Consigned to history, is it too late?

Every day, a public house closes. 6 a week according to the British Beer and Pubs Association (BBPA). In towns and cities this might not seem too much of a deal, it’s not too far to the next one. In some places, there might be new premises opening, especially with the rise of the Micro pub and the Taproom.

However, the reality is that the rural pub scene has been devastated, and is on the verge of complete destruction.

Ripping the heart out of the community

If you don’t live in the countryside, it is hard to understand the devastation that losing the only pub might mean.

I do find it amazing how many pubs have closed in the last 40 years. Some of them were the most amazing, quirky, tiny and outrageous little ale houses that were dotted about all over the place. They were magnificent. When one of these closed, there was still one in the next village in either direction. Now, when a village pub closes, that might be the last one in the area.

In 1985 there were 63,500 pubs in the UK

In 2025 there are 28, 400 pubs in the UK

At over 35000 pubs closed, we have lost more pubs than still exist.

These figures are even more stark and depressing than in the article by Adrian Chiles last year.

Loss of character

In the past many of the pubs lost were probably smaller. Some – especially in towns, city suburbs and perhaps larger villages – were possibly a bit ropey. Unwelcoming to outsiders, a haunt for a dozen locals who growled at invaders of their space. However, a great many were also brilliant for what they were. A small room, a cask of ale and some bottles – toilet across the yard out the back.

To survive, many of these places were rebuilt. Restaurants and conservatories were added, and the garden converted to tarmac. Where vegetables once grew, the crop is now the motor car. They survived by bringing people in, and destination food saved the day.

The locals were confined to a dark corner where they won’t bother the paying customers.

But now, even these places are closing, the lure of conversion to housing too profitable to ignore.The cars in the garden that replaced the vegetables replaced by Executive developments of Mews houses.

Loss of choice

In large villages and small towns this is acutely felt.

20 years ago, any village or town of 1,000 – 4,000 people might have had between 3 to 8 pubs. Many are now down to one or two, possibly none. Those remaining are often struggling.

30 years ago, these local “service centres” had an element of choice. At weekends there might have been a choice: of seeing a band, a special food night, bingo or just people to see. If the drink was iffy in one pub / didn’t like the football or music, go to another pub. Return later or another day, it was easy. There was a critical mass making even smaller settlements destinations. I can think easily of three such places where there was 8 pubs, and they are down to 3 or 4, and one village where there was 6, and now just one.

Collateral Damage

Pubs are focal points. When a pub closes forever, there are other things lost. The Pool team, the darts team, skittles team, and the meeting place for the Thursday lunchtime pensioners. It might be a place to go whilst waiting for the weekly bus to the nearest town, or a meeting place for the local historical society. A place where informative posters for local events are placed and seen. Gone.

There is one less place for live music. To jam, perform, meet fellow musicians and share ideas – so where do the upcoming rock stars of the future go an play? It’s gone.

There’s the loss of local jobs. Part-time work behind the bar, in the kitchen, and cleaning. Gone.

The local suppliers: bread, eggs, small brewers, market gardeners, plumbers, etc. Another customer has gone.

The one place some of the elderly residents could go to for an hour or two a few evenings a week. To say hello to someone, perhaps for the first time since they were last in there. To get warm by the fire. Gone

All gone forever.

The pub: an evil den of iniquity, a vendor of poison?

There is no question that drinking is a fundamental part of the public house and it’s tradition. However, this is not the sole purpose nor necessarily the history.

Historical literature bears witness to the Public house being a varied thing: from Charles Dickens to Thomas Hardy, Robert Louis Stevenson and Philip Pullman. At one end, grand coaching Inns where trains of horses were changed, passengers dashed to the loo, grabbed some Victuals, or had an overnight stay. The opposite end was the small cider house, ale house or parlour pub. Some only open a few hours a day to quench the thirst of farm labourers or factory workers with Small Beer (safer than water at the time), or where the people of the hamlet or village might gather and chat.

All the works of literature focused on the interactions between people: drinking a side show, the quenching of thirst, or the marking of an occasion.

World War I – The end of tradition

World War I brought major changes to the licensed trade, and in many ways might be a key factor in the decline in recent years. This is an extensive topic to cover, and I will not attempt that. There are a number of good books on the subject, including The Politics of Alcohol: A History of the Drink Question in England by James Nicholls (2009) or The Politics of Drink in England, from Gladstone to Lloyd George by David M. Fahey In the context of this piece its relates to the changes made in licenced hours, which only changed with the Licensing Act 1988 and the increase in taxation on alcoholic drinks.

These changes broke the relationship between the public house as somewhere to go when thirsty, and focused entirely on a limited time when business could be done.

Ironically, the Licensing Act 1988, which was lauded as the saviour of pubs, ushering in a new age of continental culture, might have actually been another nail in the coffin in the long term. All meaty subjects, but not for today.

Loneliness the killer

It has been recognised in a WHO report that Loneliness is a silent killer, with articles in publications as diverse as The Guardian, The Sun and Daily Mail newspapers.

Ironic perhaps, that in our quest for longer life, no drinking, no smoking, eating healthy food, off to bed at a sensible time, etc. that we have lost the connection to other people, and that might be equally as deadly. Not only that, but there is the loss of quality in our lives, the only connection now being through the TV or social media. We are living in an imaginary world. Hey, perhaps even I’m part of the problem – you’re reading this and not actually talking to someone! And here is perhaps an ugly truth I will expand on presently, maybe we are as much to blame as anything else.

---

What is the solution? Can anything be done?

Well, it’s all the fault of the supermarkets.

Simple.

We hear this a lot, and whilst there may be some truth in it, is that the whole story?

The three key elements: Government, Licensees, and the Public

Yes, you too.

The Government

The government has perhaps the greatest influence. The problem has been traditionally, governments don’t like pubs. Sure, they are great when you are in opposition, but when you are in government, they are problematic. 40 years ago, when there were 60,000+ establishments, a very attractive source of taxation.

People talk

People start talking when they get together and start having ideas. These are rarely favourable to a government of any political flavour. Any administration tends to fear people having ideas. Governments don’t like people getting together; it rarely works out well for them.

Pubs are also still regarded as being the root of all evil, anti-social behaviour and all manner of other social issues. The problem is, people still drink. They just do it alone, at home with no one to talk to and no one to care for their welfare or question their behaviour. Education, engagement, and including people in society are solutions – they just require a little more effort and a focal point, like a pub.

Taxation

The health argument is a great tool for levying large quantities of taxation. Somehow, the price of the drink has to be rebalanced. It will always be more expensive in a pub – you are supplying a service and a venue beyond the product, and this service needs to be paid for. But it seems a bit odd that for the price of a pint in a pub, you can get 4 litres of the same item in a supermarket.

Running Costs

There are so many costs – here’s a brief summary.

1. Premises Costs – Rent or Mortgage, Business Rates.
   Insurance – Public liability, employer’s liability, building, contents, and stock cover.
   Repairs and Maintenance – Ongoing costs for upkeep of buildings, fixtures, plumbing, electrics, etc.
2. Staffing Costs.
   Wages and Salaries, Pensions and National Insurance, Training – Licensing compliance, food hygiene, customer service.
3. Stock and Supplies.
   Drinks – Beer, wine, spirits, soft drinks; often under a supply contract with a brewery or pubco.
   Food – Ingredients and menu items for kitchen service.
   Consumables – Cleaning products, glassware, straws, napkins, menus, etc.
4. Utilities.
   Electricity and Gas, Water and Waste, Wi-Fi and Phone – Broadband and landline services.
5. Licensing and Compliance.
   Premises Licence, Music Licence – PRS and PPL fees, Health and Safety Compliance.
6. Marketing and Events.
   Advertising, Website and Social Media, Entertainment – Live music, quizzes, or sport subscriptions (e.g. Sky Sports).
7. Equipment and Technology.
   EPOS System – Till systems and card readers.
   Kitchen Equipment – Ovens, fryers, refrigerators, etc.
   Furniture and Décor – Tables, chairs, lighting, seasonal decorations.
8. Brewery or Pub Company Tie.
   If the pub is tied, costs may include: Above-market prices for stock, Maintenance obligations borne by the tenant, and Service charges from the pub company.

Examples of how the government could help.

• Grants to modernise and repair the buildings, install up-to-date cellars and kitchens.
• Reduction in business rates.
• Grants to make the building more energy efficient, as some are quite ancient.
• Legislation to limit the power of the Pub companies over tenants.
• Assistance with NI contributions for free houses.
• Nationally sponsored training schemes to up-skill the workforce and encourage working in hospitality as a career.
• And for tied houses, independantly set rent, and service charges, and a free market prices for supplies.

Planning

Simplify the planning process in favour of pub diversification, underwrite the costs so that small pubs can add restaurants, shops and other services speedily, with minimum effort and little cost. If a struggling rural pub can also a village shop, there is diversification of income and a massive social gain.

Barriers to exit

It is widely known that some pub companies and breweries purposefully run down businesses to make them unviable. This is because there is more money to be made converting the property and land into residential properties.

Rebalance this by immediately adding a 50% uplift charge on any licensed premise that is to be converted into something other than related to hospitality. The uplift change being handled by CIL and paid to the local community (Parish or Town council) for the loss of amenity.

Licensees / Publicans

Running a pub is hard work.

Long hours, responsibilities, hassles and an endless stream of bills and demands. It is physically and mentally challenging. You may also have a lot of money invested in the enterprise. I know, I have worked in the trade and know long hours, idiotic demands and how hard it is mentally and physically. Unless you’re a manager, forget about having a holiday too.

That’s the acknowledgement over, now let’s get into it.

Some people should not be running a pub. You are there to run a business. Sell stuff, make a profit. To do this, you have to have a good product, good customer service and an establishment in good order.

The three B’s – Beer, Bar Staff and Bog Roll

Beer.

For goodness’ sake, have a decent product. Clean the bloody pipes, check that the Ale isn’t off, and rotate the bar stock. (Please, let’s have grants to modernise cellars). Don’t have too broad a range, sell it quickly, keep it fresh. Have some decent house wine, not window cleaner. Have a special offer to shift something before it goes off.

Listen to people, you soon know the moaners from the helpful. Not everyone has the same tastes, you cannot please everyone, but a good product will sell. Give someone a bad pint and argue with them, and they are gone forever. Replace the pint without fuss or excuse, and maybe an apology, and you will have a loyal customer who will do your advertising.

Bar Staff

This includes you, disinterested publican. Have personable, knowledgeable bar staff. Train them, treat them well. (Come on, government, let’s have some funding for this). If you serve food, give the staff a free lunch, they will then sell it for you knowing all about it. All top restaurants do this. Free food also breeds staff loyalty. The staff might not drink beer, but they can sample and learn the difference. They will know when it’s good or bad, the same with wine.

Give them training on how to deal with difficult customers. What to do in an emergency, who to contact in an emergency.

Let them feel valued and supported – you will reap the benefits.

Bog Roll

I really don’t believe that this needs to be pointed out. Keep things like the toilets in good order. Seat, Door, latch, bog roll. Somewhere to hang a coat, put your drink (so it doesn’t get spikes / nicked / cleared away) whist attending to natures call.

Clean the floor. Not just the kitchen and the bar, but all the floors – and into the corners. Clean the tables, including the undersides around the edges – If you use the anti bac stuff that leaves the surface like a fly paper, wipe with a clean wet cloth after, and wipe dry. Polish the damned things once in a while.

Fixing minor issues promptly saves time and effort in the long run. Do it. Things fall apart or get broken – it’s sad, but true.

Look after, but manage your locals

The regulars are the bread and butter. They look after you in the lean months. Give a sense of community and make the pub feel used to the visitor. Many will look out for you: someone comes in the moment you have gone to get something, they will tell them you are in the cellar, or getting ice from the machine, food from the kitchen, and not being ignored.

However, your visitors are the profit, the difference between boom and bust. A row of backsides greeting a visitor with no obvious place to go to be served is an instant put-off. Sure, have a section where locals can prop the bar, but also have another section with no obstructions – a nice open space with “Welcome” looming large.

Consistency

If you state you are open until 10, then be open until 10. No closing at 8.30 because it’s quiet. All you will do is ensure that people think you are closed.

Same with food. If you say you serve food on Friday lunchtimes, then serve food on Friday lunchtimes. So it’s quiet, and you don’t want to fire up the large fryers for some chips – that’s fine. Get a domestic fryer for these situations. Heats up quickly, uses less electricity. Don’t want to carry a lot of food that might go off – absolutely, just have a smaller menu and be inventive. A few things done well are better than a lot of things done badly.

Get with current trends

Covid changed many things. One thing that seemed to change is that people go out earlier. They go home earlier. Deal with it.

Don’t open at 6 on a Friday, half your customers have passed by and gone home or somewhere else.

Doing live music? Don’t start at 10. It annoys the band, and all your customers have been front-loading at home. Get the band to start at 7.30, have a break, and finish them at 10. Many will be in a good mood and stay on for more. Sell them some chips / Burger / pizza, maybe a takeaway food option. Don’t let the money walk out.

Be the Focus, Entice People In

It is no longer viable just to open, and they will come. Once a good name is established, this is true, but that takes 2-3 years of being consistent and good.

However, this does not mean a whole load of expense. Encourage community groups to meet, especially on the quieter nights. Have a games night, offer some free food – a bowl of chips on a table doesn’t cost much, but will attract people and keep them there for longer. Have a dry cracker eating competition, dominoes knockout with a small prize for the winner. Got a new menu item, ask your regulars if they want to try it – get their feedback – they will feel valued.

You. The customer.

Go out. Go on, get out of the house.

Organise something at your local, a book club, poker evening, or the dry cracker eating competition. Ask the pub if you bring a group of people in, is there any chance of some “Team food” (Bowls of chips for free, or at cost price).

Leave Netflix for later and stop scrolling socials for a bit. Set up a WhatsApp group and get people out.

Help them, Help the Community

Do not assume that the publican has the time and money to do everything. Also, Publicans, stop being churlish to people offering help.

Some pubs have community gardens, where the grounds are cared for by locals. There are very few pubs that wouldn’t benefit from a good sweep up around the outside. Helping put some gravel in the car park, asking local builders for leftover gravel from building jobs, etc. Help put out advertising for events – host an event, water the plants.

The three B’s – Beer, Bar staff and Bog Roll – yes, you the customer

As a customer, especially in your local, you can help with the three B’s.

Tell them when the loo roll has run out – if it’s busy, and you care for the pub, offer to replace it if you can. Tell them if something is broken or doesn’t work.

Help the bar staff if they look a bit lost. We all have to learn, and we all have different ways of doing things.

Lastly, they might not like it, but tell them when their beer is horrible. You will come back, but a visitor will spread bad words.

Lobby. Write, Email, Petition and Protest

Get involved. Tell your MP that the government need to take urgent action to save what’s left of our communities. Let your local councils, Parish or Town, District or County, know your feelings – let them know you do not want the pub to close, that they should do all they can to keep it open and make it viable.

Conclusion

I admit there are a lot of generalisations in my essay – a lot of easy answers to impossible questions. Of course, it’s a lot more complicated than what I have outlined, but we have to start somewhere. I imagine that the online comments will be heated. Some publicans think that they are gods gift and no one should question their mighty status, but most are just normal people trying to run a business.

---

I believe we all have a part to play, but it is the Government that has to take the lead.

The government should have taken action 10 to 20 years ago. In another 5 years, it will be too late, the country and small town pub will be a memory, gone forever. They will be images on a painting in the large pub chains in cities.

I hope they survive, as if they don’t, we lose forever the heart of rural communities, the heritage and history. Villages will just be a collection of houses people live in and nothing more.

---

Footnote.

Would you like to write a blog? Maybe you disagree completely with everything above? Perhaps you have a different subject you would like to write about. It does not need to be as long as this essay.

If you do, then Contact Me, always interested in hearing what people have to say.