozard says. “If a brewery the size of Rooster’s, Dark Star or Hawkshead, for example, ever decides to stop producing cask beer, alarms should quite rightly start ringing.”

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Place the Pieces Csaba Babak, beer business consultant and author of ‘Beer Means Business’, breaks down a number of diverse facets that exist within the setup of a brewery.

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he brewery is the transformation unit of the inputs into a final product. Schematically, it consists of the premises and the equipment needed. These can be either rented, leased or owned. The brewery will also have non-material assets such as some sort of expertise or experience in brewing and the workforce to perform relevant tasks.

The size of the kit and premises, including the areas available for phases besides brewing itself (e.g. storage, warehousing, etc.), as well as the number of people involved defines the capacity of the brewery, as any one of these could cause a bottleneck. (Besides licensed or contract brewing, there can be hybrid setups where parts of different brewing operations are combined, e.g. ‘guerrilla’ or ‘nomad’ brewing teams or collaborations.)

According to The Brewers of Europe, in 2014, there were 6,500 breweries in Europe, and one in four was in the UK, totalling 1,700. This is effectively twice as many as five years before. Their statistics also show that 80% of the breweries in the UK have very little production: below 1,000hl/year.

Institutions, regulators, associations and breweries themselves have categorised breweries in their own rather arbitrary ways. Most such categorisations are based on production or capacity, but the purpose of having categories seems redundant, unless there are actual special treatments or concessions associated with them.

There is one major concession: the Small Brewers’ Relief, which grants tax discounts to breweries with annual production below 60,000hl. The EU has a slightly different view and considers 200,000hl/annum small production, and other member states have further interpretations of small. Still, these numbers are combined with additional criteria to benefit breweries from belonging to any category. The primary

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category used is independence, which is separately and meticulously defined. While this is mainly to avoid the dividing of larger productions into segments with benefits, independence is considered a category for some in itself.

These are objective facts in deciding whether a brewery should have specific treatment or not, and in my view, they are best kept for these purposes. There are, though, so many other ways to put breweries into well-defined categories beyond production or dependence, e.g. composition of ownership or number of owners, management structure, length of time in operation, size of workforce, extent of distribution, etc., not to mention less tangible aspects of a brewery which will not help the application of rules, but will guide customers in the diverse brewery landscape. The ways of distinction will be discussed in the ‘Product’ section, surprisingly.

There might be another reason to categorise breweries factually, and that is to obtain a particular view of the industry; more specifically, of certain developments over time. Still, the purpose has to be concrete, e.g. to demonstrate the implications of certain policies or regulations on a segment and call for special treatment based on its contribution or role.

finances

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s mentioned before, brewing is business, and as such has a strong financial side. This side can demonstrate whether the business is viable or not. Brewers keep books, file submissions, pay and issue invoices like most other businesses, except you are trading in excisable goods and this means a slightly bigger burden on the operation. In the end, you may judge by the numbers and trends demonstrated in your accounts whether it is worth carrying on or letting it go before further losses are accumulated, despite the fact you might

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find it hard to quit.

As in any other business, brewers care about the realisation of the best return on their investment, e.g. money, which could be invested in something else, and labour, which could earn a salary doing some other job. Your endeavour might attract others to invest money in your business and expect higher returns than from the financial markets or anybody else’s business. You might be looking for rewards from your business other than financial gains, but still your satisfaction will have limits set by the prosperity of your business. Therefore the focus of this section remains unchanged.

Although setting up or expanding a brewery has been proved to be rather easy nowadays, you still have to have money, which you put at risk (as well as that of others involved), and while it can earn you money year on year, that money might well disappear. On the other hand, the business might earn you even more if it is profitable and you decide to sell it. Again, you can find other people to add to your investment, hence lowering the individual risks, but the individual gains diminish as well.

If you would like to maintain your share in your business, and hence in the earnings, you can borrow

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money and limit the risk by offering some sort of assurance (e.g. material assets that can be sold to pay back the money) or offer to pay the lender an interest rate.

crowdfunding

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here are alternative ways to finance your business that have been used increasingly in recent years. One of these alternatives is crowdfunding which, besides being relatively cheap, has great additional benefits.

The format crowdfunding takes can vary, e.g. in-kind benefits, bonds or equities. Offering in-kind benefits, such as discounts or exclusivity to something offered by the business in exchange for certain levels of contribution, look like quick money at relatively low cost, but in fact, some of the options, e.g. discounts, will even generate more turnover if the investors want to benefit from their contribution.

It is doubtful investing in this way in a brewery is a financial decision. The factors in play here are not purely financial, although the investor might get their investment’s worth by spending a few thousand

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pounds on the brewery’s products.

Borrowing money is conditional on the interest paid and the risk associated with it. Issuing bonds is a formalised way of borrowing money, and the decision should be based on the same risk and return trade-offs as equity or other investments. However, the assessment of relative risks due to the specific characteristics of the bonds, e.g. risks related to interest or repayment, or liquidation preference in case of business failure, might require expertise in this area. The relative risks, though, seem easier to mitigate through the investors’ consumption and promotion of the business.

As for equity crowdfunding, it has received lots of criticism as well as surprising accounts of large sums collected as a return. Reservations about these investments are related to their liquidity and, of course, their yields. Typically, the equities on offer represent a rather slim slice of the business, and although the owners avoid going officially public, it still makes the business seem more publicly accessible. This implies that trading in these shares bought through crowdfunding is rather limited, and unless there is a share buy-back by the business or a potential acquisition of all assets, the likelihood of capitalising on the gains through selling is limited.

Besides liquidity, the actual value of the shares is doubtful too. Analysts regularly criticise or warn about the high valuations of companies in crowdfunding.

The valuations are usually based on comparisons to successful sell-outs, multipliers of profit or reoccurring revenue numbers, etc., but this implies that there has to be an intention to sell-out as well as size for it to be worth applying such models. Yet, a business that is not for sale has no price. However, besides the extreme gains, if ever realised, there is an additional benefit for investors. This benefit is associated with tax breaks (SEIS or EIS) for investing in small companies.

There is a growing concern about buying shares in a business related to new wave brews. Returns are more likely to be realised only in the case of a successful exit strategy, and this purely financial orientation of a business can cause conflicts in perceptions about the business (see later in ‘Ideologies’). Holders of shares acquired through crowdfunding also have very little opportunity for transactions with industrial investors, simply because the shares they (collectively) own are insufficient to exert any real control over the business. Buy-backs by the business are unlikely to happen, in particular if the valuation has indeed been inflated.

On the plus side, having a crowd is good for easy access to money and to gain a loyal following to promote your brand. Crowdfunding also has the potential to generate larger PR than a loan from a bank would. There is a certain fatigue in crowdfunding, though: an overall impression which is hard to explain.

There are many campaigns and opportunities.

You have a choice if you really want to ‘invest’ in a

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business in the new wave beer industry: discovery clubs; new or established breweries with unique identities; distributors looking for backing for their expansion. The decision is not solely about the new wave of brewing any more but selecting an exact place for it. In-kind benefits will work for those who are in touch with the business anyway, while bonds and equities will be selected more on the basis of actual returns – most probably cheap shares in ambitious and promising new players than established ones with lower risk but more challenge to their growth.

If anybody is looking for shares and wants to invest, there are plenty of opportunities. They just need to wait for the right one, or the next round of funding of their targeted enterprise.

collective funding

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ollecting investment to establish a business as a community is very similar to in-kind benefit crowdfunding, but there is a significantly lower concentration of shares.

Getting involved in such a set-up is only as good as its in-kind benefits, and the only people who will buy your shares will be those who are really into the in-kind benefits offered. Yet in most cases, all they have to do is wait for another round of investment due to the need for expansion. As the shares are rather scattered, they are unlikely to attract industrial investors.

other funding

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ther sources of help with financing your business are only accessible through painstaking applications, but they can still make a difference. There are all sorts of programmes for new and small businesses which might cover your required expertise or contribution through grants or low interest loans, etc. This support can be delivered by local, regional or government institutions and might be available for specific purposes, e.g. export.

There were two major acquisitions of new wave brewing operations in the UK by international brewers in 2015. The outcome of their stories is not yet written, but these acquisitions shocked the system, both the supply chain and the marketplace.

Amalgamations might start in the guise of some sort of partnership, eventually affecting both the supply and distribution sides of the business as efficiency is improved. The capacity of any businesses that can no longer work with the acquired business can then be used by those who had no access to this capacity earlier.

So far, really small breweries have not traded well on the brewery market. It is the privilege of those that reach a substantial size and manage to maintain pace in scaling up. The financial gain from starting

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a brewery and selling it might be tempting, and currently there is one sure recipe for achieving this: don’t stop scaling up.

Scaling a business has its own challenges, though, and one in particular is cash flow. Another is that there are more and more new businesses with similar ambitions competing for the same space. In the future, there might be new types of acquisitions by the new businesses themselves to maintain the pace of scaling up, e.g. buying successful brands, recipes, exclusive distribution or certain consumer groups, etc.

Acquiring space for growth might also imply vertical integrations to improve efficiency, restricted access to certain elements for the competition and limited dependence on other parties.

management

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s demonstrated above, there is far more involved in running a brewery than having brewing skills. It requires business acumen and a diverse skillset to make a profit from the operation. And there will come a time for any (growing) brewery when the founders can no longer attend to both business affairs and brewing beer.

If you feel confident, you might take on managing the business and leave the brewing to somebody else, either a founding partner or hired brewer. The other solution is to hire experienced management, the likely candidates at present coming from a corporate environment and seemingly finding it difficult to think in terms other than improving numbers in one way or another. If this is not the path you think your brewery is on, you will have to be careful in maintaining harmony between the ambitions of the brewery and the management.

ideologies

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here are purposes a new wave brewing business can pursue other than making money. These roles are direct derivatives of an ideology represented in the business and can vary or have a different emphasis for each business. The ideology can be self- proclaimed, or simply perceived and associated with the business by consumers or others in the industry, the perception being a secret ingredient.

Ideology helps convey something unique about how you do business into the final product. The way you do so and its success translate into competitive assets: a special appeal or connection with consumers, or simply a distinctive factor in a market full of a myriad new wave brews that are hard to tell apart. There are many ways products are currently distinguished in the market, e.g. organic brews, brews by social enterprises, brews combining diverse expertise in their making, etc.

The strength of an ideology is dependent on several

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other factors, e.g. its source, its nature and awareness of it. As for its nature, the ideology can be actual or (unchallenged) deception, and the source is always a person or a group of like-minded people, either insiders or outsiders. The latter attribute ideologies to the businesses based on experience or perception, which might replace or confirm ideologies represented by the insiders. Your leverage over awareness is better if the source of the perception is self-proclaimed, but you can definitely enhance and emphasise certain elements of the perception formulated by outsiders.

Without awareness, ideologies will not make any difference.

Conveying an ideology is becoming harder and harder, and general or overused terms, just like the c-word, no longer constitute a distinction. You have to be more precise in describing what you do differently, and how you do it. However, this applies to most businesses that intend to sell more than a commodity, so the noise is deafening consumers and the channels available for education and communication are clogging up. It remains difficult to predict how ideologies resonate with consumers, and with which group of consumers, but this is what the market can eventually tell you. If you are not limited, geographically or otherwise, you will find the audience to which your ideology is most appealing, or they might find you first.

vision, mission and values

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hese terms might seem to be used only in big businesses, but the reality is they are present, if not explicit, in most businesses.

They will translate, break-down and put your ideology into context in terms of what your endgame is: why you are in existence, what you want to achieve, how you want to achieve it, etc. The description of your business in this way can make building relationships between consumers or business partners and the producer easier.

Vision, mission and values are represented in your operation and transmitted into your final product.

They are incorporated in the price consumers are willing to pay for being able to signal a relationship and derive a status. This perception cannot be changed quickly, and if you change the course of your business, it might lag or even create a contrast which can affect consumers’ general response to your business or the composition of your group of consumers. You have to make sure from the beginning that your perception is aligned to your vision, mission and values – are they compatible and is the match sustainable? It’s not enough to pretend to appeal to consumers. In identity movements such as the new wave of brewing, initial followers are motivated by the desire for authenticity.

If you are on a scaling up model, this might be a particular challenge as you grow and look for consumers who differ from your core consumers.

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www.enterprisetondelli.com March~April 2017 | The Brewers Journal 33

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The Emotion in your Beer Whilst taking an emotion-led approach to branding is nothing new, many breweries still fail to explore an avenue that could lead to an increased market share. Flipping the emotional coin on its head requires gauging one’s own emotional ‘temperature’. This is the most effective short cut to successfully aligning with target drinkers’ own emotional drivers, explains Steve Beckworth from London-based design agency Colt

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t a time when brands are getting conflicting advice from their many specialist advisers and are constantly overwhelmed by their need to understand the latest trend, too many marketers are failing to take stock of the 'emotional narrative’ of their brand.

This is particularly key in the beer sector. There are now more breweries per capita in the UK than anywhere else in the world, a fact that is compounded by a drop per capita in alcohol consumption. As a consequence, owning a particular thought in the target drinker’s mind has become business critical.

The common ground among organisations that have built great brands is not just performance. They recognise that consumers live in an emotional world.

Emotions drive most, if not all, of our decisions.

Yet using emotions to accelerate brand growth first requires identifying which key emotions a beer wants to convey to its consumers, and which ones it is currently eliciting. Only then can it work towards aligning with what it wants the consumer to feel and experience.

Most brands are evoking some sort of emotion whether they mean to or not. Being in control of that is a vital step toward positively connecting with consumers.

Those marketers who are already aligning with their customer’s subconscious needs are reaping the rewards. From Coca Cola who exude happiness to Apple who focus on delight, surprise, love and connection, a great brand raises the bar and adds a deeper sense of purpose to the product experience.

Honing in on the emotions a brand wants to trigger

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is based on a clear understanding of what it is really about, and this is not always immediately obvious.

Not all large and well-established brands evoke strong positive emotions that resonate with their consumers. In 2011 when Meantime Brewery emerged as London’s leading craft brewery, they had an awardwinning product that did not sync with their current communications. Consistency and focus were required

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to ensure that their strong product offer was not being undermined.

Recalibrating the emotion they leveraged took its inspiration from Meantime’s roots - the confidence and directness of a real ‘Londoner’. This became the focus of the brand. Their consumers’ feeling of belonging and attachment is reflected by a brand that loves London as much as they do. They effectively tapped into their consumer’s subconscious pride at being part of London’s very DNA, as they focused on developing an emotional connection with their core market in the South East.

'London born and brewed' became their motto and, as their consumers saw themselves reflected in the brand, their relationship was strengthened. The business found a platform for more meaningful communication as well as a strong balance between craft brewing and more mainstream perceptions of what makes a good pint.

Those organisations who have no previous emotional cues to tap into have carte blanche to decide which emotion will best connect with their target drinkers. Defining this connection often transcends the product, although in the case of startup beer company Hiver , it was very much centred around the product.

Hiver built their marketing strategy around a ‘why’.

By addressing ‘why' Hiver existed, they wanted to uncover the emotional cues they might evoke in their consumer.

The answer was straightforward, Hiver was the definitive British honey beer. Independently made using honey from independent British beekeepers, they passionately believed in giving their customers nothing less than the genuine article.

Their independence separated them from massproduced honey beers and pointed at a more bohemian personality, while their passion and attention to detail could also be leveraged emotionally.

The idea of 'Passionate independence' has spawned a brand built on those principles, from using 100% British ingredients and suppliers to supporting pollinator charities with 10% of profits, Hiver do things their own way and appeal to consumers that follow the same mantra.

Nowadays, product proliferation, enormous choice, and growing clutter and clamour in the beer sector has meant a great brand is now a necessity, not a luxury.

Whilst taking an emotion-led approach to branding is nothing new, many breweries still fail to explore an avenue that could lead to an increased market share.

Flipping the emotional coin on its head requires gauging one’s own emotional ‘temperature’. This is the most effective short cut to successfully aligning with target drinkers’ own emotional drivers.

Ticking all the logical boxes from a marketing perspective does not guarantee success, it’s time beer became emotional.

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Changes in the Print Landscape In this era of fast-changing market opportunities and customers who often expect to be treated and addressed as individuals, beer packaging needs to reflect these requirements, argues Ben Ginesi, managing director of corrugated packaging print specialist HSG.

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hange, we regularly hear, is the only constant in business.

No sector exemplifies that truism more than the brewing industry, with its frequent mergers and acquisitions, entries of new players seeking to shake up the market and need to find new ways of appealing to customers well-versed in the perils of overindulgence, for themselves and society, for example.

One arguably less-publicised but important area of consistent change, which has seen especially rapid advances in the last couple of years, is the packaging of the industry’s products.

Gone are the days, if they ever really existed, when brewers could regard this as something of a rarelychanging afterthought, involving considering a limited number of factors, such as attractive designs and colours, a few pithy words and striking logos.

The more enlightened brewers now realise that this is an era of fast-changing market opportunities and customers who often expect to be treated and addressed as individuals, rather than anonymous members of amorphous groups, for example. Brewers are increasingly demanding that their packaging reflects these requirements.

Among our company’s clients are significant brewers in the UK and Ireland, for whom it undertakes tasks including producing bottle and can wraps and bottle carriers, using materials such as brown and white kraft board.

We has invested a seven-figure sum in the last 12 months to acquire digital print technology that can satisfy these contemporary demands and which is demonstrably the most advanced in the UK. One major change in brewers’ packaging

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requirements during the last couple of years has been that speed is now absolutely of the essence. In today’s fast moving, highly competitive world, lead times are disappearing.

Brewers increasingly need to plan and print within days, to take advantage of their own creativity or react to market changes, competitor actions and all sorts of other influences on their bottom lines, to maximum effect. They want to be able to kick-start ventures such as promotions, product launches and relaunches, using digital quality materials, quicker than ever before.

Digital technology can now meet this challenge, as equipment exists which is typically 10 times faster than traditional presses of this type, while delivering High Quality Post Print (HQPP) output approaching lithographic lamination and the best flexographic print standards.

This technology can produce 4,000 square metres per hour and is also usually 10 times faster than lithographic or flexographic printers for setting up and running a quantity such as 20,000 full colour sheets. The equipment saves literally 40 minutes per set, compared to a flexographic press, for reasons including it that it does not demand plates or makereadies.

These developments mean that old industry cliché about digital printing always being slow can now hopefully be laid to rest.

In today’s packaging printing, the more you tailor, the more your customers remember you, and that means higher future sales.

In this age of e-commerce and technology-savvy consumers who aren’t easy to convince, demand for print versioning and tailoring - even down to the level of individual packages - is definitely on the rise.

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This specific content reflects factors like recipient location or address, the brewer’s offer or promotion and the customer’s native language or dialect. It’s now possible to change pack designs, images or text multiple times within a single print run.

What’s more, brewers can have this tailoring within a print run as low as a fairly typical packaging total of 500 to 1,000. That opens up a huge array of possibilities for, say, the 600 microbrewers in the UK, producing a wide array of products, but all in standard 330 millilitre bottles.

All of this means brewers can now market test potential packaging formats thoroughly before full implementation, for example.

They can also print only the quantities they need and take advantage of just-in-time delivery systems.

Brewers can therefore avoid storing large amounts of materials that become obsolete if there are changes in factors like a beer’s recipe or its packaging. They can thus achieve price points more easily by avoiding waste and recycling costs.

Modern tailoring does not stop there, because it is now possible to have individual security features on every pack, with block chain encryption providing maximum effectiveness, for example. And tracking of packages has risen-up brewers’ agendas as well.

Organisations like ours can print individual pixels, so elements such as unique tracking codes - which we can add to every six-pack, for example - and other content work as intended. We can also print a bar or QR code on every blank, allowing individual package tracking much more cheaply than techniques like RFID and labelling.

In addition, size matters in modern printing, including for brewers.

Many brewers now demand digital quality with traditionally analogue-only material sizes. But shifting big, heavy sheets of corrugated board into and through digital presses has been a big problem until recently. But now it’s perfectly possible to digitally print boards up to, say, 1,345mm by 3,000mm, pretty easily.

Another significant trend of recent years has been the variety of packaging materials brewers have been seeking to utilise.

A decent packaging supplier will now be able to print digitally straight onto any board - including brown, matt white and clay coated - from the smallest micro-flutes and even carton board up to double wall corrugated.

Other brewing industry packaging demands, while not exactly new, remain as prevalent as ever.

One is the desire of participants to protect their environmentally-sensitive reputations.

Suppliers like us now need to produce output

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that’s wholly recyclable and be able to recreate and repeat any job exactly. Plus, we have to produce corrugated boxes that contain and protect even heavy items without the need for environmentally-dubious expanded polystyrene, for example.

Another familiar tendency which endures is the desire of brewers to avoid their brands being associated with damage to consumers’ health. There is therefore a growing insistence on the use of food-safe, water-based proprietary inks and the avoidance of ultra-violet technology, for example.

A third established demand whose prominence shows no sign of abating is cost-effectiveness.

There’s no doubt that factors such as the uncertain business climate triggered by the vote to leave the European Union and the depreciation in the value of sterling which followed it mean brewers are, if anything, even more determined to secure value for money than before.

We therefore have to provide a service that delivers digital quality while allowing throughput and running costs similar to flexographic printing.

There’s also an increased onus on us to communicate effectively to brewers what the cost implications of the services we offer are in practice – there can be a big difference between an ink’s basic price and its cost on the sheet, for example.

In Packaging, as in all other aspects of the brewing industry, the times they are a-changin’.

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Branding for Beer Boom Britain In the UK, with an increased focus on branding and customer communication, there is a huge opportunity for small batch canning operations, whether that be for small and contract brewers, beverage producers, printer converters or potential investors, explains Simon Edwards, vice president of sales and marketing at Tonejet Limited.

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he boom of the small independent brewing industry in the UK shows no sign of slowing. In fact, according to a recent report by Siba a new brewery is opening in Britain every two days with one in six independent brewers planning to double levels of production, sales and turnover in the next two years. The trend is boosting the British economy with the beer and pub market sectors now responsible for some 869,000 jobs.

With the various events and festivals now organised around craft produce, in the UK and throughout the world, its near impossible to miss the craft beer explosion. Not only that, there are ‘craft beer clubs’ operating in Britain where, for a fee, beer drinkers are provided with a monthly supply of small batch, handpicked craft beer from around the world, delivered to

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their doorstep.

The Siba report states that 56% of produced beer is supplied to free-trade (non-brewery owned) pubs while over 80% of all beer sold by members is sold within 40 miles of the brewery. 17% are now exporting beer with a further 53% interested in doing so. In such a competitive market with plans for increased levels of both production and sales, it’s no wonder then that most breweries made capital investments in 2015, with 13% investing over £100K mainly in expansion of production, modernising equipment and transportation improvements. To aid the entry into new markets and exports many breweries are looking to canning their beer.

Of course, a growing market is a competitive one and while independent craft brewers continue to enjoy this rapid growth, larger brewers are also looking to capitalise on investments in this market,

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through mergers and acquisitions, and their own small batch brews. We saw this in early 2016, with the AB InBev takeover of UK based Camden Town Brewery, a brewery which has taken on canning their product, alongside their bottling and keg products.

While cans are undeniably becoming extremely popular, there is still a lack of ability to provide small batch brews in cans with the same print quality as mass produced product. This is due to traditional processes and the economic crossover point of the suppliers, with minimum order quantities of around 150,000 cans and long lead times creating a barrier to the fluidity and potential rapid growth of small, independent brewers who need batch sizes of 10,000 to 50,000.

Until now, the only alternative for small batch brewing to be packaged in cans is to utilise indirect label printing at a considerable additional cost to conventional manufactured cans. New digital can printing technology addresses these issues while opening-up a whole new world of opportunity. Digital print technology for beverage can decoration, whether for craft beer or non-alcoholic craft beverages, wines or RTD’s can deliver the variety, flexibility and choice that producers need to succeed. In fact, with limited edition flavourings or one-off special brews increasing in popularity, packaging can help a brand stand-out.

From a cost perspective alone, Tonejet direct to can digital printing is roughly 20 times cheaper than label printing for cans.

With the inherent nature of digital print and minimum orders of almost one, brewers are now provided with virtually limitless personalisation opportunities. Not only that, but as the technology is capable of printing several batches a day, product time-to-market is decreased too, enabling brewers to respond quickly to seasonal trends or produce and can key beverage brands for events or social media campaign, opening-up new business opportunities.

True personalised packaging, made available from printer manufacturers such as Tonejet, are key to unlocking significant investment opportunities, for a variety of craft beverage packaging business models – be that simply as a financial investor or in setting up individual custom digital can printing operations.

In the USA, small batch beverages have been canned for some 20 years with a variety of mobile canning companies offering a canning service at the brewery when the beer is ready. By example, a recent Tonejet customer in North America is setting up a contract can printing company, buying in blank cans and printing smaller run orders for local craft brewers.

With no order constraints, even before the system is installed, its order book was full for several months in advance. They are already expecting to invest in a second system to meet demands!

In the UK, with an increased focus on branding and customer communication, there is a huge opportunity for such canning operations, whether that be for small and contract brewers, beverage producers, printer converters or potential investors.

www.brewersjournal.info

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The Fine Art of Brewing Mike Marcus left his studies in the world of fine art when started Chorlton Brewing Co in 2014. Driven by a respect for the heritage of German sour beer, he is now making a career producing some of the nation’s most respected beers and is ready to take the brewery to the next level.

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e are not part of that argument and if people try and group us in with brewers that do that then we step away from the conversation. It’s as simple as that,” explains a resolute Mike Marcus, founder of Chorlton Brewing Co. He is discussing how breweries that use kettle souring to brew their beers are often derided, but he is abundantly clear how Chorlton play no part in that particular equation.

“It’s about money. You have breweries thinking that if they have put the time, oak and space into a beer, then they can charge ‘X’ amount for that. Fine. Then another brewery comes along and effectively ‘fakes’ it with kettle souring and potentially ends up making a really bad beer but puts it in a similar bottle and pitches it as a similar price-point,” he says. “That’s a fight these guys are having and we stay well out of it as we don’t do that. We don’t sell our beer at Lambic prices unless they are Lambic-type beers and even then, they are a lot cheaper as it is a domestic product. But our kettle sours are sold at the same price as a Pale Ale. We don't charge a premium simply because they have lactic acid in them and as a result, we are not part of this argument. It’s simple.”

Mike Marcus is a man of principles, principles he has stood by since starting Chorlton Brewing Co in 2014. The latest example of this coming with the

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recent election of Donald Trump as US president last November. Marcus said at the time that the move would drive the Ardwick, Manchester-based brewery to stop using US hops. And true to his word, that’s the route he has taken.

“It’s a nice creative challenge as it is very easy to just use Citra or Mosaic as everyone is going to love it.

But what can we do with all of these fantastic hops from Australia and from Germany? Vic Secret is just one name we can use, it’s a great hop,” he explains.

“We’ve secured a contract for this year’s crop of Galaxy so expect a Galaxy Double Sour, too. The hop

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situation globally has obviously changed in the last couple of years and that influences what beers we make. But it’s a good challenge to face.”

Marcus has been the one constant since founding Chorlton, which makes the broad presence of his beers all the more impressive considering they’ve come from both a modest team and setup. Now though, in 2017, he is confident he has the right personnel on board in the form of his assistant, Will Harris.

“Will came straight to us from Herriot Watt University last year. He has an MSc in Brewing and Distilling and a Batchelors in Biochemistry. It took a

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while to find someone like him but we are glad we did. It’s working very well,” he says.

For Marcus himself, his love affair with beer can be traced to his experiences with London’s Kernel Brewery. Both their beers, and his dealings with its founder Evin O’Riordan, helped catalyse the desire to do more brewing.

“They always excite as they are changing all of time. For me, Kernel was making home-brew on a major scale and it was the home-brew all of us wanted to make. Evin helped so many of us out and I owe everything to him in that respect,” explains Marcus.

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Chorlton’s founder, a Londoner, is graduate of the capital’s Saint Martin’s University of the Arts and it was during an MA in fine art when he started to become increasingly disillusioned with the art world that surrounded him. Dealings with other professions led him to the world of brewing and a desire to express his creativity in different ways.

He says: “When it came to starting Chorlton, London was definitely on the agenda. It was around the time when Partizan and Brew By Numbers opened too. There was a new wave of breweries opening and it seemed to me that I had missed the boat in London.

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As it turned out I was right in the peak of the market.

But I didn’t know that at the time.”

But Marcus is successfully making a name for himself from his Manchester base, although he admits much of the brewery’s presence is outside of the city.

“Our beers make it everywhere but we don’t have a local market at all. Would it be unfair to me to say Manchester is a little bit backwards with beer trends?

I’m sure there are other local breweries that have experienced the same,” he explains.

“We are constantly changing all of the time. We start looking at a core range then think, well we’ve not done a double sour in this way, so let’s do that. We are always on the move and I think that’s important, says Marcus. “We’re known for pushing kettle souring in lots of interesting directions and one idea at the moment is a Flanders Red so we ask ourselves can we do an approximate of that?”

He adds: “So I went to Cloudwater in Manchester, cut out the belly of one of their old barrels. And now we currently have a vessel with around 50% oak and 50% bugs so when we use that to inoculate our kettle sour, not only will it provide bacteria it will hopefully provide an oak concentrate flavour. We don’t know how that’ll turn out yet and hope it won’t be diluted out but we are always coming up with new ideas.

While we are promoting beer like Amarillo Sour and wanting that to become a household brand, at the same time that won’t stop us experimenting.

“Sour is not a style of beer. Like bitter, it’s a descriptor. We are not making American wild ales or Lambics. We are making our beers that are inspired by certain things and often the beers we are inspired by are beers that nobody else has really researched.”

And it’s the time spent researching old beer styles that has informed and inspired much of Chorlton’s direction to date.

Marcus explains: “I started Chorlton not wanting to be generic. I have a love for Berliner Weisse and in the early days, I discovered there were multiple layers within the German heritage of sour beer. This has been so thoroughly documented in Belgium by people such as Michael Jackson and lots of American breweries have taken that on as a result but in my opinion, people have totally ignored Germany’s sour beer tradition.

“Berliner Kindl, which is really the only remaining

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German sour beer was a good starting point and that’s where the initial inspiration came from. However, more visits to Germany and Berlin gave me a stronger understanding of the heritage, the role of wild yeast in German brewing and it turns out that the further back you go, there is very little difference between a Lambic and a Berliner Weisse.”

Although driven by a respect for heritage, Chorlton’s beers span the spectrum of experimentation with Mosaic Sour, Mandarina Lager, Citra Brett Pale and its annual Dark Matter releases demonstrating the broad gamut of their repertoire.

But to continue experimenting while satisfying demand, Marcus says the time is now for the brewery to move to the next level and take on outside investment.

“We have spoken to investors in the past and we had a few offers but the problem with investment is it can be something like an arranged marriage and you are living with them for the rest of your life. We are not looking for a quick sale to someone like AB InBev but instead to grow the brand while keeping it independent. It had to be the right type of investment and we are an ethical company so that is key, too.” he says.

Marcus adds: “Some people can’t understand why we don’t have a business model to sell to a bigger business. Sure you have some exceptions in the UK with the sales of Meantime and Camden Town but with something like 1,700 breweries, how many are going to exit like that. Ten, maybe. Who knows? I want an investor that backs me and works with me.

It’s why we’ve never done crowdfunding, everyone is looking for an exit.”

Installation of stainless steel tanks and a canning line is top of the agenda once investment is secured but until then, Marcus is typically frank in his assessment of Chorlton Brewing Co. “Am I happy at this point? No, I’m not. I think Will and I struggle to make the beer we want on this current setup. One half of me envies these breweries that start up fully-specified with lots of money behind them, he explains. “But this challenge has also probably made us better brewers as a result but now is the time to move onto better kit. However, I would never betray my ethics or morals for the wrong investment. We will find the right one.”

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SHOW

P RE V IEW

C B C

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Bre we x p o

Global Beer Gathering This April, more than 14,000 professionals from across the brewing spectrum will descend upon Washington DC for the Craft Brewers Conference and BrewExpo America. We outline some of the key exhibitors, products and services worth checking out during your visit to the US this April.

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he Craft Brewer's Conference feeds my obsession as a brewer and brewery owner. From day one of home brewing I have wanted to learn as much as possible about brewing beer and the brewing industry at large. The CBC gives me everything, Logan Plant, founder and CEO of London’s Beavertown Brewery tells The Brewers Journal.

He adds: “Seminars teaching me new skills, procedures and techniques, the Expo showcasing the full diversity of equipment available in the market and the networking opportunities. The buzz of chatting to industry veterans or new start ups is massively inspiring and drives me to create and innovate. It feels like you're part of a family.

“The CBC gives you all the tools to investigate new dynamics within the trade and translate them into brewing, packaging and selling great beer. I take as many of Team Beaver there as possible, from production through to sales, to feel the buzz and take that inspiration back into their roles at the brewery.

There is something for everyone. Brewing is a way of life and CBC has been an essential part of our young journey so far at Beavertown. I can't wait until the next one!”

Plant is sure to be one the 14,000-plus in attendance at this year’s event, which takes place at the Walter E. Washington Convention Center in the

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Conference Venue Walter E. Washington Convention Center 801 Mt Vernon Pl NW, Washington, D.C. 20001 The Walter E. Washington Convention Center is an extraordinary meeting space within our nation’s capital.

One of the most energy-efficient buildings for its size, the convention center leverages the beauty, history and diversity of the most powerful city in the world, resulting in an amazing experience in a space that showcases creativity with over 130 works of art.

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nation’s capital. Organised by the Brewers Association, the event comprises a comprehensive tradeshow and more than 70 educational seminars.

These span subject matters such as Brewery Operations, Brewpubs, Export Development, Government Affairs, Packaging Breweries, Quality, Safety, Selling Craft Beer, Start-Ups, Sustainability and Technical Brewing.

UK focus

B

ob Pease, president and CEO of the Brewers Association explains to The Brewers Journal how UK brewers can benefit from the Craft Brewers Conference.

Seminars CBC presents a variety of educational seminars to full conference attendees. The 2017 conference will feature 70 seminars across 11 different tracks.

• Brewery Operations • Brewpubs (Management & Marketing) • Export Development • Government Affairs • Packaging Breweries (Management & Marketing) • Quality • Safety • Selling Craft Beer • Start-Ups • Sustainability • Technical Brewing

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“The Craft Brewers Conference and Brew Expo is an annual educational conference and trade show for professional craft brewers and the industry’s largest gathering for concentrated, affordable brewing education bringing together a record breaking 14,000 brewing professionals.

Now in its 34th year, the CBC is the only event to serve both brewpubs and packaging breweries, he explains.

Pease adds: “Affiliated to CBC is BrewExpo America, the premier trade show in the States for craft brewers featuring 800 vendors all in one place and offering the ideal opportunity to meet customers, vendors and leaders in the international brewing arena.

“Taking place across two floors the size of 10 football pitches altogether, the trade show sets the stage for exhibitors and buyers to develop profitable business relationships and for brewing industry professionals to encounter the latest and best products and services that industry vendors have to offer.

“Hosted by a different city each year, this year the CBC returns to Washington DC, April 10-13, one of the nation’s oldest beer cities and the centre of Government.

It provides an unparalleled networking opportunity for brewers and brewery professionals to rub shoulders with the leaders of America’s craft brewing industry and gain valuable insights and inspiration from the experts.”

According to Pease, small and independent brewers face unique opportunities and challenges in the marketplace, and CBC allows them to connect with their colleagues and comrades to share ideas and learn about relevant topics ranging from brewery operations to sustainability and government affairs.

He says: “CBC brings the industry together in a collaborative and educational environment and

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Schedule and Overview Monday, April 10, 2017 • Badge Pick-up Hours ~ 7:00 am – 8:00 pm • Exhibitor Move-In ~ 7:00 am – 7:00 pm • Brewery Tours ~ 8:00 am – 5:00 pm various departure and arrival times • Safety Bootcamp ~ 8:00 am – 5:00 pm • Micro Matic Draft Dispense Course ~ 9:00 am – 4:00 pm • Craft Beer Wholesalers Symposium (day 1 of 2) ~ 10:00 am – 5:00 pm • TTB (U.S. Tax and Trade Bureau) Bootcamp ~ 12:00 pm – 4:00 pm • ASBC Lab-in-a-Fishbowl, Session 1 ~ 3:00 pm – 4:00 pm • ASBC Lab-in-a-Fishbowl, Session 2 ~ 4:30 pm – 5:30 pm • First-time Attendee Orientation ~ 3:00 pm – 5:30 pm • Welcome Reception ~ 7:30 pm – 10:00 pm Tuesday, April 11, 2017

appeals to all brewers, from novice to veteran. We welcome brewers and brewing industry professionals from all over the world especially the UK, with its dynamic craft brewing scene.”

key-note address

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n addition to the raft of content available to visitors, best-selling author and leadership guru, Alison Levine and brewing icon Dick Cantwell will deliver keynote speeches at CDC. The BA’s Director Paul Gatza and Chief Economist Bart Watson will also deliver the annual State of the Industry address.

Levine is a former Wall Street executive and avid explorer and mountaineer. She has climbed the world’s highest peaks, skied across the Arctic Circle and, in 2008, became the first American to complete a 600mile traverse from west Antarctica to the South Pole.

She is the author of New York Times Bestseller On the Edge and is the subject of the PBS documentary Living Courageously (2007).

As one of the industry’s well-respected and experienced craft brewers, Cantwell co-founded Elysian Brewing Company in 1996, where he served as head brewer until its sale to Anheuser-Busch in 2015.

During his tenure, Elysian was named Large Brewpub of the Year three times at the Great American Beer Festival (1999, 2003 and 2004), and in 2004, he received the BA’s Russell Schehrer Award for Innovation in Brewing.

He most recently served as Quality Ambassador for the Brewers Association, supporting and advocating to uphold quality in craft beer.

According to the Brewers Association, there are now more than 5,000 small and independent brewers in

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• Craft Beer Wholesalers Symposium (day 1 of 2) ~ 8:30 am – 12:00 pm • BrewExpo America Trade Show ~ 9:00 am – 5:00 pm • General Session I – Welcome/Keynote Address • Official Conference Opening ~ 9:15 am – 10:30 am • Afternoon seminars Wednesday, April 12, 2017 • General Session II – State of the Industry ~ 9:15 am – 10:30 am • BrewExpo America Trade Show ~ 9:00 am – 5:00 pm • Afternoon seminars Thursday, April 13, 2017 • General Session II – State of the Industry ~ 9:15 am – 10:30 am • BrewExpo America Trade Show ~ 9:00 am – 3:00 pm • BrewExpo America Move Out ~ 3:00 pm – 11:59 pm • Afternoon seminars

the States. Canada is the largest export market with just over 50% with Sweden, Ireland and the UK each accounting for approx. 10% of exports.

WWHowever, detailed and updated industry insights will be available at the CBC this April.

Paul Jones, Co-Founder and Managing Director, Cloudwater Brewery, concludes: “Last year's Craft Brewers Conference was an amazing educational experience, rich in opportunities to network and connect with friends old and new across the industry.

"I can't wait for this year's conference in DC, and hope that as interest in the BA grows over here, we may eventually see a UK chapter!"

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exhibitors not to miss

HEUFT | Booth 3501

KHS USA | Booth 2819

HEUFT will showcase the HEUFT prime at BrewExpo America 2017. The compact device of the new generation makes checking full containers in filling and packaging line easier than ever before. The device combines tried and tested modules for examining fill levels, closures, internal pressure and labels as well as detecting burst bottles and serial faults with a revolutionary new user guidance: the HEUFT NaVi also speaks to the user. It guides them through all the functions which are relevant to him in a self-explanatory way in his own language and at the same time provides audiovisual support.

KHS USA, Inc. will combining maximum functionality with compact design when it exhibits at the show this year. On showcase will be its Innofill Glass Micro DPG machine where beer or mixed beer beverages can be filled into glass bottles at a rate of up to 25,000 bottles per hour. It is equipped with the tried-and-tested assemblies and components used on highperformance glass fillers. In addition, the Innokeg KegBoy is designed for low filling quantities and suitable for washing and racking kegs with a throughput of up to 35 kegs per hour.

For racking up to 60–80 kegs with a volume between 7-58 liter an hour with beer is the Innokeg CombiKeg R5.

ADI Systems | 3235

Weyermann | Booth 1402

With more than 35 years of experience, ADI Systems understands the unique challenges faced by brewers. We offer innovative, custom-designed technologies to digest toughto-treat yeast and spent grains in wastewater.

By investing in an on-site solution, your brewery can meet strict effluent limits to comply with environmental regulations, conserve water, and tap into green energy.

Weyermann Specialty Malting Company is a German familyowned enterprise in the heart of the famous Bavarian beer town of Bamberg. The historic site in Bamberg is heritageprotected and the unique red-brick buildings contain stateof-the-art high tech equipment. 190 employees share their passion for malt and work together to serve customers in 135 countries. It is a matter of the heart for Weyermann Specialty Malts to be present at the CBC, has the pioneer of the Craft Beer scene been accompanying the US Craft Beer revolution for over 20 years now.

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The Hop Store, Monksfield Lane, Newland, Nr Malvern. WR13 5BB

Tel: + 44 (0) 1905 830734 Email: enquiries@charlesfaram.co.uk

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CMC-KUHNKE | Booth 3444

BestMalz AG | Booth 2204

CMC-KUHNKE has worked with the craft market since the beginning of the can revolution. Based on feedback from its 100+ craft beverage customers, they continue to tailor its double seam inspection package to meet the needs of the industry. The SEAMscan Package is an affordable way to make seam measurement easier, faster, and more accurate.

The SEAMscan Package is made up of SEAMview Inspection Software, a Video Seam Imager and Visionary Software, includes Free Lifetime Technical Support and Free Quarterly Software Upgrades. They welcome breweries to bring their cans to its booth and they will provide a PDF seam report.

BestMalz AG is a leading German malting group, supplying breweries of all sizes, brewery restaurants and hobby brewers in Germany and around the world with more than 50 products for brewing first-class beers.

Special and craft malts now account for almost half of the annual production of the family-run company based in Heidelberg. They include the innovative craft malts Best Red X, which produces consistently fiery beers with intense reddish hues, and Best Special X, a dark caramel malt with an intensive, full-bodied character. Around half of the company’s annual production of 75,000 tons is exported via dealers to 80 countries worldwide.

Trislot | Booth 6108

Castle Malting | Booth 1418

Trislot has been manufacturing wedge wire false bottoms for OEMs as well as breweries worldwide for 20 years . Its lauter tun bottoms consist of V-shaped wire welded on support rods, creating a larger open area compared to milled false bottoms. This results in faster filtration, less down time for cleaning and less water consumption. A case study at one of the brewers using Trislot’s wedge wire bottom, showed that for the same lauter tun the filtration cycle took only 2 hours versus 3.5 hours with a milled bottom. Moreover Trislot false bottoms for the beer industry are self supporting, so there is no need for I-beams or any other additional support structure.

Castle Malting, the oldest malting plant in Belgium and one of the oldest in the world, offers a full range of malts for any type of beer or whisky a creative brewer or distiller can imagine: more than 70 types of base and specialty malts from the palest to the darkest kind – from barley, wheat, and other cereals. Today, the Castle Malting malts are successfully exported to more than 1850 brewers in 122 countries worldwide. The malt is shipped to our customers around the world in various types of packaging.

The combination of our traditional nine-day malting process, the use of state of the art equipment and the 100% traceability from the barley fields up to the shipping pallet is the best guarantee of the premium quality of our malts.

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PRIVATE TREATY SALE A CRAFT BREWING SPECIALIST SUPPLIER AT YOUR FINGERTIPS.

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Production Brewing equipment from the former Guinness Brew House (No 3) at St. James’s Gate in Dublin

LOCATION: DUBLIN, IRELAND

• Niro ‘Atomizer’ Falling Film Evaporators with Calandrias, 3405l (Qty 6) • Holvrieka-ido Vessels, 160,000l & 180,000l (Qty 8) • PSV Blending Tanks, up to 200,000l (Qty 11) • Saphire Blending Tanks, up to 100,000 (Qty 11) • Werk Beckum Carbon Alcohol Columns (Qty 3) • Werk Beckum Ethanol Plant EX rated • Alfa Laval & Westfalia Separators (Qty 3) • Feige ’26.1-B-00n’ Palletised Filling System • Buhler ‘DBZE’ 2 Roll Compact Roller Mill (2006) • Buhler Malt Mills, Classifiers, Destoners & Dosing Scales • PSV Spent Grain Silos, 400,000l (Qty 2) • Ingersoll Rand ‘Nirvana E75’ Packaged Air Compressors (2005) (Qty 2) • Unidare, Hackbridge & Hewitt Transformers up to 1500Kva (Qty 5)

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VISIT US ON BOOTH NR 6108 at Craft Brewing Conference April 10-13, 2017 Washington, D.C.

Advantages “Ready to go” design High open area Less water consumption during cleaning Shorter filtration time Light design and mechanical strength all in one

Characteristics

Company details Trislot nv Roterijstraat 134

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Segments designed according size of man hole Very smooth surface

8790 Waregem

Supplied with locking and lifting device

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BELGIUM Tel. +32 56 62 72 22 info@trislot.be

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Petainer USA | Booth 4318

Fermentis | Booth 1509

Petainer will showcase its innovative one-way, recyclable petainerKeg, which allows beverage producers to deliver beer, wine, cider, cold-brew coffee, kombucha and low-carbonated soda anywhere in the world. No deposits. No contracts. No keg washer. No pay-per-fill programs and 100% eco-friendly.

Embrace change and save on operating costs. That’s the benefit of the petainerKeg. 100% taste guarantee with CO2 scavengers integrated in the PET plastic preventing oxygen ingress. Petainer Kegs are pre-purged with nitrogen, use the standard Sankey D valve, have one-year filled shelf life and can be tapped and re-tapped as many times as needed.

Fermentis works with everyone in the world of beer, wine, spirits and other fermented beverages. Its range of products and services covers almost all professional requirements: from safeguarding production to expressing sensory characteristics. Business Unit of the Lesaffre Group, global key player in fermentation and yeast, Fermentis builds solutions and results upon its talented experts, visionary R&D program, industrial expertise which meets the highest international quality standards and a strong and coherent marketing and communication strategy. Its mission?

Become the obvious choice for brewers, winemakers and all producers of fermented beverages, helping them express their inventiveness and creativity.

Hygiena | Booth 4221

Baird’s Malt | 2208

Hygiena is a microbiology and life science company with over 30 years of experience in developing rapid solutions for the food & beverage, healthcare and life science industries.

Hygiena's portfolio of ATP sanitation monitoring devices enable beer and wine processors to eliminate the potential for contamination that comes from soiled tanks or bottling lines, and helps ensure facility cleanliness, uphold quality standards and protect brand reputation. Hygiena’s product range provides customers with innovative technologies that are simple, easy-to-use, and reliable, with excellent customer service and support. With offices in the US, UK and over 100 distributors worldwide, Hygiena products span the globe.

Bairds has five malting locations situated in prime barley growing regions of the UK and source the majority of our barley from a nucleus of the finest growers within a 50 mile radius of each of our sites. We are grateful to have shared our decades of malting craft with the custodians of those fields, some of whom are farming families that have been growing quality malting barley to supply Bairds across multiple generations. The journey continues with Brewers Select that represents our continued commitment to the industry as a one stop shop for craft brewing ingredients. When we’re not wandering fields of barley at harvest, you’ll find us walking streets of malt. This is a lifestyle that allows us to guide the seed from grain to glass.

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• Beer bottling lines • Kegging systems • Inline BC beer carbonators CW400 Micro Beer Carbonator, Bottling & Kegging Machine 350BPH x 500ml & 400LPH on kegging

Nogne-O Brewery Norway 21/24/4 Tribloc 5,000BPH Line

• Flash Pasteurisation units • Sterile Filtration Systems • CIP Systems Wrexham Lager UK BC30 Kegbloc System - 40KPH Output

www.moravek.co.uk

Imagine the possibilities

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New technology packaging print lovingly made in the UK No plates Any size Short runs High quality Full colour print

Crafted with passion! www.hsgpackaging.com Tel: 01274 601 137

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Manufacturers of the finest Pale Ale, Crystal and Roasted Malts All Malts delivered ON TIME to your specification, crushed or whole Main products include: Maris Otter, Pearl, Propino and Golden Promise Ale Malts together with the complete range of Speciality Crystal and Roasted Malts including Wheat, Rye and Oat products

Thomas Fawcett & Sons Limited Eastfield Lane, Castleford, West Yorkshire, WF10 4LE www.fawcett-maltsters.co.uk sales@fawcett-maltsters.co.uk +44 (0)1977552460/90

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Pillars of the community Pillars Brewery introduced itself in assured fashion in 2016, becoming one of the latest additions to London’s burgeoning beer scene. Focusing initially on its flagship 4.5% “Untraditional Lager”, pitched as an adventurous combination of a Pilsner and a hoppy India Pale Ale, the four members of the Walthamstow-based brewery have their sights set firmly on bringing the lager revolution to the nation’s capital.

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illars Brewery officially introduced itself to Walthamstow, East London last October. Headed up by the quartet of Gavin, Eamon, Samie and Omar, the team opened with the knowledge of needing a unique selling point in order to help it stand out in the face of competition in excess of 100 breweries strong in London alone.

This differentiator comes in the form of its 4.5% “Untraditional Lager”, a session IPL hoppy lager that has a clean finish. Pillars produce the beer adhering to German purity laws but couples this with a mix of four hops and dry hopping in the later stages.

“Untraditional Lager will challenge all preconceptions of lager as a boring, tasteless beer and put them on their arse. We’ve combined ingredients from all over the world. Our lager is an adventurous combination of a Pilsner and a hoppy India Pale Ale,” they explain.

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The brewery adds: “Untraditional Lager combines the ultra-soft water profile found in Pilsen, the delicious flavour of local British malts, the citrus, fruity and pine-like aromas found in USA West Coast hops and the clean, crisp finish that Czech lager yeast is famous for. No additives. No adjuncts. No nonsense.

Just one boundary-crushing lager.”

At the time of writing, this flagship beer is backed up by a Czech style pilsner, Pillars Pilsner, a 6.2% amber IPL and Citralicious Lager, an un-traditionally unfiltered, dry hopped 4.8% craft lager using lots of Citra hops.

To enable the production of Pillars’ flagship beer, the team was aware that a traditional British mash conversion system would not offer them the optimum solution to achieve their aims and instead opted for a turnkey plant from Enterprise Tondelli and their manufacturing partners in Italy Simatec Srl. According to Enterprise, there are a number of specific features of the brewhouse that make it very flexible and ideally suited to produce both Pils style

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lager along with the full range of traditional beers too.

“We provided the Simatec-manufactured brew house along with vessels, kegger and all services. The Italian business [Simatec], which started as a brewery, could not find the technological solution they wanted in their own brewhouse to achieve the goals of low hot oxidation, increased extract performance, a fresh taste profile and low filtration. This inspired them to start manufacturing brewhouses,” explains Craig Wilson, managing director at Enterprise Tondelli.

“Thus was born the perfect partnership between equipment manufacturer and the brewer’s goals in the microbrewery market.”

He adds: “This partnership has been ongoing resulting in continual development and improvement of the product over time. One recent example is the trend for dry hopping which can cause some challenges for both costings and tank hygiene.

Simatec developed the “isobaric hop injector” or IHI for short.

“This unit utilised with the conditioning vessel

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reduces hop consumption by around 50-60%, can reduce tank time by 2 days and results in a conditioning tank easier to clean. Pillars Brewery took advantage of this device and included one in their project too.”

The brewhouse design, Wilson explains, is somewhat “untraditional” in its configuration. To reduce the hot oxidation the wort is transferred as few times as possible. Regardless of the size of equipment, the wort is only transferred twice, even on automatic high throughput plants. One vessel is a multipurpose vessel that acts as the mash tun, copper and whirlpool whilst the other vessel is a lauter that helps increase the extract efficiency thereby saving costs on every brew. This allows Pillars to be even more un-traditional in their recipe formulation with fruit beers and even nuts as an ingredient.

Heating for either mashing or boiling the steam jacket on the multipurpose vessel works on low pressure steam with high velocity. This enables greater accuracy of control and very fast and efficient heating.

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Coupled with special steam pressure temperature control this allows both Pils and stouts to be produced with repeatable results thanks to the automatic controls and preset recipes too. The steam control was especially important for Pillars so they can produce a high quality Pils with their four hops.

Elsewhere, the lauter avoids the use of cutting rakes but instead leverages floating discs that avoid compaction of the grain. These are activated once the lauter senses that compaction. Transfers are carried out by an inverter controlled positive displacement pump, which is controlled to prevent oxidation. The Whirlpooling system does not oxidise the product but gives a very compact trub thus reducing filtration needs and costs further downstream.

Pillars uses Unitanks that are designed to offer maximum flexibility and are sized to allow double batching. 0.8 mm internal skins on the tanks mean that the glycol used for cooling has a high velocity for more accurate cooling temperatures and this also means that cooling is much faster giving greater tank utilisation. This allows more batches to be produced.

In phase one Enterprise supplied six double batch uni tanks or DPVs for maximum flexibility and production.

The Walthamstow brewery also opted for a water treatment plant. This is equipped with reverse osmosis so that the water can be “pilsenised” by adding the required salts. A steam boiler along with hot and cold liquor tanks, in addition to a mains water buffer tank owing to the restricted site supply mains were also included.

Wilson adds: “Conscious of their environmental responsibility Pillars Brewery were supplied an “ice

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bank”. The refrigeration system is coupled with an externally located chiller. Traditionally a large chiller would be used on demand but the system generates the “cold” charge over 24 hours using a smaller refrigeration compressor with lower running costs.

This is then stored in the ice bank for use over the 30 minutes or so required to cool the hot wort after the boiling cycle.”

“Obviously it is extremely important for the quality of the end product to cool quickly and efficiently. The same ice bank also has an outlet for the fermenting and conditioning vessels making a common system that is partialised depending on load – which reduces running costs.

“Always with an eye for innovation Pillars Brewery opted for a type of food grade glycol commonly used in the aviation industry. The benefits of this is that the glycol is less viscose and thus uses less energy benefiting their carbon footprint. They are very pleased with the results.”

Enterprise, which also carried out the pipework design and supply gave special attention to the lines of sight when designing the brew house so brewery visitors can enjoy their beer whilst seeing most of the brewhouse.

Gavin Litton one of the brewery's founders, explains: “We have appreciated the experience that Enterprise have brought to the project especially with regards to the environment and other areas that a traditional supplier is not so interested in. The equipment has proved perfect for our untraditional needs and I can see that for other brewers it would have some serious advantages for them.”

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Higher quality, more efficient export solutions Launching soon For more information about beerQX and how we could help you, please contact our team: Close Brothers Brewery Rentals David Beswick (UK/Europe enquiries) Email: info@beerqx.com Telephone: +44 (0)1425 485421 www.closebreweryrentals.co.uk

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Close Brothers Brewery Rentals is a trading style of Close Brewery Rentals Limited, which is a subsidiary of Close Brothers Limited. Close Brewery Rentals Limited is registered in England and Wales (Company number 5826492) and its registered office is Unit 1, Kingfisher Park, Headlands Business Park, Blashford, Ringwood, Hampshire BH24 3NX.

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Northern Soul A venture two years in the making, Enfield Brewery started brewing last summer. Based in North London and with companies such as Beavertown, Redemption and, soon to be, Camden Town Brewery only down the road, the team is determined to make a mark in one of the UK’s growing brewing hotspots with its 'Enefeld' family of beers.

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nfield Brewery is not what you’d consider a “conventional” new brewery, especially not a new brewery in London, which are often cosy to say the least. Located a stones throw from the North Circular in Greater London, the highly-specified brewery occupies part of a major warehouse with the option to move into the remaining space, when necessary. The Eley road facility houses a DME Brewing Solutions brewhouse complete with six FVs, supplied and installed by ABUK. It also runs a Moravek BC15 inline automatic Beer Carbonator with BF15 sterile beer filtration module and Moravek 12/12/1 beer filler tribloc with double pre evacuation.

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Enfield Brewery, which officially launched at the SIBA South East Regional competition in July 2016 where they picked up a silver award. Not bad going for an operation run by a team of four.

Many brewery openings are the culmination of a love affair with beer that turns a hobby, or part time interest, into a full-time profession. Rahul Mulchandani, director and founder of Enfield Brewery has been surrounded by beer, and alcohol, for longer than many. Granted, he developed a passion for beer while studying business management and marketing, but it was the proceeding years where he really learned the trade. His time at university allowed Rahul to meet his now business partner Shadaan, who was undertaking a degree in software engineering at

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the same time. Like many university students, they undertook their own education in beer during those years and also dipped their toes into homebrew.

But for Rahul, who returned to the family business following the conclusion of his studies, it was that move that truly proved to be the catalyst for a move into brewing.

That family business is Enfield’s Imperial Cash & Carry. And as a company that holds anywhere between £5m and £15m of beers, wines and spirits at any one time, Rahul has had his fair share of experiencing, and dealing with, breweries from the off-trade perspective.

“I needed a few years to learn the industry before attempting to become part of it and the family business gave me the ability to do that. It allowed me to learn a lot, and hopefully help breweries, too,” he explains. “Only the other day a brewery came to me and I was able to give them advice on what is likely to sell here and what isn’t. But there is more to it than how good your beer is and how effective you have made your branding when it comes to entering distribution channels.”

He adds: “Pack size is important, for instance.

Lots of breweries are supplying their beers in 24 packs, which is fine but a small store, with limited storage and shelf space will simply often not have the capacity for such packs. They might only want six or eight. I also believe that shrink wrap casing is a better proposition than cardboard in this situation because unless you are spending a significant amount on the packaging, people will still want to see what’s inside so they’re likely to just rip it off to see what it looks

64 | The Brewers Journal | March~April 2017

like. Or worse, they’ll just pass it by.”

But with nearly a decade’s experience working at Imperial Cash & Carry, the wheels were well and truly in motion for moving into the brewing industry. Two years planning preceded the first brew in 2016 and Rahul acknowledges the time and planning that went into the major career move.

Support came from the family business, but this was complemented by the sale of his house.

“My family were supportive but there was obviously the need for a business plan to prove ourselves, too.

It wasn’t going to happen overnight and everything needed to be done right,” he adds.

And that business plan is based around a number of clearly defined ideals. The team were set on allocating more space to the brewery than it needed from the off. It is possible to double the amount of FVs currently in operation without the need for any structural change. But Enfield Brewery can also remove a wall to expand further as it operation grows.

Opting for a facility on the same site as the family business has offered a raft of benefits, but expansion flexibility was key.

“We’ve invested a lot in this brewery and I think this part of London is on the up. Beavertown, Pillars, Wild Card, Redemption and Camden Town are near here, just to name a few. There are good transport links and you are close to a lot of London locations, among others,” he says. “Plus, space was a massive draw for us. Being under a railway arch is a lovely romantic notion, but it’s not a practical longterm solution hence why when many breweries reach a

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certain stage they look to move out. It’s about leading with your head and not your heart. Don’t get me wrong, there are many benefits to being based in highly densely populated areas and you can benefit from that immediate captivation. It’s also more difficult in a location further out where nobody has seen you. But that’s not to say that areas like this cannot become like that. Enfield is undergoing a great deal of regeneration, too. It is on an upward trajectory with projects such as Meridian Water popping up on our doorstep.”

The Enfield Brewery business plan is also centred on a lean team, with Rahul and Shadaan on the operational front, while brewing is undertaken by head brewer Stuart Robson and his assistant Andrew.

The latter moved to the UK with his girlfriend around two years ago and following a stint at Ubrew, joined the fledgling team at Enfield. Head brewer Stuart has held positions at breweries and at businesses on the ingredients supply side. Prior to moving back to the UK several years ago, Stuart was the co-founder and head brewer of Shongweni Brewery, Durban, KwaZuluNatal, South Africa. The move back home was driven by the blunt assessment that he could no longer tolerate the gun violence and “having his neighbours shot”.

During his tenure at the South African brewery, owned with his wife Sherene, Robson’s beers graced the pages of respected volumes such as ‘1001 Beers You Must Try Before You Die’ edited by Adrian Tierney Jones. Since being back in the UK, Robson says his roles have allowed him to meet around 1,000 of the breweries in operation here, where he has observed the changing beer landscape that is mirroring other geographies he has visited and brewed in.

“When it comes to the brewers themselves, I am still seeing that level of support, and perhaps the sharing of ideas. But where it is changing, and where the challenge lies, is with the marketing people. They are not focused on technical issues or the science, they are focused on getting beer in shops and bars. That’s where it is more cut-throat and will continue to get more so. You’ve got the really big companies at the top of the chain but its the guys in the middle, and that is where the true fight is,” he explains.

Stuart is relishing the challenge, and opportunity, that his new position presents him. He cites Enfield’s use of water from its own borehole as a positive differentiator for the business. He also stresses the importance of having a split in the brewery’s range, too.

“Look at the London IPA, it’s brewed with all English malts and hops. Pale, Vienna and Wheat on one side and Pioneer, Cascade and Oilcana on the other. Then we have another beer that uses seven different US hops. It’s about having beers that speak to different markets, and knowing which ones are best suited for each,” Robson adds. And each of these beers are brewed on the brewery’s “pilot kit” Robson says with a smirk, pointing to the impressive brewhouse and tank setup.

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Extra capacity exists to allow Enfield to offer it up to other breweries, with four currently scheduled to use the facility in the coming months. Elsewhere, contract bottling is part of the brewery’s proposition and Rahul spent a lot of time researching the best technical solution possible.

On this side of the business, Moravek supplied and commissioned a BC15 inline automatic Beer Carbonator with BF15 sterile beer filtration module and Moravek 12/12/1 beer filler tribloc with double pre evacuation. The Moravek BC15 inline gas atomise type beer carbonator delivers a smooth natural carbonated finish with consistent CO2 levels.

According to Moravek, a reduction in dissolved oxygen DO is also achieved in the BC Beer carbonating chamber allows it to achieve the lowest DO’s in the industry which is another important feature.

“The Moravek BC inline process also allows Enfield to instantly change C02 levels to suit the differing beer types that Enfield might run in a single day without the time delay and hassle of in tank carbonation which can be hit and miss,” explains sales director Phil Quinn.”The BC15 Beer Carbonator and 12/12/1 tribloc filler are interfaced electronically as well as being hydromechanically synchronised. This ensures the beer process pressures and filler counter pressures

66 | The Brewers Journal | March~April 2017

are automatically balanced and always correctly set to optimum further enhancing filler performance.”

He adds: “A combination of full factory pre delivery testing and Moravek’s well proven technology ensured a quick smooth quick commissioning start-up of the line producing finished saleable product on only the second day of commissioning. The BC15 also features automatic filler prime function, automatic purge run out with minimal beer losses as well as CIP function of the complete filling system.”

There’s no doubting the Enfield team’s passion and the strength of its setup. Participation in a recent Wetherspoon’s London beer festival initiative resulted in their beers being sold in more than one hundred pubs across the capital while a launch at Craft Beer Rising is expected to raise the profile further. The brewery also wants to continue growing its distribution, both geographically, and also formatwise, through keg, cask and bottle.

But despite the major investment in Enfield Brewery, Rahul in particular is aware that there is no right to an overnight success. “We all get involved and all want to make it work. We know it won’t happen immediately. It’s not a case of here today, gone tomorrow. We are in it for the long run and aware of the effort and time that takes.”

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At TNS our goal is simple, to offer the craft brewer HopInspiration. We carefully extract hops cones to preserve the volatile hop oils. These are then solubilised to provide natural, late and dry hop extracts to deliver consistent, intense hop aroma and flavour for innovative brewers.

HopShot Late hop flavours for IPA, ale and lager beer styles HopBurst Intense hop aromas from all your favourite varietal cone hops HopSensation Innovative multi hop blends for complex, balanced beer flavours HopPlus Hop oils mixed with natural extracts for speciality beers No fuss, no mess, 100% hop, …………. be inspired Totally Natural Solutions Ltd | www.totallynaturalsolutions.com info@totallynaturalsolutions.com | +44 (0)1622 872105

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h y gi e n e

Reputation AT Risk For most of its clients, reputation damage is the biggest financial risk that is associated with an occurrence of contamination or spoilage, explains Nick Flynn, director at Aquadron UK.

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eputational risk, often called reputation risk, is a risk of loss resulting from damages to a firm's reputation, in lost revenue; increased operating, capital or regulatory costs; or destruction of shareholder value, consequent to an adverse or potentially criminal event even if the company is not found guilty".

A company’s reputation is probably its most valuable asset. The loss of its reputation is a risk that is hard to put a quantitative number to or to voice in a business case. There is a great paper on this subject - The Impact of Reputation on Market Value – by Simon Cole – this details the reputational risk issues and also how much some companies reputation affects the market capitalisation of the business.

The problem is, that is hard to value your current reputation and therefore account for what a bad reputation would do to the business – there are a few surveys out there that estimate that around 75% of a company’s value is from intangibles whilst other surveys estimate that brand and reputation account for 40% of a company’s value.

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For some types of companies such as food and beverage companies this value may well be more than 75% of the company's market value, especially where large scale product recalls are involved.

Examples of reputational risk can be found by looking at the recent problems that one of the world’s leading mobile telephone companies has encountered along with one of Germany’s leading car manufacturers (we won't name names).

So, whilst we can’t tell you an exact value for reputational risk we would urge clients to consider whether a contamination or spoilage issue at your site could affect: Investors / shareholders investing in the business.

Lenders still lending or withdrawing credit lines and the consequential effect on the cost of capital.

The loss of key employees.

The loss of clients.

Make it harder to win new business/clients.

If you answer yes to any of the above, you should probably ask yourself can you or your business afford to take this risk?

We provide an effective solution to managing the risk of contamination from pathogens, we treat water

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(L) Mainly Legionella and Biofilm magnified at 10,000

(both hot and cold) to control contamination and spoilage by eradicating bacteria, viruses, fungi and biofilm.

Contamination causes

T

here are many reasons why a water system can become contaminated with pathogens such as Legionella or Pseudomonas.

It is likely that the pathogens are already in any water system, but at low concentrations where they will not have any effect on health. Problems arise when the pathogens are able to reach high concentrations and where there is also an exposure route. The reasons that contamination occurs in the pipework can include water temperatures, over-sized pipework (or other installation mistakes), long travel distances, long stagnation phases, short circuits in the cold water/warm water system, dead legs, not enough thermal disinfection, retrograde contamination or simply a growing bio-film colony in the hot and cold water systems.

The age of the system is one of the less important

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factors, though the older the system the higher the chance for dead legs and areas of stagnation. In addition the piping materials have an influence on the speed and extent of bacterial colonisation i.e. iron is a source of nutrients for bacteria and is a good growing medium for biofilm, copper is mildly phytotoxic and plastic makes a good base for biofilm.

Biofilm, Legionella & Pseudomonas

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n the case of biofilm, it forms in places with a high count of different micro-organisms (bacteria, fungi, eukaryotes), which settle and bond to surfaces that are wet (for example pipes and boilers).

These micro-organisms are usually covered by a film of mucous substance, that are produced by the micro-organisms, these are embedded together and fixed at the surfaces (think of the slime feel in some hot tubs or pools). The mucous substances, which can form up to 90 % of the biofilm, contain other diluted and particulated products (for example corrosion by-products, scale etc) which are nutrients for the

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Inset: Pseudomonas Aeruginosa magnified at 33,000

organisms. When touched, the biofilms have the feel of a thin film of slime.

Biofilms are potentially a risk area for infections, because in general bacteria find biofilms an ideal breeding ground. Water treatment can only ever be fully successful if the treatment method used either reduces biofilm or prevents its build up. If you can take away the breeding ground for the microorganisms on a continuous basis then you can increase the overall hygiene of the water. It is worth noting that Legionella does not form a primary biofilm, it colonises areas where a biofilm already exists.

The general insight gained through the German BMBF- joint project “biofilm in drinking water installations� can be summarised as the follows: Drinking water is not sterile and should not be.

In general the water suppliers deliver a very stable drinking water this is largely due to due to the low nutritional content of the water, the water therefore generally passes the microbiologic requirements for drinking water. Nevertheless bacteria often enter into

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a domestic installation.

When the bacteria find nutrition in the domestic installation, then they can occupy the wet surfaces and lead to a build up of biofilm. The extent of a biofilm build up is influenced by various factors.

The biological nutriton content and the water temperatures are the deciding factors.

With an increase in the nutritional content and an increase in water temperature the biofilm build up increases. The intensity of the biofilm is also dependent of the pipe material and their age. Some new polymer pipes can contain biologically usable additives like softener, anti-oxidation materials and release agents, which can serve as a nutritional source.

On new materials you can have biofilm build up in one to two weeks, and after a few more weeks you reach a quasi steady state.

Nick Flynn, is a director at Aquadron UK, which improves hygiene in beverage and bottling lines. It can also reduce energy and water use and save time on clean-in-place (CIP) cycles.

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March~April 2017 | The Brewers Journal 71

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TECHNOLOGY

how to beat mould Graham James OBE, director at the Flexcrete Technologies outlines why it is key to actively combat the growth of bacteria, mould and yeasts in the brewery ecosystem.

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he COMMON AND CONSISTENT pattern of problems is readily apparent. The challenge of maintaining hygienic conditions is brought about by the very nature of brewing processes, often exacerbated by the age of brewery buildings.

Whilst there are many ultra-modern purpose-built facilities around the globe, there are also numerous craft and traditional breweries that have grown organically over many decades, or even centuries. This inevitably results in a multiplicity of maintenance issues demanding careful attention if today’s hygiene standards are to be met.

Taking a step back, when considering mould growth in general, as you might find in a bathroom, for example, the natural assumption is that it is present because of warmth and dampness. Certainly these are contributory factors, but a food source is also required for the colony to be viable. It is not widely appreciated that a normal polymeric paint

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provides a rich source of nutrient for microbes.

Without special additives chemically bound onto the polymer backbone to provide in-built protection for the film, a regular paint provides a nutritious host environment.

In a brewery, the conducive nature of the atmosphere is further enhanced with the free availability of yeast, an essential ingredient in many brewing processes. Most forms of yeast, a single cell fungus, will re-produce asexually through mitosis, the most common form of which is known as ‘budding’.

In essence, this allows the rapid formation of large colonies as the fungi asymmetrically divide for as long as the environment remains hospitable.

In older buildings, facility managers face the added complication of numerous crevices and other areas where mould spores can lodge and begin to propagate. The importance of providing a smooth and uninterrupted substrate is not to be underestimated when considering an upgrade in overall hygiene standards. Specialist manufacturers will provide

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complementary re-profiling compounds to give a complete system approach. When it comes to specialist surface coatings, it is vital to seek out innovations in technology. By utilising the latest available chemistry, formulators can ensure that the coating film itself is inherently protected from attack by moulds and fungi.

This is achieved by surface contact at the molecular level by interfering with the enzymatic reproduction process. In an atmosphere laden with spores constantly circulating, if the right technology is specified, surface contact with coated walls and ceilings is all that is necessary to neutralise spores and prevent them from being able to colonise.

Even a high quality hygiene coating should not be treated as a substitute for regular cleaning to prevent the build-up on nutrient films on the surface. In this respect, it is important that the coating should act as a true membrane to prevent water penetration from washing cycles whilst also allowing substrate moisture to escape to atmosphere without causing rupture. As the ability to maintain the integrity of the film is critical, an elastomeric capacity is another key requirement to bridge minor hairline cracks and accommodate thermal movement.

There are high performance hygiene coatings available which are designed for use in the most demanding service conditions. One example is Biodex HB, a highly elastomeric, high build, waterborne hygiene coating which is inherently tough but remains permanently flexible. Biodex HB is ideal for use in breweries as it can withstand sustained exposure to extremely cold conditions without cracking or embrittling, whilst also being able to withstand high humidity and hot temperatures from steam cleaning.

One recent project we carried out was at the Budweiser Budvar Brewery. A hygienic coating was required for application to the internal walls and ceilings in three areas of the brewery, comprising both new construction and refurbishment. The coating needed to be able to withstand extreme conditions such as high humidity and permanent washing down, as well as being able to combat mould growth from the presence of migrant yeasts and sugar particles present in the atmosphere during the brewing process.

It was also important that the chosen coating was water-based to ensure that no hazardous solvents or heavy odour were released during the application.

Biodex Wash, a powerful hygienic surface treatment, was first used to kill active micro-organisms before Bond-Prime was applied in areas where it was

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necessary to seal the surface.

Biodex HB, a waterborne, anti-microbial coating, was subsequently applied to the internal walls and ceilings due to its ability to actively combat the growth of bacteria, mould and yeasts. Formulated using state-of-the-art silver ion technology combined with the latest generation biocide technology, it incorporates active in-film anti-microbial protection, allowing for the ultra-slow controlled release of active ingredients into the coating film throughout its long life span.

Its waterborne nature was a important consideration for this application, as the coating is low odour, non-tainting and non-hazardous with ultra low volatile organic content (VOC), so there was no threat of contamination from solvents or strong odour.

Rapidly and easily applied by brush, roller or airless spray, Biodex HB was able to flow around pipework and other protrusions, providing a seamless finish with no joints or irregularities in which bacteria could otherwise thrive.

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H O P S

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new hop flavours from new processing The new advances in processing technology allow volatile hop components, often lost in brewing, to be retained and so offer a wide spectrum of interesting natural hop products for innovative brewers to use. Given hop shortages and ever increasing demand for hops awareness of hop products offers brewers a vital tool in their armoury. explains Colin Wilson, managing director at Totally Natural Solutions.

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hen Totally Natural Solutions was founded three years ago, the aim of creating high quality hop aroma products for craft brewers was a novel concept. The hop industry was at that point dominated by four main players, all active for many years, leaving hop products the domain of the industrial brewers, not adding anything of value to craft beer.

The initial perception of many craft brewers, some of whom experienced an emotional response to using hop products, was that use might compromise the ethos of craft, or de-skill the role of the brewer, or taste artificial.

This was almost the polar opposite of our thinking at TNS - in our minds craft beer required the benefits of hop products to be innovative, consistent and cost effective. Just one issue stood in our path to create top quality hop extracts that delivered maximum impact. We needed to develop the thinking for extraction methods to deliver Hop Inspiration for Craft Brewing!

Like any new business our message took a while to take hold. Brewers, many of whom had no perspective of how and why to use hop products, operated in a world where hops were readily available and affordable. So the hard work began in earnest, spreading the knowledge and sampling the HopInspiration range of products to brewers, with attendances far and wide at brewing events such as Brau, Craft Brewers Conference, IBD, EBC, Trends in Brewing and many others.

Through our distribution partners: leading UK based hop merchant Charles Faram, Caldic in the Baltics, Hopco in Australia, Prodooze in Brazil, Ricardo Molina Group in Iberia: we were in a position to test the HopInspiration range of products far and wide, uncovering further the complex nature of hop aroma, and the global variation in hopping regimes.

The “Craft” industry is hard to define but we have

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observed trends such as: innovative hop breeding programs for flavour (rather than bittering), the consumer acceptance of hybrid beer styles, a wider use of a range of botanical extracts the demand on brewers to offer many beer styles in their craft portfolio.

Whilst TNS products across the HopInspiration Range address these needs for the craft brewer, some brewers remain sceptical about using hop extracts.

However, regardless of solid business plans, regardless of our best efforts to spread the gospel of hop, there are times in any business when things just fortuitously come together. Our watershed moment arrived with no prompt when Sierra Nevada, that beacon of craft, launched a new beer called Hop Hunter. The label proudly proclaimed the beer was made using hop oils and the office phone began to ring…

evaluate hop products

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ast forward several months and the cyclical hop market is experiencing another shortage, just like it did in 2007, and 2003 before that. With only a few large merchants dominating the industry the games of supply and demand are played out and craft brewers with no contracts are put to the end of a long line. All their hard work in developing exciting new beers with proprietary owned hop brands comes back to hauntthere are none available.

And so the interest in hop products grows in all sectors of the brewing industry, but especially in craft brewing where aroma hop use is at highest levels.

Most new brewers haven’t had the need previously to contract for hops, purchasing on the spot market and as such developed flavoursome beers using all the high profile, in demand varieties, such as simcoe, galaxy, citra and amarillo.

But with demand sending hop prices soaring, many brewers have now to reassess how they hop their

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beers. Factors such as availability, security of supply and hop utilisation are all suddenly very important from an economic standpoint whilst a solid quality perspective needs to be retained.

The constant desire by brewers and consumers to drink flavoursome innovative craft beer is certainly here to stay and means education in using hop products is becoming widely accepted as a further tool for many craft brewers to consider. Used correctly, and in an informed manner, great quality, flavoursome beers can be made using hop products. Hop products can be used to replace, to add balance and top up aroma or flavour and also to improve consistency.

They are also affordable and available, and with the hop shortages likely to continue for a few years yet knowledge is power.

hop flavour and aroma

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ops, though only added in relatively small doses during brewing, have a very large impact on the sensory aspects of the beer flavour. Simplistically the hop Îą-acids impart their bitterness and the essential oil of the hops delivers aroma.

Whilst the chemistry of hop bitterness is wellknown and so the desired bitterness intensity can be specified in an accurate way, hop aroma is far more complex. The complex chemical composition of hop oil and insufficient knowledge of the behaviour of

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these hop oil components during the brewing process, means the hoppy aroma of beer is still ill-defined.

The aroma of hops, tested by brewers on the rub of cones, is clearly different from the resulting hoppy aroma in the final beer and moreover, the hoppy aroma can be attributed to the complex synergistic interactions between the various aroma active components in the beer flavour matrix. Brewing is part science but continues to be part art!

This is all very important when developing a hop product, to balance the science whilst still offering the brewer a product they can create points of difference with. The use of hop products, with flavour contribution from different malt and yeast gives a near infinite spectrum of beer flavour and aroma. So we can conclude hop products have a part to play in modern brewing across all sectors of the industry and it is of interest to note that currently 50% of all hops grown end up as some type of hop product (usually bittering extract).

hop products

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op Products are essentially standardised liquid extracts of hops, added at various points in the brewhouse to improve utilisation and consistency. Hop products come in many forms with effectively 3 broad ranges available across the various suppliers.

All are designed with the same aim: namely to

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H O P S Beer Style Lager

Functionality Add hop flavour. In IPL beer styles aroma can be added using HopBurst.

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Dosage

Most suited to the HopShot Lager- HopShot Citrus, 20grams/HL. and some light stable Or 10grams/HL HopShot Herbal and bittering from HopAlpha 10grams/HL HopShot spicy.

Hoppy Lager (IPL)- try 10ml/HL of HopShot IPA, 5-10ml/HL HopBurst Floret.

Pilsner

All late hop flavour. Add noble HopShot and HopBurst hop aroma

HopBurst Saaz Type, HopBurst Howitzer, 5-10ml/HL

Wheat Beer

Add classic orange and coriander notes, Other variants such as lemon and ginger, or chilli could be considered.

HopPlus

HopPlus Witbier 20gram/HL.

Pale Ale

Hop Flavour

HopShot Spicy, Herbal

10gram/HL each of the 2 HopShots

IPA

Hop Aroma intensity. Bitterness.

HopBurst Uncle Sam, HopShot IPA.

25grams/HL HopBurst, 15grams/HL HopShot IPA

HopAlpha Rho or Iso Stout/Porter

Mouthfeel, hop aroma

HopPlus, HopShot

HopSensation Midnight Blush at 15gram/HL

Speciality

Natural fruit flavours and blends of botanical extracts with hop.

Natural Sensations, HopPlus

Dose into seasonal at 10-20gram/HL Xmas Ale, Pumpkin Spice, Gooseberry Sensation, Elderflower Sensation.

HopPlus SourKraut for cherry flavoured sours at 10-15gram/HL.

independently add reliable hop aroma, flavour and bitterness to beer. They all improve the utilisation of the hop components and so have an economic benefit also.

This increased hop utilisation has many advantages, even without the shortage currently in play in 2015a shortage that looks set to continue through crop 16 and maybe 17. Improved utilisation improves a breweries working capital in hop inventory. It can increase plant throughput and increased capacity in the maturation.

So doesn’t it make sense to evaluate what hop products are out there and how best to use them in your beer?

As such we demonstrate how to use hop products effectively and flexibly to develop new flavoursome beer across a range of beer styles.

product types

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he Hop Cone contains the hop essential oil that imparts aroma and flavour to beer. Use of hops in brewing, traditionally in late and dry hopping, can be simply thought of as an extraction of these hop oils. A hop product, made only from hop cones, could be considered a further tool in the brewers kit, for strategic use in times of shortage, or to reduce production costs, or to add aroma to a beer where it might otherwise be lost in the brewing process.

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Bittering extracts - these are extracts of the alpha acids of hops. They are added either to the kettle and boiled, or added post fermentation. Those added post fermentation already have the alpha acids isomerised and so can be easily added to give a standardised IBU. Problems with light struck flavour can also be avoided by using some of these extracts, as the iso-alpha acid has been further modified.

Aroma Extracts – these are the “dry hop” extracts, containing volatile hydrocarbons such as myrcene, caryophyllene, humulene from the hop oils. Noticeably they contain no hop polyphenols so have no haze forming capability. These hop aromas are best added post fermentation, where they are retained in the beer and can be added at concentrations to develop aroma consistency and intensity, without overpowering.

Significant advantages in replacing or reducing dry hopping include the removal of beer adsorption losses, the reduction in steep times and the predictability of the resulting aroma from an addition of hop product.

However, if overdosed to the beer an unpleasant metallic character can be detected, as the drinker experiences sensory overload of hops.

Flavour Extracts – these hop products, akin to “late” hopping, contain higher levels of the oxygenated components of hop oil and provide some hop aroma, but mostly a pleasant varietal hop flavour. They can also be a hop character such as citrus, floral or spicy, which alters that specific flavour independently within the beer, offering much tuneability. A further advantage is often increased

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mouthfeel and body perception. Perceived bitterness can also alter, whereby a “stronger� IBU may be detected by the drinker, allowing the brewer to reduce the alpha acids addition if desired.

Specialities – these range from specialist fractions of hop oil (high geraniol rose, tropical fruit esters, grapefruit/citrus) to blends of natural extracts with hop (such as elderflower, lime, blueberry, chocolate, coffee). They contain no fermentable sugars and so can be added post fermentation to the beer to impart the desired flavour. Coffee Stout, vanilla porter, Cherry sour, the list of possibilities is long indeed.

How to use Hop Products Addition of a hop product is best made post fermentation to a holding vessel into which the beer is then transferred, resulting in adequate mixing.

Addition can also be made direct to cask or firkin also.

Addition can be as simple as direct charge via a manway, or through a dosing pump.

Generally speaking post fermentation dosing to beer at 10-20grams per hectolitre equivalent is a solid start point. Depending on beer style this dosage can be altered, with lighter beers requiring often less and IPA taking up to 60grams/HL equivalent before losing the subtle hop flavours and aromas.

hops in different beer styles

A

single wort stream can be differentiated in many ways.

For Homebrewers, HopInspiration takes the form of a 50ml foil pouch. Homebrew Solutions are widely available and offer a huge point of differentiation for the homebrewer. Using a simple bucket arrangement the HopShot or HopBurst can be directly added to the brew vessels and gently stirrer to mix. The addition to the fermenting wort can result in some interesting fruity esters being developed by yeast bio-transformations, but addition post fermentation will give a rich hoppy aroma in the end beer. A single base beer can be changed in individual bottles by addition of the desired hop product direct to bottle prior to crown capping.

In brewing craft beer anywhere from 1hectolitre to several hundred hectolitres a post-fermentation addition of HopShot and HopBurst can take beers into a new dawn of flavour and aroma consistency and intensity. Initial work needs to focus on balance in the beer and hence optimising dosage rate within the complex beer flavour matrix. Initial steps usually involve a bench top dosing of a breweries base beer.

Results can be obtained in an afternoon with fine tuning then required depending on process steps such as pasteurisation or filtration (or their absence).

A popular introductory step for newcomers is to dose hop product direct into a barrel for a beer festival- for example taking the brewery standard Pale Ale or Lager and altering the flavour and aroma profile.

Some ideas to get started are included in the table.

80 | The Brewers Journal | March~April 2017

For regional brewers and industrials the addition and use of hop products usually employs specialist equipment to control dosing rates across the beer volume. Additions in line offer god mixing and dose rates can be administered accurately. Sensory evaluation and analytical data can then be collated for the final beer.

brewing results

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reating a balanced beer is an aspirational goal, often hard to achieve. When balanced a beer has a drinkability that means consumers drink more, sales increase, and a brewery becomes successful. Hop products can have a role to play in all sectors of brewing, from homebrew to craft to the multinational brands, to achieve brand consistency and balance. They key measure of success is simply is the beer one a consumer wants to buy a second pint off.

The new advances in processing technology allow volatile hop components, often lost in brewing, to be retained and so offer a wide spectrum of interesting natural hop products for innovative brewers to use.

Given hop shortages and ever increasing demand for hops awareness of hop products offers brewers a vital tool in their armoury.

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82 | The Brewers Journal | March~April 2017

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