Cash & Carry Management May 26

Holdsworth Foods’ managing director Rupert Holdsworth talks to Cash & Carry Management about the family-owned wholesaler’s growth and priorities.

David Cooke, who was appointed chief operating officer of Unitas in September 2025.

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Flat 20p deposit

A flat 20p deposit will be payable on all single-use drinks containers affected by the deposit return scheme in England, Scotland and Northern Ireland when it launches in October 2027, reports Exchange for Change.

The charge, which will be applied to PET plastic, steel and aluminium containers between 150ml and threelitres at the point of purchase, will be fully refundable when the containers are returned.

£1m a month

Hospitality operators are collectively saving more than £1 million every month through JJ Foodservice’s ‘Mix More Save More’ scheme – now expanded to over 1,000 products, five times the number available at launch.

One in four of JJ’s restaurant and catering customers is now using the scheme, which gives instant price reductions when they order 20 or more products from the qualifying range in a single transaction.

JJ has also launched a fish & chips campaign, which includes a new brochure, £30 off for new customers, and educational social media.

Pricecheck hits £200m target

Pricecheck Brand Partners has smashed its ‘Vision 200’ goal, recording an annual turnover of £200 million and marking the completion of a five-year business plan to double the organisation’s size.

The financial year ending April 2026 saw Pricecheck grow by 11% from its £179 million turnover in the previous year. This also marked the company’s 12th consecutive year of growth.

In the past year, the international distributor acquired brands Harmony, Amplex, and Rapport, whilst extending its brand distribution portfolio, welcoming JDE Peet’s leading brands.

This was supported by a significant expansion of the

company’s operational footprint, which now totals over 400,000 sq ft, as well as an increase in staff to over 370.

The achievement of Vision 200 follows Pricecheck’s transition from a traditional specialist wholesaler to a brand distribution partner, which now accounts for

approximately 45% of the total business, up from less than 10% just five years ago.

Building on this momentum, Pricecheck has launched its ‘Future 400’ business plan, which sets a clear target to double the business again, reaching £400 million in revenue.

Dhamecha to open in Bristol

Dhamecha Group has announced plans to open a depot in Bristol later this year.

The new depot will be the wholesaler’s 14th branch and will extend its geographic reach across the south-west region.

Dhamecha, the largest member of Unitas, began trading in 1976 with a single depot in London. It expanded across the capital before moving into the Midlands from 2015 onwards. Most recently, it opened a Liverpool depot in 2024.

Pradip Dhamecha, CEO of Dhamecha Group, said: “We are incredibly proud to be opening our 14th depot, especially as 2026 marks 50 years since we opened our very first depot in London.

“This milestone reflects not only the hard work of our team but also the strength of our partnerships

with suppliers and, most importantly, the continued loyalty of our customers.

“Bristol is a key location for our continued growth, and we are excited about the opportunities this new depot will create. It will reinforce our nationwide footprint while providing a strong platform to collaborate with suppliers on growth initiatives,

drive innovation in range and pricing, and deliver even greater value to the independent retailers we are proud to serve.”

Unitas CEO John Kinney said: “Dhamecha has earned its position as a leading force in UK wholesale. Its continued expansion is a powerful signal of confidence in the sector.”

Small rises in sales and profits

In its preliminary results for 2025/6, Booker saw like-forlike sales increase by 0.2% to £9.04 billion. Adjusted operating profit increased by 0.7% to £292 million, with adjusted operating margin at 3.2%.

Booker’s owner Tesco reported that a record ‘Save to Invest’ contribution more than offset operating cost inflation.

Save to Invest aims to drive efficiency and reduce costs within the business, with the savings reinvested to offer lower prices for customers and higher pay for employees.

“Booker like-for-like sales grew 0.2%, with robust growth in core retail and catering offset by the continuing decline in the tobacco

market,” reported Tesco. Tobacco sales were down by 9.5% to £1.53 billion.

Best Food Logistics delivered like-for-like growth of 0.6% [to £1.45 billion] “despite continued weakness in parts of the fast-food market”.

The company added: “Core retail grew by 2.2% [to £3.3 billion], including the impact from the ending of a lower-margin national account in August 2025.

“We continue to see strong growth in our core symbol brands with a further

New food service director named

Bestway Wholesale has appointed Charles Abraham as food service director, strengthening its senior leadership team as the business accelerates its growth in the catering, foodservice and ontrade markets.

Abraham (right) was most recently project/transformation lead at Gate Gourmet. Before that he was director of food services at Sodexo.

Bestway Wholesale saw sales decline from £1.63 billion to £1.56 billion in the year ended 30 June 2025.

Gross profit was down from £119 million to £102.2 million, while operating profit dropped from £51.5 million to £48.9 million.

In its annual report, the company said: “The reduction in headline sales is primarily driven by double-digit decline for tobacco lines.

However, the impact on company profits is limited, as tobacco is a relatively lowmargin product category.

“Non-tobacco sales performance has shown singledigit growth during the year driven by inflation and a small gain in market share in key categories.”

As regards the profit drop, Bestway said: “The fall reflects the underlying competitiveness of the market

where all the players are sacrificing margin to retain market share. The directors are confident that the company is following the right pricing policy to remain attractive in the market.”

Operating costs for the year rose from £76.8 million to £85.3 million.

“Inflationary pressures from circa 10% increase in national minimum wage and new national insurance contribution changes have played a key role in changing the operating cost structure, which have been partly offset by headcount, operating and logistical efficiencies,” said the company.

“Energy and fuel costs have been broadly stable year on year due to the continuing benefit of long-term service contracts and efficiency improvements.”

369 net new retailer partners across the year, and we saw further improvements in customer satisfaction scores across our retail customer base.”

In addition, more than 300 retailers are now using Scoot, Booker’s rapid delivery service.

In relation to sales to caterers, Tesco said: “Core catering performed well with like-for-like sales growth of 3.8% [to £2.75 billion], supported by a strong contribution from Venus, our specialist wine and spirit merchant, and good weather over the summer.

“Customer satisfaction scores also improved in catering, and we continued to deliver great value and availability.”

Woods role

Woods Foodservice has appointed Andy Walsh as commercial director, strategy & projects.

Formerly operations & project manager at Booker for nearly three years, Walsh (below) was also sales & marketing manager at Booker for more than 13 years.

Walsh started his career as a chef. After that he spent over eight years at Makro as catering customer manager and three years at Morrisons as category manager.

Sterling celebrates 60th anniversary

Sterling Supergroup celebrated its 60th anniversary with a special event at the Tower of London.

About 120 guests attended the celebration. Long-standing member businesses were represented alongside newer members, with several families attending across multiple generations.

The evening began with a private tour of the Tower of London, including a viewing of the Crown Jewels, followed by a drinks reception in the White Tower.

Chairman Nigel Chadd and chief commercial officer Daniel Larkin addressed guests, and there was also a message from former chief

16th year

JW Filshill has been ranked number one among UK wholesalers and convenience symbol groups for the 16th year in succession in independent surveys by The Advantage Group.

The 2026 Wholesaler (Route to Market) and Wholesaler Fascia surveys asked suppliers UK-wide to rate a defined set of wholesalers and symbol groups across several business areas.

These ranged from category and business development and ease of doing business to supply chain management and execution of promotional and marketing plans. Suppliers were also asked to mark Filshill and KeyStore on their approach to sustainability, partnership, vision and reputation.

Chris Miller, chief commercial officer, said: “Working towards achieving mutual growth and profitability is very important to Filshill.”

executive Anne Tomlinson, who was unable to attend, reflecting on Sterling’s proud history and co-operative values.

Guests enjoyed a dinner in the New Armouries, and the evening concluded with a talk from a Yeoman Warder,

offering an insight into living and working within one of the UK’s most historic settings.

Daniel Larkin, chief commercial officer at Sterling Supergroup, said: “Sterling’s 60th anniversary marks an important point in our journey,

but our attention is firmly on the future. Coming together at the Tower of London to mark this occasion reflects both how far we have come and the direction we are heading.

“We are focused on building a resilient, commercially strong group that delivers meaningful value through partnership, ensuring Sterling remains the buying group of choice for years to come.”

The Tower of London celebration forms a key moment in Sterling’s anniversary year, which will conclude with the group’s 60th annual conference, taking place on 16–17 September in Hampshire.

Series of senior appointments

Co-op Wholesale has made three senior appointments.

Chez Montasser has been recruited as head of trading.

She joins the company after nearly 20 years at Booker. She started as a category assistant in 2006 and progressed to category manager, working in a variety of areas including confectionery, crisps, snacks & nuts, and soft drinks.

Her most recent role at Booker was head of forecourt proposition.

Before joining Booker, Montasser was a category

assistant at Boots.

Meanwhile, Lisa-Jayne Hanson has been recruited as head of trading operations.

She joins the business from Bestway where she spent over four years as category controller of own-brand and crisps, snacks & nuts.

Before that, Hanson was national account controller at PepsiCo and she also previously worked at Symington’s and Britvic.

Earlier in her career, she spent nearly 10 years at Nisa-Today’s in member

recruitment and business development roles.

Co-op Wholesale has also appointed Rachael Grist as senior category manager –impulse.

Grist previously spent two years with Unitas Wholesale as biscuits, seasonal, cereal & non-food trading controller.

Before that she spent more than 17 years at Costcutter Supermarkets, latterly as category manager.

She also previously worked for Bestway Retail and Menzies Distribution.

King’s Award

Sandea Wholesale has been honoured with a King’s Award for Enterprise in the International Trade category for 2026.

The King approved the Prime Minister’s recommendation for this award, recognising Sandea Wholesale’s outstanding achievement in international trade.

“This is a tremendous milestone for our organisation,” said a Sandea Wholesale spokesperson.

The King’s Award for

Enterprise is the UK’s most prestigious business honour, and Sandea Wholesale now joins more than 8,000 enterprises that have received this Royal recognition since the scheme began in 1965.

Based in Harrow in London, Sandea Wholesale offers a wide range of fastmoving consumer goods, OTC medicines, cosmetics and toiletries.

Its distribution network spans more than 75 countries worldwide.

The Scottish Wholesale Association has announced that its Connex Conference will proceed as planned on 28 May but with a change of venue – the historic Òran Mór in Glasgow’s west end.

Due to a recent fire on Union Street in Glasgow, the original venue, voco Grand Central Hotel, will not be open in time for the event.

At Òran Mór, the conference will take place from 9am to 5pm, followed by a drinks & canapes reception rather than a sit-down dinner.

A keynote speaker will be Felix Riley (right), an entrepreneur and financier who helps business leaders adopt ‘bigger thinking on their

biggest challenges’.

Other speakers and panel members include Martin Swadling, Co-op Wholesale’s customer director; Tanya Pepin, MD of TWC; Colin Campbell, CEO of the James Hutton Institute; Martin McCardle, regional operations manager at Brakes Scotland; and SWA’s head of public affairs Jayne Swanson.

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‘Go for Growth’ and first Glasgow site

Parfetts has launched ‘Go for Growth’, a new initiative aimed at helping independent retailers increase sales, sharpen their ranges, and simplify ordering.

The wholesaler’s Go for Growth programme centres on an online hub designed to streamline decision-making.

It brings together category advice, core range recommendations, planograms and market data alongside promotions, new product development, supplier ‘Big Bets’ and content, all integrated into Parfetts’ existing ordering platform.

Retailers can review planograms, identify bestsellers and act on tailored recommendations, with the ability to add suggested products directly to their basket without switching systems. The platform also provides clear guidance on ‘what good looks like’ in merchandising, display and activation.

Parfetts is reinforcing Go for Growth across its depot estate through in-depot communications, banners and digital screens, while shelfedge labels will highlight core range products. QR codes will link retailers directly to the platform.

Retailers will also receive monthly category and eventled guides.

Retailers can order chilled and frozen lines through the same system and access a range of in-store services, including waste management, equipment, food-to-go

and coffee solutions, as well as third-party services such as banking.

By combining supplier content with insight and EPoS data, the platform is designed to deliver unbiased advice focused on improving rate of sale, rather than simply expanding distribution.

Through Go for Growth, Parfetts has partnered with Hubpix to analyse in-store merchandising, identifying compliance issues, gaps on shelf and missed sales opportunities. The system recommends product additions to retailers and feeds these insights back to suppliers via retail data platform (RDP), along with EPoS data.

In other news, Parfetts has launched its first Go Local store in Glasgow.

The 1,000 sq ft Go Local Dumbarton Road in Partick officially opened on 24 April following a refurbishment and conversion from a One Stop convenience store.

The Glasgow launch follows the introduction of the fascia in other parts of Scotland. The business opened its first Scottish store in Lockerbie in July 2025.

Parfetts is now delivering to Glasgow, Edinburgh and surrounding areas each week.

• Parfetts has expanded its own-brand range with Go Local Granulated Sugar in a price-marked pack.

The sugar replaces the Local Living 500g pack and is available in a larger 1kg size with a £1.09 price mark.

Durham depot to open in the summer

Bidfood has confirmed that its Durham depot will start operating this summer.

Located off Drum Road in Chester-le-Street, County Durham, the purpose-built facility will serve as Bidfood’s new North East hub, consolidating operations currently run from Gateshead.

The new 86,000 sq ft depot features cold and chilled storage, alongside a large ambient warehouse.

The site also includes a twostorey office building and extensive external yard space to support efficient distribution operations.

The site has been designed to achieve a

BREEAM ‘Very Good’ rating, incorporating a range of lowcarbon design features. The development includes 50 cycle bays and electric vehicle charging infrastructure.

The Durham depot is the first of two new additions in the north of England, with construction for a second new branch under way in Manchester.

In other news, Bidfood has introduced ‘The Interactive Hospital’, which follows the success of the ‘Interactive Care Home’ and ‘Interactive Pub’.

Designed as an all-in-one online hub, it covers patient, staff and visitor feeding.

The platform supports a wide range of dietary requirements, including the International Dysphagia Diet Standardisation Initiative, alongside allergens, hydration, fortification and diabetes.

Users can explore seven key areas of the hospital –reception, café area, kitchen, ward, seating area, restaurant and garden.

‘Immense interest’ in NBC

National Buying Consortium’s revenue grew to over £39 million in 2025 and it increased the terms returned to members – on time and in full – by more than 39% year on year.

The news was announced by NBC’s director David Lunt at the group’s trade show, held recently at Whittlebury Park, Silverstone.

Also at the event, NBC announced its new member director appointments: Kevin Jopson from Northern Retail Group was appointed chairman, and Joe Marlow from Spectrum Foodservice was appointed vice chairman.

The day included presentations from the NBC team. Clare Spindler, business development manager, said: “The interest in the group has been immense, with

over 70 applications for membership and customer accounts in recent months.

Clearly they see the real benefits that the group provides in terms of access to great brands at great net prices and very clear and regular messaging about what the group is doing with our supplier partners.”

She added: “Our membership model is clearly a

Close collaboration

SPAR Scotland wholesaler and retailer CJ Lang & Son engaged more than 200 suppliers across the UK during its latest virtual business briefings.

Josie Cattermoul, trading director, said: “We are performing ahead of the market, and that’s a testament to the strength of our model and the collaboration we have with our supplier base.”

Looking ahead, SPAR Scotland is inviting suppliers to collaborate across a range

of initiatives, including:

• Major campaigns such as the World Cup and SPAR’s Great Big Giveaway

• Enhanced promotional programmes and store activations

• Hyper-local marketing and retail media opportunities

• First-to-market innovation through its Media Hub

CJ Lang also recently unveiled a strengthened growth strategy for its SPAR Scotland independent retailer network, placing Q-commerce and digital capability at the heart of future success.

At its retailer briefing, the company underlined SPAR Scotland’s commitment to supporting independent retailers in a challenging market, with a strong focus on food to go and missionled shopping.

no-risk decision and provides potential members with a simple decision to make – do I join a group with an integrated business solution or one that charges fees? We think the answer is clear!”

Lunt added: “What sets this group apart from the others is simple – we are not just a buying group, we are an integrated buying and distribution group that can fulfil what it negotiates with our supplier partners.”

At a supplier awards dinner, recognition awards went to: Vinnie Liddar of AG Barr, Adam Hewitt of Montgomery Waters, James Thistlethwaite of Oatly, Paul Lee of Purity, and Sophie Ansell of Red Bull.

The next major event for NBC is its annual conference in Budapest.

Thaw and serve range

The Wholesale Group has expanded its CHEF Approved desserts portfolio with a new 12-strong cheesecake range.

The frozen, thaw-andserve range has been designed to combine broad menu appeal with back-ofhouse benefits including easy storage, simple preparation, portion control and reduced waste.

The range includes four gluten-free options, four preportioned cheesecakes, and four uncut cheesecakes.

Granny Dot tributes

Tributes have been paid to a great-grandmother whose generosity helped launch Harlech Foodservice.

Dorothy Edwards (pictured), affectionately known as ‘Granny Dot’, who has died aged 102, played a pivotal role in the creation of Harlech Foodservice after backing her family with a crucial loan over 50 years ago.

In 1972, Dorothy and her husband Harry loaned

£6,000 – the equivalent of £100,000 today – enabling their daughter Gill and sonin-law Colin Foskett to buy a frozen food shop and wholesale business in Harlech.

That bold move laid the foundation for the family-run wholesaler that now has 300 employees and a turnover of about £70 million.

Grandchildren Jonathan, Andrew and Laura are in director roles at the firm, and members of the third generation also work there.

Grandson Andrew, the company’s joint chairman, said: “That loan in 1972 was life-changing. It is fair to say without my grandmother, Harlech Foodservice would simply not exist. The circumstances were there, the opportunity came along and the rest is history.”

‘Every customer is equal’

Holdsworth Foods has grown from a van sales operation supplying just chicken to a ninedepot wholesaler offering 4,700 lines. What hasn’t changed is its focus on service quality.

With a sense of responsibility to ‘get it right’ for every single customer, Holdsworth Foods continues to stay true to its original values of reputation, confidence and trust.

While maintaining its high standards, the family-run wholesaler also has to deal with market challenges – something that prompted its recent switch from Unitas to Caterforce.

Managing director Rupert Holdsworth (pictured above) spoke to Cash & Carry Management about industry consolidation and how he is concentrating on bolstering Holdsworth Foods’ existing operations before considering further geographical expansion.

How was the business founded and how has it grown from there?

The business was founded in 1969 by my father, Michael Holdsworth. He trained as a butcher and later worked for a chicken processor. On market days he’d take the chicken to Sheffield and Manchester markets, and his boss said to him to sell off anything left on the way back. He suggested that they start a van sales operation, his boss refused, so he decided to start up on his own –he and my mother used to buy whole chickens, do the gruesome job of eviscerating them, and then he would sell them to local pubs.

That fairly quickly expanded into chips and peas, so my dad bought a few

chest freezers and it grew from there. Until the late ’90s it was all frozen food; the business diversified into chilled and ambient goods later on.

Has butchery always been part of the business?

Although butchery was the heritage of my family – my grandfather was a butcher as well as my father – it didn’t actually become part of the wholesale business until reasonably late on.

When my grandparents were older, Dad put them up in a flat above the offices, and downstairs they created a shop area and my grandfather did a bit of butchery. The shop was called the Home Freeze and it still exists today.

However, as a wholesaler we didn’t really offer butchered meat until after my father retired in 2001 – he decided to buy a butchery operation in Halifax. Butchery is now very much part of our offering.

Where was the company’s first actual warehouse?

In Tideswell, which is still our head office site today. We actually lived there for a while when my parents were renovating an old farmhouse. One of my older sisters was born in our flat above the offices!

Did your mother stay within the business and is it still 100% family owned?

When my eldest sister was born in 1970, my mother concentrated on being a parent. We had a few employees by then, and John Marriott joined in 1970 as general manager. He used to work with my father at the chicken factory.

My father retired the same year I joined (2001), and when he did, John took on the role of managing director and we worked together really closely for a couple of decades. John retired in 2023.

I have four sisters: one of my older sisters was marketing manager but she retired a couple of years ago, and now it’s me and my younger sister Milly (compliance director) who are involved in the business, which is still fully family owned.

Can you remember your first introduction to the business?

For as long as I can remember the business has been part of my life. As children, we would go up to the warehouse with Dad on Saturday mornings, and we’d

muck about in the office whilst he was working. I also did a few holiday jobs. I went to university and my plan was to join the RAF, but I ended up joining the business instead. As operations manager, I was going around familiarising myself with all the different parts of the business and looking to see where we could improve.

I ended up spending around 15 years in operations. I ran the Evesham depot for quite a number of years.

What have been the major milestones for the company?

The first one has to be building our first dedicated cold store in Tideswell in the early ’90s. I remember Dad saying he had to borrow a lot of money, and at that time interest rates were comparatively high. I think he ended up paying about 9% but that allowed the business to expand quite heavily. The cold store is still in use today, but it’s had a few new parts!

Next, in the late 1990s, we won our first really big contract – with Tom Cobley Inns. That was just to supply the frozen food, but we did such a good job of that, they asked us if we could do the ambient and chilled as well and we moved into provisions. That was a real access for growth.

Opening the three hub sites was a big step too. Just before I joined the business, we purchased the Evesham site – about six acres – and it turned into our southern hub site. We then built a new cold store in Chesterfield, which became the northern hub. Later we moved to a larger site in Bedford, establishing our south eastern hub site.

We now have nine sites in total.

Holdsworth: fast facts

Turnover: £133 million in 2025, £144 million in 2024

Profit: £4.6 million in 2025, £7.7 million in 2024

Depots: Tideswell, Chesterfield, Grimsby, Halifax, Evesham, Bedford, Aveley, Crickhowell, Christchurch

Number of lines: 4,700

Number and types of customers: 4,500 – hospitality, education, healthcare, hotels, theme parks, sports clubs

Number of employees: 460

Size of delivery fleet: 140 vehicles

Minimum order: £150

Directors: Rupert Holdsworth, managing director; Milly Holdsworth, compliance director; Jessica Ashcroft, financial director; Gary Adnitt, sales director

What are your plans for your site at Aveley in Essex?

We are in the middle of developing our Aveley site. This has been on the cards since 2017 but it’s been a bit of a headache with planning, and then COVID, and then we had the opportunity of a new, larger site in Bedford so concentrated on that.

We’ve been operating from Aveley for quite a number of years, but the premises were very old so we’ve demolished them and started again.

We should be in there before the end of the year. The warehouse will be about 30,000 sq ft, but it’s on a two-acre site, so the strategy there is to have more space for delivery vehicles as it will be fed from the Bedford depot.

What range of products do you offer?

We offer around 4,700 lines, made up of frozen goods, chilled, ambient, nonfoods such as packaging, plates, napkins and cleaning materials, and fresh butchered meat. Frozen accounts for just under half of our turnover.

In addition, we’ve recently partnered with another wholesaler, Kale & Damson of Cambridge, and moved into fresh fruit and veg. We’ve had a close working relationship with them for a number of years; we did a very soft launch just

with a couple of customers, to get the service going.

What does your customer base look like?

It’s a complete mixture. We try not have too many eggs in one basket. We have some reasonably large contracts, which are around the £5 million mark, and those are in hospitality and education. We have a lot of independent customers – any type of business with a chef or a cook –so pubs, restaurants, schools, cafes, coffee shops, golf clubs, hotels, amusement parks, hospitals and care homes.

Do you have a minimum order?

We do: it’s £150 which is not reflective of what it costs to service. In truth it would need to be about £400 to make a profit but we take a sensible approach, using our account managers to develop business with individual customers.

What is your company’s USP?

We’ve always sold on service quality. For us it means delivering orders right, it means looking after the customer personally, it means selling quality products, and it means consistency of supply. We care about every delivery we make to every customer, and think about every customer being equal.

Going electric: roadblocks to progress

I’m a proponent of electric vehicles,” says Holdsworth Foods’ managing director Rupert Holdsworth. “I’ve driven electric cars since 2015 but with trucks it’s difficult to go electric.

“The number one challenge is that we run small rigids rather than larger trucks, and they’ve got a shorter wheelbase in which to fit the batteries. They’ve also got quite a high refrigeration demand because there’s lots of door openings throughout the day.”

Holdsworth Foods was about to partner with an electric truck maker new to the market but it went bankrupt.

“I’m desperate to get electric vehicles on the fleet,” he says. “There’s a clear benefit: there are fewer parts to go wrong and less noise and air pollution, but if you’re being purely hardnosed about it, the industry is not quite there, not for the price that the

electric vehicles are being sold at.

“The other issue is that truck charging is still not really around. So the assumption has to be that the truck can get out and back on a single charge, which is fine if you’ve got the capacity to do that but actually getting that amount of low voltage power to site in the time that the vehicles are on site to charge is a challenge.

“Using our Essex depot as an example, I’ve been working quite hard to make sure we’ve got a very big supply so that we can provide for the future. To put that into numbers, to be fully future-proof we would need about a 1.4 MVA supply, and I was quoted £1.5 million for that. So we’ve had to settle for a slightly smaller supply.

“When you try to plan for these things, you sometimes hit roadblocks that you’ve just got no control over.”

Throughout the business we do have a sense of responsibility to get it right for our customers. We understand that their needs may be very pressing; for example, if you don’t deliver to a school in the morning, what are the kids going to eat at lunchtime? We offer a next-day service, six days a week.

Do you offer your customers additional services such as menu advice? Yes. We work very closely with some of our larger contract customers on menu development.

We provide all sorts of insights through the marketing team, and our account managers have a lot of autonomy to adapt to the needs of their customers, whether that’s looking at prices, new products or anything else.

What’s good about our business is we have an environment where everyone can work together. We all communicate really closely, and I think it’s probably one of the nicest parts of my job. The exec team, if you want to call us that, are very close to everything that’s going on.

How do customers place their orders? It’s changed from predominantly telesales to predominantly online, but we can accept orders in many different formats – we adapt to our customers’ preferences.

For many years we’ve integrated with EDI [electronic data interchange], even to the point that a customer’s till system would calculate how many meals they had sold, what they needed to buy in, and then that would appear on our system, get picked and go on a truck to the customer.

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How else are you using technology to improve your operations?

On the ordering side, we’re using large language models to recognise things like an email document, WhatsApp or a voicemail message, and then the technology presents us with what it thinks to be the order with a confidence rating –if 100% confident, the order goes straight through, at 90% we look at it and correct inaccuracies and then the AI learns from that.

In administrative areas, we’ve also used AI a bit, in things like invoice matching and purchase ledger, and now we’re probably not far off from using a warehousing tool to look at efficiencies in the warehouses.

With costs rising in so many different areas, energy efficiencies are crucial, such as reducing heat into our cold stores, fuel and electricity conservation, and solar PV on our properties.

The work we’re doing in the background makes sure that any data we do collect and make decisions on is accurate. We’ve been ESOS [Energy Savings Opportunity Scheme] accredited for a number of years now, which is really useful provided you get the correct audit and compliance partner – someone who understands temperature control

and can make meaningful and workable improvement suggestions. We’re also working with an audit partner to establish our scope 1, 2 and 3 emissions, which relies on us using technology to measure and interpret our data.

Technology is fast changing and that change is going to accelerate, so being in a position to be able to benefit from those technologies is important.

How do you look after your workforce?

The majority of our 460 employees are operational: drivers and warehouse teams. We’ve seen a big change in the last couple of years in terms of a rise in staff turnover, but we’re very lucky to have a lot of longstanding members of staff who act as mentors to new team members.

However, we’ve got quite an aged workforce – that’s probably reflected across a lot of companies in the UK –and I’m mindful that a lot of younger people will come into the business, so creating training tools and programmes that bring those folk up to speed quicker and more effectively is really important and one of the things we’re working on.

We’ve also been working to improve our benefits package. Historically we’ve always paid more [than similar employers] but that’s changing because the

whole employment landscape is changing, so we’re concentrating on other benefits around health, wellbeing and other financial benefits.

As a family business, we attract people who perhaps have worked for a larger business and felt that they were treated more as an asset than a person. We don’t suffer fools, but we’re perhaps not as cut-throat as some companies.

How has the business performed over the past year?

We’ve grown a little bit. Post-COVID we generally kept hold of staff, vehicles, sites and warehouses – we were well positioned to take on business when things got going again and we did grow quite rapidly between 2021 and 2024.

I think it’s fair to say that that rapid expansion stretched the business and the people within it, myself included, so we’ve been concentrating on providing a better base for growth – where all the systems are in place to make sure that the consistency of our offering doesn’t dilute as we grow further and workloads are manageable.

What plans do you have for the business in the next few years?

Part of our strategy historically has been geographical growth. We’ve got our original base in Derbyshire, and we bought businesses in the late 1990s and 2000s: Philip Betts in Chesterfield, Belfrost in Essex, Tuckley’s in Northampton, Hippo Campo in Powys, Leacroft in Rugeley, Wheelwrights in Halifax, Anglia Woods in Grimsby, and Talbots and Gibsons in Dorset. We set up depots in various parts of the country.

That’s been great because it’s meant

that we’ve been able to service more national contracts, and we’d like to continue with that.

In terms of acquisition, we take opportunities as they come but have no immediate plans.

It’s been an acquisitive market since COVID, and I think that will continue. There’s a lot of money from private equity coming in to our country and to our industry. Whether long-term that’s better for a particular business or the industry as a whole, I would question.

We’re currently investing in the butchery and we’re investing heavily in our depot in Essex.

We’ve also got the new changes to the inheritance tax rules which are going to hit us quite hard, so when that’s all done let’s see where we are.

Will the company stay 100% family owned?

That’s the intention. Never say never, but it’s not part of our strategy to take in external investors.

What market challenges are you having to deal with?

Obviously there are challenges around cost of living and people’s disposable income, as well as cost pressures for the industry more widely, added to by

tax and policy changes, such as the changes to employers’ NI that have an acute impact on hospitality.

I think one of the other issues that is coming down the line is the ownership of premises. Even if you’ve got the cash, you’re very lucky if you can actually get your hands on a site that hasn’t already been developed. Leasing can have its benefits but it can also be a risk to a business. I think this applies to both hospitality and wholesale distribution.

Why did you decide to move from Unitas to Caterforce?

My father was one of the founder members of Fairway and we were a member for many, many years, but exited the group in the early 2000s.

We then joined Nisa Today’s – we were developing our ambient and chilled range, so it was a natural fit at that point. However, despite what became Unitas moving more into foodservice, it has always been more retail focused.

Our now fellow members in Caterforce are very similar businesses to ours, and they’re businesses that I’ve had dealings with on and off for years.

Part of my decision to join Caterforce came from looking at what’s been going on in the marketplace in terms of consolidation of businesses like ours.

I was mindful that, should those acquisitive organisations start to really utilise their economies of scale and be aggressive on the buying and pricing and selling side, we should position ourselves to be able to cope with that, and I felt that Caterforce was the better organisation to help us do that.

Caterforce is a buying group, but it does feel more than that: we liaise with the members far more now than we ever did with members of Unitas because all members’ businesses are so similar.

How do you view the future for your business?

We have attracted customers recently who’ve said that working with a business that’s got consistency is worth a lot. So if we can navigate ourselves prudently then I think there’s a good future for us and other strong independents in the delivered wholesale market.

There are obviously lots of headwinds in the industry for our customers and for us. We’re looking forward to integrating further with Caterforce, and I strongly believe that being closer to those businesses which are similar to ours will be a big benefit as things change and develop.

We’ve also attracted new blood to the business in some quite important roles so that will help us develop too.

What about you personally – do you still find the role enjoyable?

Yes! There are frustrations and it is hard work but I love the variety, I love the business, and I love the people that I work with more than anything else. I could never see myself in another business or in another industry.

David Cooke, chief operating officer, Unitas

Value of connection

What have been your biggest achievements in work and outside of work?

Professionally, I’ve been fortunate to work in a number of global businesses and help drive growth and change along the way. Outside of work, I’ve completed two marathons which I’m proud of.

Who has been the biggest inspiration to you?

In a work context, it hasn’t been one single individual but a number of people at different stages of my career who have backed me and, most importantly, taken the time to develop me. This has undoubtedly shaped my view of leadership and coaching more than anything else – I know how important it is to invest in people and provide them with opportunities to grow.

The support from my family and close friends has been just as important. They’ve provided a constant sense of encouragement and perspective, which is invaluable, particularly in more demanding roles.

What were your ambitions when you were growing up?

I always wanted to be ‘the man from Del Monte’ (and being honest, in a way I still

do). I’ve always loved travel, different cultures and new food experiences.

What are your interests outside of work and how do you maintain a worklife balance?

Outside of work, most of my time is centred on my young family – I try to prioritise this as much as possible. [Cooke is pictured with his family and as a young boy himself in the red dungarees.] I also own a 1962 vintage cruiser, moored at Stratford-upon-Avon, which is a great way to switch off.

I stay fit through tennis and more recently, cycling, as I’ve joined the MAG ride community. However, my real passions are cooking and gardening –they’re both how I properly unwind.

How would you describe your personality and what approach do you take in business (and in life)?

I’m naturally people-focused and it’s where I get my energy from, so I bring that into how I work. I believe the best business plans, ideas and relationships are built around coming together, something reflected in what I value most...eating, drinking and laughing with friends and family.

What is your favourite film, book and song/piece of music?

Film: Black Book (Zwartboek) – it is still a bit under the radar, but it’s such a brilliant film. Book: Noble House by James Clavell – it’s a brilliant take on global trade and the reality of how business really gets done. Song: Blind Faith by Chase & Status – such great energy.

If you won a holiday, where would you go and who would you take with you?

I’ve been fortunate with opportunities that have helped me to see the world –I’ve visited 45 countries so far. To reach 50 by my 50th birthday would be a fun milestone, so I’d take the family on an exciting island-hopping cruise in the Caribbean.

What would people be surprised to know about you?

Earlier in my career, as a Tesco buyer, I introduced goji berries into the UK market and it was interesting to see how they became part of the superfoods trend. Later, at HEMA in Amsterdam, I developed a beer in conjunction with Lowlander that became so popular that the €3 cans were reselling for €20 on Dutch eBay (Marktplaats). CCM

Leadership scheme

David Cooke read Environmental Management at the University of Leeds before joining the MDS graduate scheme, a UK leadership programme in the food and fresh produce industry. He went on to build his career in buying and commercial roles with Sainsbury’s and Tesco, before moving into more senior positions at JDM Food Group and then AS Watson. In 2019, Cooke joined HEMA in Amsterdam as food, health & beauty director. He returned to the UK in 2022 to become AF Blakemore & Son’s group commercial director. Cooke was appointed to his latest role, chief operating officer of Unitas, in September 2025.

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Sharing a passion for Mull

Lomond Wholesale’s directors Barbara and Sam Henderson shared their enthusiasm and deep respect for Mull’s food producers with some of Scotland’s top chefs during a memorable weekend visit to the island.

The belief that great food starts long before it reaches the kitchen was the prime motivation behind Lomond Wholesale’s recent producers’ trip to the Isle of Mull.

The Glasgow-based wholesaler took 16 executive chefs from prestigious venues in Scotland – including Mar Hall, Gleneagles, Archerfield Links, W Hotel, Fairmont Hotel, Gather & Gather and Buzzworks – to the island for an immersive weekend that showcased some of Mull’s most exceptional food producers.

Sam and Barbara Henderson, the husband-and-wife team that founded Lomond Wholesale in 1997 and still run the business today, have an enduring love of Mull. Sam moved there when he was two years old, and his Dad became head chef at the Isle of Mull Hotel, which is now a customer of Lomond

Wholesale. Sam left the island to go to university but the couple have returned to Mull every year since, and in 2024 bought a house there.

“We’re up there most weeks,” said Barbara. “In total we probably spend at least a third of the year on the island.”

Three years ago, Lomond Wholesale organised its first local sourcing trip to Mull, taking 12 contract caterers. That was before it acquired Clarks Speciality Foods, which supplies the top tier of Scotland’s hotel and restaurant sector.

“One of the attractions of Clarks was that it had a lot of locally sourced products, and 700 high-end hotels and Michelin-star restaurants as customers,” explained Barbara. “Some of the produce on Mull is made for that clientele, and Sam and I are not only passionate about Mull, we’re also passionate about local sourcing, and we wanted to share that with some of our customers.”

The group travelled in electric cars and stayed at the Isle of Mull Hotel, where Sam’s Dad had worked years ago.

A gift hamper for each guest was designed as a snapshot of the island’s larder – it contained Isle of Mull Cheddar, Tobermory Smoked Trout, Tobermory Distillery gin, sweet and

savoury bakes from Island Bakery, seaweed chutney and hot sauce from Isle of Mull Seaweed, handmade chocolates and a cookbook from Ninth Wave restaurant, speciality Calgary coffee beans from Isle of Mull Coffee Roasters, and mixers from Summerhouse Drinks.

On the packed agenda were visits to the family-run Sgriob-ruadh Farm, home of Isle of Mull Cheese for over 40 years; The Tobermory Fish Co, known for its traditionally smoked fish; and Isle of Mull Coffee Roasters for a coffee cupping session.

A particular highlight was a visit to Aird Fada Seaweed Farm, a six-hectare, community-owned seaweed farm in the clear waters of Loch Scridain. “The chefs tasted the kelp straight from the sea – and even tasted the seawater to see how pure it was,” said Barbara.

The group also dined at some of the island’s best restaurants, including Café Fish (a favourite of the Hendersons), An Cala Ciùin (another favourite), Ninth Wave, Glengorm Café, The Gallery, and Hebridean Lodge. Without exception, all of the menus honoured Mull’s produce.

Also during the weekend, the group stopped off at Calgary Beach to appreciate one of the island’s most beautiful

spots (and do a bit of paddling!); took a Seals & Creels boat trip, which offered a chance to get hands-on with one of the island’s traditional fishing methods; and spent an evening at The Mishnish bar, where they enjoyed live music as part of the Isle of Mull Music Festival.

According to Barbara, the chefs left Mull inspired by the people behind the produce and with plenty of ideas for their kitchens. Indeed, she could not be happier with the way the trip went. “We achieved so much more than we had hoped for,” she said. “The level of engagement was second to none.

“There was no expense spared for the trip but we wanted to do it properly,” she added. “Will that come back to us? Yes in time, but that’s not the main reason for this event. This trip sits very much within our B Corp ethos and our passion for local sourcing. This, along with hopefully achieving ‘off island’ sales for some of the producers, has driven the trip.”

Barbara explained that getting offisland sales for producers makes a huge difference as trade on Mull is exceptionally seasonal (from Easter to the Mull Rally in October). “We are already seeing the benefits from the trip as our chef guests have already started writing the Mull products into their menus, which is incredibly exciting for the producers and us,” said Barbara.

What’s more, Lomond Wholesale has expanded its own operation. Barbara explained: “At the same time as hosting this trip, we decided that, for the first time, we should deliver to the island.”

Four weeks on, the wholesaler had exceeded its initial sales target by 100%. And the benefits didn’t end there.

Barbara said: “From a sustainability local sourcing support point of view, we decided to backhaul product coming off Mull. There are cost savings in back hauling; however, more significantly, it reduces the CO2 impact of getting product off the island.”

Building on the entire experience, the wholesaler is already planning another producers’ trip – to Ayrshire in the autumn. Meanwhile, it is evaluating the feedback from the Mull event.

The enthusiasm that W Hotel’s executive chef David Lilley showed is typical. He said: “We really got to see the craftsmanship behind it all. The work that goes

into it and the passion that these people have for their specific product…it’s truly remarkable. We’re incredibly fortunate to be part of it and be able to have these suppliers readily available to us, especially through Lomond.”

Ian Syme, executive chef of The Fairmont Hotel, added: “It’s been a real eye-opener. It really puts a story to the produce that we’ve been using for so many years. I just want to tell the world what they [the producers] do.”

It is clear that Barbara and Sam Henderson have succeeded in sharing their own love for Mull’s produce to the point that this will be perpetuated by some of the best chefs in Scotland.

For video highlights of the trip, visit: https://www.lomondwholesale.co.uk/

Premium bakery is rising

Quality bakery goods cater to demand from consumers for affordable indulgence, and suppliers are positioning their products accordingly. Siobhan Kielty reports.

The bakery category is ideally suited to the current consumer demand for elevated experiences on a thrifty budget. From indulgent weekend brunches to World Cup barbecues, the coming months provide plenty of opportunities for retailers and foodservice operators to maximise profits in the category.

Delice de France is helping foodservice operators to tap into the demand for artisan food-to-go options.

This month, the business has segmented its range into Signature and Specialist categories in direct response to the growing demand for onthe-go treats with social media appeal.

Products include a filled croissant range, artisan speciality sliced loaves, and premium treats such as its flapjack-topped cinnamon bun.

Also aiming for artisan appeal is Baker & Baker. Its premium Black Label range has been updated to offer a clear premium segment and deliver additional margin growth.

Along with a brand refresh that includes impactful packaging and a number of new product launches planned for the year, the manufacturer has invested in a comprehensive marketing strategy that includes social media, trade shows, PR and in-store PoS materials.

Grupo Bimbo UK advises wholesalers and retailers to showcase the possibilities in the premium bakery segment. Its New York Bakery bagel brand is the UK’s No.1 bagel brand (Circana), and offers versatility and a long shelf life.

“There is increasing demand for bakery products that help shoppers create more elevated meal occasions at home.

Influenced by dining out and social media, consumers are looking to recreate more premium food experiences in a simple and accessible way, with bakery playing a central role in this trend,” says Stephen Jones, UK sales director.

“Trusted brands with a clear point of difference continue to stand out in a competitive category, driving both loyalty and repeat purchase.”

St Pierre Groupe is also prioritising quality and longevity with its Baker Street brand. A redesign and reformulation across its core rolls range has resulted in fewer processed ingredients.

“We know shoppers are increasingly looking for products with simpler ingredients, without compromising on quality or convenience. This reformulation is about striking that balance – improving the recipes while maintaining a competitive

shelf life that retailers and consumers value, says Gill Riley, vice president of marketing.

“The brand refresh brings this to life on pack, with a more natural and contemporary look that better reflects the quality of the product and how it fits into everyday occasions. Together, these changes mark an important step forward for Baker Street as we continue to evolve the brand in line with shopper expectations.”

The St Pierre brioche brand is also thriving as shoppers look for premium bakery products.

“St Pierre continues to outperform the total bakery occasions sub-sector, ranking as the fastest-growing brand within the UK top 10 (Circana). The brand is delivering double-digit growth in both value and volume (Kantar), supported by strong shopper demand and premium positioning,” says Louise Reynard, customer development director UK.

‘Shoppers are increasingly looking for products with simpler ingredients, without compromising on quality or convenience’

Gill Riley, vice president of marketing, St Pierre Groupe

NPD from the brand includes the recent launch of the St Pierre Croissant Loaf. “Croissants remain one of the fastestgrowing breakfast bakery segments, now worth around £140 million and delivering strong double-digit value growth year on year (Kantar),” says Reynard.

“Products that combine indulgence with accessibility are resonating with shoppers, as they continue to prioritise quality and experience, even while remaining mindful of spend.”

With a host of summer social occasions on the way, St Pierre is catering to the demand for upscale barbecues with limited-edition Caramelised Onion Brioche Buns.

“This launch taps into demand for affordable indulgence and flavour-led innovation, offering retailers a simple way to refresh fixtures and drive incremental sales. For wholesalers, limited-edition SKUs such as this create a valuable opportunity to generate excitement in depot and encourage incremental purchasing from retail customers,” Reynard points out. CCM

Promise of a bright summer

With so much activity from drinks suppliers to quench consumers’ thirst, there’s an extra sales opportunity for wholesalers and their customers that offer NPD alongside bestsellers.

Suppliers continue to invest in innovation and promotions in all drinks categories. Wholesalers can tap into this activity and help their customers offer a range that fulfils consumer demand for new products as well as established favourites this summer.

Soft drinks

Soft drinks is one of the most impactful, exciting and revenue-driving categories in the convenience channel.

“A balance of tried-and-tested major brands and a steady pipeline of innovation has created a UK market worth nearly £15 billion, and with value sales growing by 7.1% last year (Circana) we believe soft drinks will continue to present profit opportunities to retailers who focus on offering must-stock brands and new product innovation,” says an AG Barr spokesperson.

AG Barr is committed to delivering innovation that has a positive impact for retailers and wholesalers and grows the category.

It has identified the fastest-growing areas in the four biggest segments of the market – carbonates (£5 billion), sports & energy (£3 billion), pure juice & juice drinks (£2.4 billion), and water

(£2.2 billion) – which combined make up three-quarters of total sales (Circana) and it is bringing innovation to the market in 2026.

Carbonates is the biggest segment within soft drinks, with sales up by 3.7%. While cola remains the biggest flavour, it is other flavoured carbonates that are spearheading the growth, with sales up by 5.6% (Circana).

AG Barr has just strengthened its Zero range of flavours with the permanent addition of IRN-BRU Cherry. Available exclusively for the symbols & independents channel, IRN-BRU Cherry comes in 500ml PETs, price-marked at £1.29, and two-litre PETs, pricemarked at £1.79.

Low-calorie carbonates currently account for 55% of carbonates’ category value sales and are growing 23% faster than regular variants (Circana).

IRN-BRU Zero is currently growing 71% faster than low-calorie carbonates (Circana) and alongside this, cherry flavoured soft drinks are growing at 42% year on year (IRI).

The addition of IRN-BRU Cherry to its core Zero range follows the same move with IRN-BRU Ice Cream, encouraging retailers to bring additional excitement to the fixture.

AG Barr recently refreshed the design of IRN-BRU, the nation’s third biggest flavoured carbonates brand (Circana). The new look highlights the brand’s distinctive brand assets, namely the strongman insignia, ‘Made in Scotland from Girders’ strapline, and its orange colour.

From mid-May to July, a new £2 million consumer campaign will support the IRN-BRU brand. There will be a new advert, alongside special footy packs across the core range. The ad campaign will feature on TV and social media, as well as out of home and in-store and in-depot displays.

For Rubicon, AG Barr recently announced the addition of two new flavours in its Sparkling range – Cherry Burst and Tropical. Rubicon Tropical is also available in a Still format.

To underpin innovation from the brand, Rubicon is being backed again this summer with its ‘Big Flavour Behaviour’ campaign. In addition to the new flavours, the brand benefited from a redesign across the entire range of Sparkling, Spring and Vits Water fruit drinks earlier this year.

Flavoured water is growing by 14% versus last year in symbols & independents (IRI). “We believe this growth is barely scratching the surface of where the market could go, as only 20% of flavoured water is purchased as a treat,” says an AG Barr spokesperson.

Rubicon is aiming to unlock this opportunity with its Twist range of still spring waters, available in Tropical Burst, Peach Punch, Berry Blast and Mango Mist variants.

“While flavoured water is driving growth into the market, products that layer a functional benefit on top are doing even more heavy lifting, with functional waters now one of the fastest-growing segments in soft drinks, up 43% versus last year and 121% versus three years ago,” says the company spokesperson.

“This growth is driven by an accelerated consumer trend for hydrating more effectively, with 30% of functional water shoppers choosing electrolytes (Global Insight Services).”

To meet this demand, Boost has introduced a range of zero-sugar electrolyte waters – Boost Water+. The product is available in Cherry, Citrus, and Strawberry & Peach flavours.

Simon Gray, the exited founder of Boost Drinks, has returned to the soft drinks category with It’s Giving, the first brand from his new venture Fizz with Purpose.

Two new flavours ‘perfect for summer’

Radnor Hills has added Cherry and Summer Fruits variants to its range of Radnor Splash still flavoured spring water, bringing the number of flavours to six.

The two new flavours come in 500ml bottles in different formats to suit all channels including a retail six-pack and 24-bottle foodservice packs.

The brand, which has been a family favourite in UK households for over 20 years, has also benefited from a new look with colourful tethered crystal caps.

Chris Sanders, sales & marketing director of Radnor Hills, says: “A healthy drink for all ages, Radnor Splash is one of our most exciting brands and it’s experiencing extreme growth, regularly outperforming the market.

“We’re delighted to introduce these two brilliant new flavours to our range, both of which are perfect for summer.”

Radnor Splash is currently growing almost four times faster than the total flavoured water category and seven times faster than the market leader, reports the company.

The drinks are naturally low in sugar and low calorie, and contain no artificial sweeteners.

Modern sodas have seen 256% value growth since January 2025 (Circana) and 49% of Gen Z have already switched towards functional drinks (Savanta).

Gray says: “Modern soda has taken off, but it’s often landed at premium prices, which limits how far it can travel in the real world. With It’s Giving, we’ve built a £1 PMP modern soda designed for everyday soft drink occasions: great taste first, with functional credibility as the supporting layer. It’s a proposition made to scale – for consumers, for wholesalers, and for independent retailers.”

It’s Giving is a ‘taste-first’ modern soda available in 330ml cans price-marked at £1. There are three flavours – Apple & Elderflower, Black Cherry, and Mango & Passionfruit –and each can contains 6g of plant-based fibre, supporting everyday gut health.

Launch support for cash & carries and delivered wholesalers includes competitive introductory trade deals, pointof-sale materials to create awareness in depot, and retailerfacing communication to support ranging and in-store positioning.

“The biggest commercial opportunity in soft drinks right now is not replacing traditional bestsellers – it is adding highgrowth, better-for-you segments alongside them,” says Gray. “Wholesalers who actively manage this transition are best placed to drive incremental margin for themselves and their retail customers.”

Carlsberg Britvic recently introduced J2O Orange & Passion Fruit still in a 330ml can and launched J2O Sparkling. Available in Apple & Raspberry and Apple & Mango flavours in a sleek 330ml can, the sparkling product has been designed to meet the demand from younger shoppers for alcohol-free alternatives, particularly in the on-the-go space.

Carly Sims, socialising brand director, says: “With J2O Sparkling, we’ve taken what consumers already know and love about J2O’s unique taste and given it a fresh, sparkling twist, creating a premium option that feels right for everyday get-togethers, relaxing evenings at home, or special moments worth celebrating.

J2O Sparkling is available in single 330ml cans and multipacks, helping retailers to tap into different shopping missions while encouraging consumers to trade up for social occasions.

The launch will be supported throughout the summer with cross-channel activations and a consumer campaign championing J2O’s ‘Get to the Juice’ tag line.

Meanwhile, in the iced tea category, Carlsberg Britvic has introduced a new Tropical flavour of Lipton. Comprising a blend of mango and passionfruit flavours, the new variant builds on the success of core favourites like peach iced tea.

Clare Brosnan, brand director – hydration, says: “Lipton has always championed great-tasting flavours that give shoppers a truly refreshing experience, and Tropical is no exception. Ultimately, we want to help retailers drive their iced tea sales and strengthen the category with flavourpacked options that appeal to everyone.”

The new flavour is available in a 500ml bottle (plain pack and price-marked) and 1.25-litre format and is currently being supported by an out-of-home media campaign.

Nichols has unveiled several new products so far this year.

The product names and pack designs were developed by Vimto brand fans via social media engagement.

More recently, Nichols strengthened its Caribbean credentials with the introduction of Levi Roots Reggae Sunrise. The flavour blends passion fruit and papaya, with a citrus twist in a carbonates variant and a hint of turmeric in an energy variant.

This summer, Nichols will be inviting shoppers to experience ‘Love At First Taste’ with Vimto through a marketing campaign.

The activity, which is expected to reach over 14.5 million consumers, will include limited-edition packaging across the whole Vimto range, supported by a £2.3 million investment in online video, out of home, bus wraps, social and digital media, in-store shopper marketing and activation in the wholesale channel.

According to Angela Reay, marketing director at Nichols, the biggest opportunity for wholesalers lies in combining strong availability with clear activation.

“Ensuring consistent stock of proven core SKUs – particularly high-rotation PMPs, take-home carbonates and leading energy lines – is fundamental to driving depot throughput and supporting retailer confidence,” she says.

“NPD should be used to deliver depot theatre, so new launches deserve strong visibility and secondary siting during their launch window.”

Reay adds: “Activation must be omnichannel. Depot theatre remains important, but online ordering continues to grow, so digital activation should mirror in-depot support.”

To grab consumers’ attention and disrupt the fixture, the company launched the Vimto Fans’ Edition range, featuring two flavours: Pina Guava (pineapple & guava) in a 500ml £1.25 PMP and two-litre bottle, and Sunset Papayadise (orange & papaya) in a 500ml £1.25 PMP.

Bolder campaigns and bigger investment

Bolder and investment

Refresco is promising bolder campaigns and a bigger social media investment for Old Jamaica as part of its ambitious growth plans for the brand that involve targeting new consumers.

Old Jamaica is the No.1 ginger beer in the UK (Circana).

Last year the company introduced Old Jamaica Lime & Ginger Beer, which it describes as having ‘a bold kick with a sharp twist’.

A company spokesperson says: “This is zesty innovation and perfect across convenience stores, chilling in fridges, waiting to refresh the next zingy, spice hungry consumer.”

Refresco also reports that Ting is growing from strength to strength.

Since rebranding Old Jamaica sodas under Ting and launching Pink Ting in summer 2025, the brand has seen volume growth of 154% year on year (Circana). This momentum continued in the first quarter of 2026.

With a new social media campaign that began this spring along with standout can designs and ‘exhilarating flavours’, Ting is expected to continue its strong performance.

Coca-Cola Europacific Partners (CCEP) has announced the signing of football player Cole Palmer as its newest brand ambassador for Coca-Cola and Powerade.

This activity is linked to Coca-Cola’s role as the Official Soft Drink Partner of the Premier League.

Palmer will also support activations around the upcoming FIFA World Cup as part of Coca-Cola’s longstanding partnership with the tournament.

Rob Yeomans, vice-president, commercial development at CCEP GB, says: “Cole Palmer is one of the most exciting young players in the game right now, and his appeal with younger football fans makes him a strong fit for our brands.

“This partnership gives us a great platform to engage shoppers through standout in-store activity, with Coca-Cola and Powerade campaigns designed to drive visibility, footfall and sales for our customers across a huge summer of football.”

Energy drinks

Annually in UK, energy drinks now represent over five billion drinking occasions and £2.5 billion in value, with the category forecast to grow by £678 million between 2024 and 2030.

Within this, flavoured energy remains a key growth engine, now representing one in five energy drinks sold, while flavours are growing by 21% year on year (NielsenIQ).

Following 41% growth for Vimto Energy in 2025, Nichols recently launched Vimto Energy Tropical Cooler, which contains zero sugar, natural caffeine and real fruit juice, and is high in vitamins B6 and B12.

Suntory Beverage & Food GB&I has permanently reintroduced Lucozade Energy Grafruitti, following demand from shoppers after its special edition launch in 2015.

With a combination of mixed berries, citrus flavours and an exotic twist, the Grafruitti flavour has been brought back in a zero-sugar version while staying true to the original taste. It is available in 500ml and 900ml formats.

Supported by a £2.3 million campaign, ‘Back for the Believers’, the social-led launch is teasing the return of the variant in content across social media, out of home and in-store, as well as through influencer activity.

Red Bull’s latest Summer Edition is Citrus Zest. The new variant has the flavour of sudachi lime, a small green acidic citrus fruit originating in Japan.

With 66% of shoppers saying that a citrus-flavoured energy drink would be appealing (Vypr), Red Bull hopes to replicate the success of last year’s Red Bull Summer Edition White Peach, which was one of the most successful NPDs across total FMCG in 2025 (Nielsen).

Red Bull’s top tips for C&Cs

• Use segment and brand blocking for ease of shop.

• Drive volume through multibuys.

• Use key brands and SKUs as category signposting at start of aisle – Red Bull is the No.1 energy drink so should signpost the category.

• Leverage supplier PoS opportunities to disrupt the shopper and drive sales.

• Utilise display screens for category insight to help educate retailers and help them to drive category sales.

Summer is a key time to engage with the influx of shoppers looking for hydration, using NPD to drive excitement, trial and incremental sales, maintains the company.

“With penetration peaking in the month of July as more consumers are on the go, not only do we see a growth in shopper numbers but shoppers also make more trips in the summer. In fact, shoppers on average will make 10% more trips in summer versus the average month in the year (Worldpanel by Numerator),” says a company spokesperson.

Functional energy specifically is a core category for convenience stores during the warmer months, driving nearly half of all soft drinks growth in impulse in the summer of 2025 (Nielsen). Flavours are an integral part of this, with nearly one-quarter of the population now buying flavoured functional energy as shoppers buy into the segment more frequently and spend more (Worldpanel by Numerator).

The latest Summer Edition follows Red Bull’s first UK Spring Edition, Cherry Sakura, which entered the market in February.

Red Bull Summer Edition Citrus Zest will be the focus of a ‘Work Off. Summer On’ marketing campaign from June, which will inspire the nation to get their work done so they can have some fun. Tying into key events, including a summer of sports, nationwide festivals, pub gardens and Red Bullowned events, activity will be driven through out-of-home ads and social media, as well as sampling to drive trial.

Red Bull Summer Edition Citrus Zest is available in a single 250ml can (plain and price-marked at £1.75), Sugarfree 355ml and 473ml can, and 4 x Sugarfree 250ml multipack.

Beers

The UK beer category is worth £5.7 billion in the total market. Impulse, including convenience and independent stores, accounts for £1.4 billion of the total (Nielsen).

Lager continues to be the most popular style of beer during the summer and all year round, delivering 83% of total beer growth within the channel (Circana).

WIIINGS FOR YOUR SUMMER.

From a craft beer perspective, IPA is the most popular and best-performing style of beer all year round in convenience, worth 70% of the craft beer market (Circana).

Following the success of its price-marked four-pack launch last year, BrewDog has extended its PMP range with Lost Lager and Cold Beer pint can four-pack PMPs (£7.25 and £5.49 respectively).

The four-pack pint can is growing at 9.4% in convenience, with the format driving 25% of solus shoppers across lager within the channel (Circana).

“With PMP accounting for 55% of four-pack sales in impulse (Circana), it made sense to launch these new packs as an extension of our PMP offering,” says Jonny Leece, impulse sales director.

Carlsberg Britvic is giving convenience retailers the chance to bring the spirit of its 1664 Bière ‘House Party Supreme’ on-pack promotion into their own stores with a competition hosted on rewards platform Shopt.

The initiative is designed to amplify the brand’s on-pack promotion offering consumers the chance to win a House Party Supreme.

The competition invites retailers who don’t currently stock 1664 Bière to snap a photo of the promotional 1664 Bière can formats, including 1664 Bière 0.0%, on shelf in-store and upload it to the Shopt platform.

Those eligible to enter will receive a £3 credit in their Shopt wallet and be in with the chance to win £1,000 to host their own in-store party.

The initiative builds on the momentum of the wider campaign, which gives shoppers the opportunity to win every week, with £2,000 prize bundles and instant prizes designed to elevate the at-home experience.

The activity comes as 1664 Bière continues to perform strongly across retail, with the brand currently up 9.7% in volume and 10.4% in value (NielsenIQ).

Molson Coors Beverage Company has brought back its ‘Peak of Technology’ campaign, helping consumers perfect their at-home beer serves through Coors’ cold-activated packaging technology.

New research commissioned by Coors reveals that while more than nine in ten (92%) UK beer drinkers say properly chilled lager is important when friends come over, only 16% typically put it in the fridge two to three hours in advance.

The campaign is being activated in the off-trade through an on-pack promotion running until the end of July. Shoppers can scan QR codes on all Coors multipack formats for the chance to win an LG American-style fridge freezer.

‘A taste of Greece’ now in the UK ‘A taste now in the UK

Carlsberg Britvic has brought a taste of Greece to UK shoppers this spring with the introduction of the Greek style beer, Mythos.

According to Carlsberg Britvic, Mythos is the only Greek inspired lager currently available in UK retail and its arrival fills a clear gap in the world beer segment, where Spanish and Italian style lagers continue to see strong year-on-year momentum (NielsenIQ).

Dharmesh Rana, brand director – premium brands at Carlsberg Britvic, says: “Increasing the remit of a beer that so many British consumers already know, love and associate with memorable holiday moments is an exciting evolution for our beer line-up.

“We’re seeing clear momentum in premium world beers, with shoppers looking to trade up for authentic products with a compelling cultural story.”

Mythos was launched in Tesco and Booker in March and will be rolled out across the wider grocery, convenience and impulse channels in September 2026. The beer will be available in a variety of formats.

Asahi UK recently announced the launch of ‘Only Peroni’, a new global brand platform for Peroni Nastro Azzurro.

The campaign includes digital activity aimed at driving new audiences to the beer category; a national outdoor advertising campaign at more than 100 high-traffic sites; and sampling of more than 10,000 complimentary pints in the UK and Ireland in the on-trade.

Visibility in the on-trade is being heightened with Peronibranded merchandise and point-of-sale materials. In retail, more than 2,000 activations will take place.

In wholesale, a new 10 x 440ml multipack has been introduced, with depot activations in high-footfall Parfetts and Dhamecha sites.

New to the UK is Modelo Especial from Budweiser Brewing Group UK&I.

With over 100 years of Mexican brewing expertise behind it, the golden lager is being supported with TV, digital and out-of-home activity. Modelo Especial comes in a 12-pack and four-pack of 355ml glass bottles, a four-pack of 440ml cans, and 620ml single glass bottles.

According to Otter Brewery, amber ale is most popular in the summer thanks to its light, crisp profile. As the demand for amber ale grows, customers are increasingly looking to enjoy this at home, which is why Otter Brewery has launched its cask ale in a bottled format.

“Wholesalers should capitalise on the growing preference for premium products that stand out for their taste, ingredients and brewing method,” says Patrick McCaig, managing director of Otter Brewery.

Heineken has introduced Heineken 0.0 with a twist of Lemon & Elderflower in a 4 x 330ml can multipack (rsp £4).

With 46% of total UK adults moderating (Worldpanel by Numerator) and flavoured beer a subsegment now worth £127 million in the UK (GA & Nielsen), Heineken UK hopes that the new flavour will tap directly into these dual trends.

The launch is being supported by in-store and social activities, along with sampling.

Another recent addition to the company’s portfolio is Cruzcampo Sevilla Orange, a 3.3% abv lager. It is available in a 4 x 440ml can format.

Duvel Moortgat UK has announced that the Belgian beer brand Chouffe has expanded its UK alcohol-free range with the launch of Chouffe

Cherry 0.0% and the development of La Chouffe

Alcohol Free from 0.4% to 0.0% abv. Both come in 330ml bottles.

Steve Behan, general manager of Duvel Moortgat UK, says: “Chouffe Cherry (8% abv) has built a loyal following around the world thanks to its bold fruit character and unmistakable Belgian identity. Bringing that same flavour experience into a 0.0% format was a natural evolution for us.”

Ciders

Thatchers has launched Thatchers Blood Orange 0.0%, an alcohol-free version of Thatchers Blood Orange, described as the leading cider innovation of 2022. The 0.0% variant is available in a 500ml glass bottle and 4 x 440ml can pack.

According to the company, Thatchers is the No.1 cider

brand in the UK off-trade, and Thatchers Zero is the No.1 low & no cider in retail and hospitality, nearly doubling sales year on year.

Martin Thatcher, fourthgeneration cider maker at Thatchers, says: “Packed with sweet, juicy flavour, Thatchers Blood Orange 0.0% will delight the taste buds and quench the thirst of fruit cider fans looking to moderate. We’ve used all the expertise gained from 122 years of cider making at Myrtle Farm to create a satisfying alcohol-free cider that stays true to the Thatchers Blood Orange people know and love.”

The new product is being backed by brand investment, including TV and digital advertising, sampling activity and in-store support.

Booker backs the no/low opportunity

With consumer demand for no and low alcohol drinks continuing to build, Booker is encouraging hospitality operators to capitalise on what it describes as one of the fastest-growing revenue opportunities of 2026.

The UK no and low alcohol drinks market is forecast to reach £800 million by 2028, and with 17% of consumers having already purchased mocktails, the commercial case for a well-stocked non-alcoholic offering has never been stronger, says the cash & carry operator.

Research shows that over half of UK consumers are actively moderating their alcohol intake, driven by health and wellbeing motivations.

The trend is particularly pronounced among younger demographics: the consumption of alcohol-free drinks has risen from 28% to 49% with 18-34 year olds.

Alternating between alcoholic and non-alcoholic drinks during the same occasion is also now practised by more than a third of UK adults, creating an opportunity for outlets to serve both categories side by side.

Booker’s Spring Catering Guide features a dedicated no and low serves section designed to help operators build a compelling non-alcoholic drinks menu with minimal complexity. Each serve can be offered with or without alcohol.

Gavin Troman, spirits category manager at Booker, says: “With consumer demand for low and no alcohol drinks growing at pace, operators who invest in a strong non-alcoholic range will be well-positioned to capture additional spend from guests who are moderating but still want to enjoy premium, occasion-worthy serves.”

STOCK GREAT TASTING PRODUCTS

FOR EVERY OCCASION FROM

Brothers Drinks Co has unveiled a Cider Shandy range. Available in packs of 4 x 330ml cans, the 1.2% abv Brothers Cider Shandy is rolling out this month, in time for the key cider season and ahead of the World Cup.

There are two flavours – Classic Lemon and Dark Cherry –both of which are lighter in calories and contain at least 30% less sugar than key alcohol-free cider competitors, according to the company.

Primarily targeted at 18 to 30 year-olds, Classic Lemon and Dark Cherry Cider Shandy are designed to bridge the gap between established no and low products and more regular abv offerings.

The category-expanding launch from the family-owned Somerset brand is founded on research: within the total cider category, the lowest abv band (1.2% and below) is the segment experiencing the fastest levels of both volume and value growth (+36% and +29% respectively). In addition, the number of no and low cider segment shoppers has increased by 18% in the last year (Worldpanel).

‘No-nonsense

solution to pre-drinking’

Global Brands has introduced Quadz, an RTD described as a ‘no-nonsense solution to pre drinking’.

Quadz is available in resealable, pocket-sized 200ml bottles (rsp £4.99), each containing four vodka shots and delivering 18.8% abv.

There are four flavours – Blue Razz, Cherry Daq, Lime Mar, and Pink Marg – aimed at tapping into trending consumer flavour profiles.

High abv is emerging as the most valuable and fastest growing sub-category within cocktails, reports Global Brands.

Ellie Memmott, brand manager of Quadz, comments: “The best nights rarely start inside the club – they start in the queue, on the street, or at pre drinks. They are exactly the moments we designed Quadz for, targeting Gen Z and Millennial drinkers who prioritise memorable nights and value for money.

“It’s four shots of vodka in a 200ml bottle – perfect for on-the-go sipping. Quadz is the new drink on the block that will elevate nights out and should be front and centre of every at-home drinking session.”

Emma Vanderplank, marketing controller, says: “Brothers Cider Shandy is not about settling for second best; it’s about selecting what suits you best. Consumers want drinks that align seamlessly with their existing habits and social rituals and our Cider Shandy products do exactly that.”

RTDs

The UK’s ready-to-drink (RTD) category has evolved beyond a seasonal trend into a year-round commercial force.

Now valued at over £667 million and growing at 28.7%, the market is being reshaped by shifting consumer expectations. Today’s drinker isn’t just buying a beverage – they’re buying into bold flavours, convenience, sustainability, and brands that reflect their lifestyle, maintains Red Star Brands.

Following its success in the US, BeatBox has officially arrived in the UK, bringing its disruptive ‘Party in a Box’ ethos to the market.

BeatBox’s 330ml resealable eco-cartons cater to the 76% of adults who are actively seeking eco-friendly options or moderating consumption through resealable packaging. The 6.1% abv drinks come in variants including Blue Razzberry, Orange Blast, Fruit Punch and Juicy Mango.

This summer, BeatBox is meeting its audience at the heart of live music culture. Through a partnership with Live Nation, the brand will be promoted at festivals including Reading & Leeds, TRNSMT and Download.

The fully integrated campaign is built on immersive activations, influencer collaborations, and high-impact brand experiences designed to generate significant social buzz. The objective is to convert festival momentum into sustained retail demand.

BeatBox is rolling out a comprehensive support package tailored specifically for the wholesale and cash & carry channel. With a strong focus on point-of-sale execution, the company is offering eye-catching free-standing display units (FSDUs), branded wobblers, and ‘Festival Ready’ counter displays engineered to drive high-margin impulse purchases.

This is reinforced by a sustained social media and PR strategy featuring leading UK creators, ensuring customers arrive actively looking for the product.

The company advises wholesalers to position BeatBox alongside complementary party essentials, snacks, or within high-traffic ‘New In’ zones to capitalise on impulse purchasing during peak season.

It adds that digital visibility is equally critical. Featuring BeatBox prominently in email campaigns and wholesale apps ensures the brand remains top of mind in an increasingly mobile-first ordering environment.

Global Brands has announced that peach is latest flavour innovation for Hooch. The vodka-based 3.4% abv drink is designed to balance sweetness with refreshment.

In the off-trade, peach RTDs are now worth £10.8 million, with volume sales up by 52.4% year on year and value by 42% (NIQ).

Meanwhile, in the on-trade, Hooch has established itself as the fastest growing RTD, with sales increasing by 47% (CGA) as continued flavour innovation drives growth.

The introduction of Peach Hooch builds on the success of Cherry Hooch, which joined the range last year.

Peach Hooch is available in 12-pack and 24-pack 440ml cans and six-pack 70cl bottles.

SHS Drinks has launched a new WKD Cocktail range to tap into growing at-home social occasions.

Backed by a £10 million+ programme throughout 2026 and a major above-the-line campaign that has just launched, WKD is gearing up for its biggest year in over a decade.

Designed to capitalise on growing demand for higher abv, cocktail-style serves, the range delivers a more premium, ‘night-out’ experience for at-home occasions. At 6.5% abv, it responds directly to evolving consumer behaviour, offering a more elevated RTD option while staying true to WKD’s bold, flavour-led DNA.

The new range has three flavours: Cheeky V, Venom and Blue Lagoon. They come in 330ml cans (rsp £3.10).

The launch responds to a clear shift in consumer behaviour. Twothirds of pre-drinking occasions now take place at home, pre-drinking before events is up 8% year on year, and interest in experimenting with new flavours has risen by 4% (CGA).

Scott Bell, marketing director, says: “WKD Cocktails are all about bringing big night-out energy into at-home drinking occasions. Made famous in the on-trade and created by bartenders, classic serves like Cheeky V, Venom and Blue Lagoon are instantly recognisable and signal a good time.

“With a higher 6.5% abv and bold flavours that have no duplicates in the market, WKD Cocktails deliver quality, great taste and strong value, helping retailers drive incremental growth in the RTD category.”

Coca-Cola Europacific Partners’ (CCEP) has introduced Absolut Vodka & Sprite Pineapple in 250ml cans with an rsp of £2.29. Pineapple was chosen to build on the performance of flavour-led innovation within the range. Absolut Vodka & Sprite Watermelon, which was introduced in April last year, is now valued at nearly £750,000 (Nielsen).

Elaine Maher, associate director, alcohol ready-to-drink at CCEP GB, says: “Innovation continues to be central to CCEP’s alcohol RTD growth story. Every launch is designed

to bring something new to the fixture while staying true to our focus on premiumisation and strong brand collaborations – and this launch is no exception.

“Flavour is still the single biggest driver of shopper choice in alcohol RTDs, which is why flavour-led innovation remains a priority for us.”

Suntory Beverage & Food GB&I has expanded its Japanese alcohol ready-to-drink brand, -196 (Minus 196), with the launch of -196 Peach (6% abv) in a 330ml can. Peach is the third flavour in the UK range, joining Lemon and Grapefruit.

The ‘-196’ brand name is a reference to the ‘freeze, crush, infuse’ technology used to create the product, in which the whole fruit is frozen to -196°C and the frozen zest, pulp and juice are infused with vodka, soda and shochu – a traditional Japanese spirit.

Suntory is backing the brand with a social-first strategy.

Pernod Ricard UK has introduced West Coast Cooler, Ireland’s No.1 RTD (Nielsen) into the UK.

The drink has an abv of 4% and combines a wine base with sparkling water and fruit flavours. There are two variants: West Coast Cooler Original (93 calories), featuring citrus, pineapple and passion fruit flavours, and West Coast Cooler Sunburst (88 calories), a peach and mango variant. Both have an rsp of £2.25.

The launch is being supported by in-store displays and influencer marketing.

‘Must-have drink range of the season’ ‘Must-have drink range of the season’

Hard Rock Cocktails is a pre-mixed range inspired by the cocktails served at Hard Rock Cafes around the world, and it has officially arrived in the UK in ready-to-drink cans.

Hard Rock International operates venues in over 70 countries, including cafes, casinos, and hotels, and is known for its iconic branding, hospitality and music memorabilia.

Now, with the launch of Hard Rock Cocktails, the brand is turning up the volume. The range features eight variants: Classic Mojito, Peach Punch, Mango Mojito, Coconut Breeze, Espresso Martini, Pina Colada, Strawberry Daiquiri, and Passion Fruit Martini.

A company spokesperson says: “No mixing, no measuring. Simply chill, open, and enjoy. Perfect for parties, festivals, or a relaxing evening at home. Anytime, anywhere.

“Hard Rock Cocktails delivers iconic flavour, effortless convenience, and party-ready style – making it the musthave drink range of the season.”

The Sweetest Life ®

60 years of global sweet-making expertise. Now in the UK with a range of first to market products.

A playful chew with a juicy burst inside.

A classic reinvented for today’s shopper.

A pick-and-mix favourite now with a juicy gooey twist.

A playful blend of iconic shapes and top flavours nostalgia meets zing.