Better Wholesaling - March 2026

INTERNATIONAL OPPORTUNITIES

Navigating the rules and shaping the market to drive wholesale success

EXPORT AND IMPORT TRENDS

POLICY OUTLOOK FOR THE CHANNEL DRS LESSONS FROM ABROAD p11 p16 p20

Setting the agenda

Evolution is a constant in our industry, and the most successful wholesalers are those that adapt and find new ways to stay ahead of the curve. The same principle applies to the way Better Wholesaling delivers information to the channel.

That is why this edition marks an exciting new chapter for the publication. From this issue onwards, Better Wholesaling Insight becomes Better Wholesaling, accompanied by a refreshed design and an updated editorial approach aimed at making the magazine even more useful to today’s wholesalers.

Our goal with this redesign is to present the trusted analysis and industry voices in a format that is clearer, more engaging and better aligned with the real challenges wholesalers face every day. Whether you are focused on growth, efficiency or navigating an increasingly complex trading environment, the content should help you structure your business and ultimately hit the KPIs that matter most.

Alongside the new look, each issue will include deeper, untapped analysis across three key focus areas affecting wholesale, helping you – the key decision makers – to understand not just what is happening in the market, but why it matters and how to respond. For this edition, we look at the policy outlook for the next 18 months, we head to Europe for lessons on how to run a successful Deposit Return Scheme, and we analyse the latest export trends impacting supply chains.

We will also be introducing more exclusive interviews with forward-thinking wholesalers who are shaping the future of the sector. First up are Booker, JJ Foodservice and Thomsons

Editor Paul Hill

Editor in chief Louise Banham

Contributors Tamara Birch, David Gilroy, Tom GockelenKozlowski, Tim Murray

Production manager

Chris Gardner

Senior content and production editor Ryan Cooper

for this issue. By sharing their real experiences and strategies, these conversations aim to provide practical advice that others in the industry can apply within their own operations.

But it’s not just print having a makeover. Our website has also had a refresh, making it easier to navigate and quicker to access the latest updates. Visitors can now find up-to-the-minute breaking news at betterwholesaling.com as it happens,

“ The content should help you structure your business and hit KPIs

ensuring they stay informed with the most recent stories and developments.

Wholesale remains a dynamic sector, and Better Wholesaling aims to evolve alongside it. We hope this refreshed title becomes an even more valuable tool as you plan, adapt and grow in the months and years ahead.

REPORT

P6-7: Viewpoint

Wholesale in a ‘Subway Surfers’ world

P8-9: Female influence

The staff making an impact at JJ

P10: VLAM

The Belgian fruit and veg opportunity

P11-12: Exporting

Trading smarter in an international market

P14-15: Interview

Leading as a woman at Booker

P16-17: Policy outlook

Planning strategically as regulations evolve

P18-19: Spotlight

Thomsons Foodservice discusses its plans

P20-21: Deposit Return Scheme

Lessons from across Europe

ADVICE & INSIGHT

P4-5: Working Together Project

Lamb Weston and Turner Price join forces

P24-25: Foodservice focus

All of the latest from catering and OOH

P26-29: Briefing

The news coming out of each buying group

P30-34: Soft drinks

Trends and developments in the category

Paul Hill Editor

Copy editor Minhaj Zia

Senior designer Jody Cooke

Designer Lauren Jackson

Head of commercial

Natalie Reeve

Senior account manager

Tommy King

Printed by Acorn Web Offset Ltd

Distributor Seymour Distribution

Newtrade Media Limited, 11 Angel Gate, City Road, London EC1V 2SD Tel 020 7689 0600

Email: paul.hill@newtrade.co.uk

P35-38: Meal occasions

A focus on breakfast, lunch and dinner

WORKING TOGETHER PROJECT

WORKING TOGETHER

Chipping in as one

Paul Hill finds out how Lamb Weston is working with Turner Price and the wider foodservice channel to grow profits for wholesalers and chefs

As Lamb Weston’s regional account manager Lewis Williams puts it, Turner Price and the supplier go together “like chips and gravy”. The two companies have worked in a long-term partnership for several years now, with the Hull-based wholesaler a key cog due to the strong relationships it has across pubs, restaurants, schools and care settings in the region. “Alongside them, we’re able to make sure Lamb Weston products are easily available for operators to buy and customers

to enjoy,” he said.

Better Wholesaling recently attended Turner Price’s Demonstration Kitchen in Hull alongside Lamb Weston to watch the wholesaler’s chef create some insight-backed recipes using Lamb Weston products, inspired by snacking occasions ahead of the summer World Cup. Here, it was evident that the relationship between the

#2 in the frozen potato category worldwide

supplier and wholesaler has been built on similar goals and aspirations. Williams explains: “With Dukes [LW’s new The Dukes of Chippingdom product], we took quite a handson, almost guerrilla-style approach. We were out in the trade with the Turner Price reps, cooking samples for chefs, getting it in front of them, letting them taste it and see how it worked in their kitchens. That direct

engagement made a huge difference, and the product really took off.”

A trusted partnership

“We’ve built a trusted partnership with Lamb Weston over many years,” adds Tom English, commercial, digital and marketing director at Turner Price. “They are a team of experts leading their category and professionals who understand our business and market positioning. Through years of change – whether joining a new buying group or navigating turbulent market conditions – we’ve had the constant support of the team. Together, we’ve been able to deliver premium potato products to customers across our diverse sector base, including hospitality, healthcare and education.”

Having worked together for more than a decade now, things have evolved a lot in the industry, but the roots are still there for the pair of businesses as they look to grow together, explained Kaleigh Bolton, category buyer at Turner Price: “I think for us, innovation in foodservice is never just about launching a new product; it’s about how we bring that product to market using insight and collaboration.”

“From a product point of view, we’re always developing new things to help operators stand out and run more efficiently,” added Williams. “In my time at Lamb Weston, we’ve launched Dukes, Really Crunchy Fries and Frenzy Fries, and Turner Price has been brilliant at getting behind

those products from day one.”

Competitive innovation

The potato category is highly competitive, which makes genuine innovation even more important – and Lamb Weston looks to consistently deliver a real point of difference with each launch it has carried out with Turner Price, as well as the wider wholesale channel, according to Williams. “We’ve seen many successful innovations over the years, particularly the Really Crunchy range, which offers even more of the qualities and performance kitchens are looking for,” he says.

In partnership with

English agrees: “All of Lamb Weston’s support helps wholesalers like us make more informed decisions because we’re not just reacting during the year – we already agree the direction, the focus, the products and the activity that’s going to drive sales way ahead of time.”

10,000

Lamb Weston employees

Collaborative days like this in Turner Price’s development kitchen highlight the strategy behind the scenes. Not only do these development sessions between both parties make it much easier to try new ideas, it helps both companies solve problems quicker and find more efficient ways to drive strategy and grow profits. l

WHOLESALER VIEWPOINT

Tom English

Commercial, digital & marketing director, Turner Price

Lamb Weston’s campaigns capture the attention of caterers while clearly highlighting product USPs and versatility. This has had a direct impact on sales – bringing in new users and driving increased volumes across core fries and speciality potatoes, supporting overall category growth.

SUPPLIER VIEWPOINT

Lewis Williams

Regional account manager, Lamb Weston

We’ve managed to keep evolving and help support the channel through a combination of insight into what operators need, and a strong, trusted relationship with our wholesale customers, like Turner Price. Not just with new products, but with new ways of working together to drive growth.

Gilroy’s viewpoint

Wholesale in a new world

The wholesale industry has found itself in a government-created ‘Subway Surfers’ world, making trading and operating in 2026 even more challenging

T‘he road is long, with many a winding turn that leads us to who knows where’.

Song title and band?

Answers below. What we do know is that 2026 will be a challenge for the industry. The 2025 Christmas trading figures showed solid growth for most of the multiples – Asda excepted. The discounters increased their combined market share to 16.8%, with Lidl growing by 9.4%.

The growth combination of these two sectors put further pressure on convenience stores. In the hospitality sector, things look even tougher. When luminaries such as Jeremy Clarkson and Tom Kerridge are expressing concerns about being able to continue trading their pubs, and Kate Nicholls, UK Hospitality chair, predicting widespread closure of hotels, venues and restaurants, you know that serious trouble awaits. Further exacerbated by a shift in consumer behaviour away from eating out to buying premium in-home own-label meal

solutions from the supermarkets.

Trading profitably will continue to be the number-one priority. Wholesale is resilient, adaptable and flexible enough to find commercial solutions and opportunities. It is the external government-induced factors that make the business landscape so uncertain. The ‘pro-growth’ government is instigating well-intentioned policies, which come with unintended consequences.

The 8.5% pay increase for lower-paid workers will undoubtedly put pressure on payroll costs. Businesses will look to contain or reduce headcount. Result: a recruitment squeeze, less people in work and reduced opportunities for young people. The increase in employers’ National Insurance will amplify the effect. This is one of many government ‘Subway Surfers’-style obstacles our industry will have to navigate.

Employment Rights Act

The Employment Rights Act 2025 received Royal Assent on 18 December 2025. Its core objective is to deliver the “biggest upgrade to workers’ rights in a generation” through reforms phased in primarily during 2026 and 2027.

to contract changes; and workplace safety and fairness clauses to prevent sexual harassment. The core upgrade is the reduction in the qualifying period for unfair dismissal from two years to six months and the removal of the cap on compensation for unfair dismissal claims. The impact of this legislation on firms could be profound.

Expanded SSP will cause a direct rise in payroll costs. Hiring flexibility will be compromised due to the shortened six-month window for unfair dismissal protection necessitating much more robust (and costly) probation management and recruitment processes.

8.5% pay increase for lower-paid workers

Extending the time limit to bring most tribunal claims from three to six months (starting October 2026) is expected to increase the volume of litigation. The maximum ‘protective award’ for failing to consult in collective redundancies will also double to 180 days’ pay.

There are several benefits that seem, on the surface, to be consistent with a civilised society in a developed country. They include Statutory Sick Pay (SSP) from day one of illness, extending sick pay to an estimated 1.3 million lower-paid workers; paternity leave and unpaid parental leave from day one; restriction of fire and rehire with respect

Businesses face significant new compliance duties, including informing all staff of their right to join a union and producing equality action plans for those with 250-plus employees. Industries relying heavily on flexibility, such as hospitality and retail, face complex new rules regarding guaranteed hours and notice for cancelled shifts.

Deposit Return Scheme

The Deposit Return Scheme (DRS) is scheduled to go live on 1 October 2027, following extensive planning throughout 2025 and 2026. The scheme will cover single-use plastic (PET), steel and aluminium containers across England, Scotland and Northern Ireland.

The primary goal is to tackle the scourge of litter; drinks containers currently make up roughly 75% of UK litter by volume. It is estimated to reduce beverage container littering by up to 80%. The scheme targets a 90% collection rate by its third year.

Currently, around 30 billion single-use containers are sold annually, but billions are not recycled. By collecting materials separately through a dedicated route (rather than mixed kerbside recycling), the scheme produces cleaner, higher-quality materials that can be directly reused for new drinks containers, supporting a circular economy.

Implementation is expected to stimulate more than £10bn in investment and create roughly 21,000 new green jobs in the recycling and waste management sectors. This all sounds good – and who wouldn’t sign up to such an environmentally responsible plan?

However, there are downside risks for industry groups who cite substantial set-up and operational costs.

For England and Northern Ireland alone, set up is estimated at £632m, with annual

running costs of approximately £1.065bn.

Retailers (except small, ‘low-volume’ sellers) face operational complexity as they will be obligated to host return points, which may require expensive Reverse Vending Machines and dedicated floor space for storage.

While England, Scotland and Northern Ireland are aligned, Wales plans to include glass in its own scheme. This has created concerns about cross-border fraud and increased complexity for manufacturers supplying multiple

“

Reforms are projected to support 25,000 jobs and stimulate more than £10bn

UK regions. Success relies on a massive shift in public behaviour. Critics argue it may be seen as a ‘hidden tax’ if returning bottles is deemed too time-consuming or if return points are not sufficiently accessible.

Extended producer responsibility

In 2026, the UK’s Extended Producer Responsibility bill for packaging has entered a critical phase, shifting the full net cost of managing household packaging waste from taxpayers to the businesses that produce it.

The legislation ensures businesses placing packaging on the market to fund the total cost of collection, sorting and recycling – an estimated £1.2bn-£1.5bn annually.

The scheme aims to incentivise sustainable design. Starting in the 2026/27 financial year, eco-modulated fees reward greener choices. ‘Green-rated’ (highly recyclable) packaging will benefit from lower fees, while ‘red-rated’ (hard-to-recycle) packaging faces escalating penalty multipliers (up to 2x by 2028). Fees collected via PackUK (the scheme administrator) are distributed to local authorities to improve household recycling services and infrastructure.

The reforms are projected to support 25,000 jobs and stimulate more than £10bn in investment in UK recycling capabilities over the next decade. The scheme encourages ‘closed loop’ recycling, where producers can offset costs by demonstrating they collect and recycle their own consumer waste. Reducing packaging waste is obviously the right thing to do, but it comes with its own set of potential downsides for the industry. The Bank of England estimates the scheme could add more than 0.5% to food prices as retailers pass on billions in new compliance costs.

Businesses face significantly more granular data reporting duties, including tracking ‘Nation of Sale’ data (sales specific to England, Scotland, Wales or NI) for the first time in 2026. Retailers warn that packaging waste costs could rise under EPR compared to the previous system. There is uncertainty for small businesses. While thresholds exist (£1m turnover and 25 tonnes of packaging), smaller businesses still face indirect costs through higher prices from their suppliers.

Forever tax rises

Following the 2025 November Budget, there are more taxes in the pipeline. The extension of the 5p fuel cut for a further five months helps consumers, but the tapering down of the support will add to operators’ costs. The increase in tobacco duty by RPI plus two percentage points is brutal and will likely drive tobacco trade further underground. A similar effect will be experienced when alcohol duty increases kick in this year. The introduction of mileage-based Excise Duty for electric and plug-in hybrid vehicles will cause uncertainty when, right now, we need to be going all out to transition away from fossil-fuel vehicles. The road ahead promises to be a real-life Subway Surfers test. The song lyric was the first line in a hit for The Hollies ‘He Ain’t Heavy, He’s My Brother’. It was also featured in the movie Rambo III. Seems appropriate. l

Spotlight: JJ Foodservice

To mark International Women’s Day, Elit Rowland spotlights the women making an impact at JJ Foodservice

Behind every successful foodservice operation is a huge amount of work that most people never see. At JJ Foodservice, that work is carried out by teams across purchasing, transport, contracts, culture, customer service and more.

Here, we highlight just some of the women who play a vital role in delivering the quality, reliability, and service that thousands of restaurants, caterers, schools and homes depend on every day. Their stories show not only the effort involved in keeping a national wholesaler running, but also the wide range of career paths available within foodservice wholesale.

Product leadership

Gulseda Gedik, category manager

Gedik has played a key role in reshaping JJ Foodservice’s chips category with the launch of JJ Gourmet Extra Crunchy Chips – a product designed for consistent performance across fryers, ovens and air fryers. Since launching in January 2025, Extra Crunchy has shown strong, sustained momentum. Over the past six months, weekly sales value has grown by around 85%, with

demand continuing to build. Gedik’s ability to translate customer needs into reliable, high-performing products has strengthened the potato category and set a clear benchmark for product development.

Sustainable innovation

Suna Durakoglu, category manager

Durakoglu leads JJ’s sustainability-focused packaging development. From kraft containers to bagasse clamshells, she has introduced eco-friendly solutions that perform under pressure and help customers transition away from plastic. She also revitalised the ripple-cup category with new colours, giving operators an easy way to improve branding and presentation.

Durakoglu identifies market gaps and turns them into commercially successful, sustainable products. She challenges convention, delivers practical innovation for real kitchens and is helping shape the future of foodservice packaging.

Rising through the ranks

Praveena Premchand, delivery supervisor

Premchand joined JJ just over a year ago as a delivery administrator, and is now delivery supervisor, leading a team of 40 drivers. She supports customer service, vehicle maintenance and delivery operations – starting daily at 4.30am. As the first woman in JJ’s delivery office, she has brought confidence, positivity and inclusivity to a traditionally male-dominated environment.

Leading growth

Nina Grosicka, group accounts acquisitions manager

Grosicka plays a key role in securing major

public sector contracts. These projects require months of detailed collaboration and persistence, resulting in multimillion-pound tender wins. Having joined JJ nearly 20 years ago as a customer service agent, Grosicka progressed through supervision, management and national accounts before moving into group account acquisition.

Today, she leads tendering across the business – identifying opportunities, managing full bid submissions and coordinating cross-functional teams. Her focus this year is expanding contracted customers and strengthening JJ’s presence in public sector and education markets.

Championing well-being

Sushmitha Venkatesh, HR coordinator

Venkatesh has played a pivotal role in shaping JJ’s approach to health, safety and well-being. She introduced epilepsy awareness training to foster a more inclusive environment, developed personalised health plans and led the creation of JJ’s Wellbeing

Plan. Venkatesh has also facilitated having a trained Mental Health First Aider in all 12 branches and completed a Level 3 Adult Mental Health: Workplace First Aider qualification herself, ensuring she has the knowledge and confidence to support employees across the business.

Her work has strengthened employee engagement, enhanced well-being across the business and contributed to JJ Foodservice achieving Great Place to Work certification in 2025 and 2026.

Operational excellence

Cheyenne Aymer, transport administrator

Aymer has made a strong impact in JJ Foodservice’s transport operations as the business’s first transport administrator coordinator.

She helped introduce a Reprimand Procedure that cut direct driver charges from 234 to just 16, improving compliance and reducing costs. Aymer was also responsible for refreshing JJ’s delivery manual, and regularly

works with suppliers including insurers to secure better prices and fairer settlements. Detail driven and solutions focused, she is helping raise standards across the transport function.

Supporting education

Malgorzata Lasota, group accounts acquisition assistant

Lasota plays a key role in managing JJ Foodservice’s education contracts. She supports day-to-day communication with local authorities, ensures product availability, reviews pricing, handles complaints and prepares reports that help contracts run smoothly. She also works closely with the IT team to improve JJ’s new system and support colleagues using it.

Over the past year, all contracted councils renewed for another year – an achievement she’s especially proud of. Dedicated, detail driven and trusted with increasing responsibility, Lasota continues to strengthen relationships and improve processes across the education sector. l

INDUSTRY SPOTLIGHT

Belgium: Europe’s fast lane to the UK

Paul Hill speaks to Flanders’ Agricultural Marketing Board about the export of Belgian fruit and veg

Nele Van Avermaet is the product manager of VLAM

Thanks to a highly organised supply chain, Belgian exporters can often accept orders until late morning, with products dispatched the same day and delivered in the UK by evening or overnight. Short transit times, strong infrastructure and professional logistics partners ensure UK buyers receive extremely fresh produce, often harvested the same day or the day before delivery.

including temperature-controlled handling. Goods are then loaded onto refrigerated trucks and transported to the UK via or the Channel Tunnel or ferry.

Produsenten Jan Jansen dyrker 170 000 drivhusjordbær. Jan er nå fjerde generasjon. – Våre jordbær høstes kun når de er perfekt modne for å sikre topp kvalitet. Vi plukker dem bare når de er helt røde overalt – et tegn på perfekt modning og smak.

Det perfekte supplementet til den norske jordbærsesongen

PH: How does VLAM work as an organisation?

Belgian suppliers also simplify the process by handling transport, customs paperwork and cross-border procedures.

Belgian exporters manage transport planning, customs formalities and delivery scheduling, ensuring produce reaches UK wholesalers quickly while maintaining freshness, shelf life and consistent quality.

What are the latest export figures of Belgian fruit and veg?

Norske forbrukere er virkelig lidenskapelig opptatt av jordbær. Den norske jordbærsesongen er imidlertid ganske kort – fra juni til august. Det er her belgiske og andre europeiske jordbær kommer inn i bildet – med utmerket smak, jevn kvalitet og pålitelig tilgjengelighet når den norske sesongen er over.

være en smart rotasjon av dyrkingsmetoder som følger årstidene: belyst vinterdyrking, oppvarmede drivhus, plasttunneler, friland og mer.

NVA: VLAM (Flanders’ Agricultural Marketing Board) is dedicated to promoting Flemish agricultural products both domestically and internationally. It operates primarily through a product-orientated approach, utilising specialised websites for fruits and vegetables – belgianfruitsandvegetables.eu – to connect foreign importers with Belgian suppliers.

VLAM’s activities include: organising participation in international trade fairs and events, facilitating business-to-business (B2B) connections and providing marketing support. At VLAM, we want to facilitate the export of fruits and vegetables by supporting the Belgian exporters and cooperatives in promoting the fresh produce with a generic approach.

I hele Europa er jordbær en høyt verdsatt frukt, kjent for sin mangfoldige smak, form og aroma. Dette mangfoldet tilfredsstiller ikke bare ulike forbrukerpreferanser, men styrker også Europas posisjon som en ledende produsent av bær av høy kvalitet.

Talk us through the logistics of getting fruit and veg in Flanders from the farm, auction house, depot and then into UK wholesale warehouses markets

produsenter investerer tungt i innovasjon og bærekraft.

The logistics chain in Flanders is built for speed, flexibility and quality. Fresh fruit and vegetables are harvested and quickly transported to auctions, exporters or packing facilities, where they are graded, checked and prepared for sale.

En annen grunn til at jordbær frister forbrukere fra sommer til vinter, er dyrking av ulike jordbærsorter. Hver sort har sine egne subtile forskjeller i farge og smak. Uansett metode eller sort, er én ting konstant – den eksepsjonelle smaken og kvaliteten.

How does the Belgium market ensure the fast delivery of fruit and veg into the UK? Belgium is ideally located for fast exports to the UK, with key production areas and distri

Høysesongen for belgiske jordbær varer fra april til oktober, men faktisk er våre jordbær tilgjengelige hele året. Dette er mulig takket

Based on the latest 2025 figures, Belgian exports of fresh fruit to the UK remain strongly driven by pears, with stable volumes throughout the year. Strawberry exports rise sharply in spring and early summer, peaking in May and staying strong into autumn.

De bruker biologiske plantevernmidler, samler

After purchase, produce is consolidated at distribution depots, packed and labelled according to UK customer requirements,

«At de smaker så godt, skyldes vår dedikasjon og store omsorg for å dyrke smakfulle jordbær.»

Produsent Jan Jansen

Kvalitet du kan smake Belgia er kjent for sine strenge landbruksstandarder og en lang tradisjon for bærdyrking. Akkurat som i Norge er mange av våre jordbærgårder familieeide, der kunnskap, håndverk og en dyp lidenskap for dyrking av jordbær går i arv fra generasjon til generasjon. Belgiske

markedet innen 48 timer etter innhøsting – og bevarer dermed smak og friskhet. Belgiske eksportører tror på styrken i gode relasjoner.

For vegetables, tomatoes remain the key product and are available year-round, with steady monthly volumes and a clear summer peak. Other vegetables such as leeks, cabbages and celery are also shipped consistently, showing Belgian supply is not limited to seasonal peaks. Overall, the figures confirm Belgium as a reliable year-round supplier. l

og gjenbruker regnvann, forbedrer isolasjonen med energiskjermer og varmer opp ved hjelp av kraftvarme (kogenerering).

Skreddersydd er standard

Takket være korte logistikkruter og optimalisering av kjølekjeden, kan belgiske jordbær nå det norske

De tar seg tid til å forstå deg, ditt marked og dine spesifikke behov – fordi ekte partnerskap bygger på tillit og personlig kontakt. Med produsenter, kooperativer og eksportører fungerer hele verdikjeden effektivt, og tilbyr skreddersydde løsninger for sortering, emballering og levering. Belgia, som ligger i hjertet av Europa, har fremragende logistikk – noe som sikrer at dine jordbær ankommer friske, raskt og akkurat slik du trenger dem. n

Export and import trends

Trading smarter in a changing international market Four key trends shaping import and export activity for UK wholesalers, and how they should be adjusting their operations

For UK food and drink wholesalers, importing and exporting is no longer just about moving goods from A to B. Since Brexit, combined with global geopolitical disruption and shifting consumer tastes, international trade has become a huge opportunity, but one that is highly complex.

From sourcing European ambient lines to exporting British brands into growth markets, wholesalers that understand today’s trade trends are better placed to protect margins, reduce risk and grow turnover.

Shorter, reliable supply chains

Many UK wholesalers are rethinking long-distance sourcing. While Asian imports still play an important role, there is a growing focus on European and domestic suppliers to reduce delays and paperwork.

Lead times, freight volatility and port congestion over the past few years have highlighted the risks of relying too heavily on one country or shipping route, with the war in Iran recently highlighting this.

For UK wholesalers, this means:

• Building relationships with multiple EU suppliers

• Increasing UK-sourced alternatives where possible

• Holding smarter buffer stock on key lines.

Navigating compliance

Paperwork is now part of everyday trade. Importing from the EU requires customs

“

Despite trading challenges, demand for British food and drink remains strong

declarations, commodity codes and accurate product descriptions. While exporting into the EU brings its own documentation requirements, mistakes can lead to delays, added charges and unhappy customers.

CHECKLIST FOR IMPORTING

l Confirm your supplier and product meet UK compliance rules

l Ensure all customs paperwork and commodity codes are correct

l Calculate full landed costs before setting your price

l Agree terms clearly and plan reliable logistics

l Inspect, record and update stock as soon as goods arrive

£925.5bn

Total UK exports in 2025 (3.1% YOY increase)

Successful wholesalers are:

• Investing in customs expertise (either in house or via brokers)

• Training staff on commodity codes and rules of origin

• Using digital systems to manage documentation.

Growing demand for UK products

Despite trading challenges, demand for British food and drink remains strong in many markets.

Products with strong provenance continue to perform well internationally. These include: Scottish salmon and whisky, craft gin, biscuits, tea and dairy. For wholesalers supplying independent retailers or foodservice operators abroad, there are opportunities to act as export partners for UK producers.

Key growth areas include:

• Premium beverages

• Plant-based products

• Traditional British bakery and confectionery.

Currency volatility

Exchange rates remain a major factor for UK wholesalers importing goods, with a weaker pound increasing the cost of EU and global products, squeezing margins unless prices are adjusted. Freight costs, fuel prices and shipping container rates also continue to fluctuate.

To manage this, wholesalers need to:

• Negotiate longer-term supply contracts and more frequent reviewing

• Explore group buying to increase purchasing power

• Consolidate shipments to reduce freight costs.

The UK import and export landscape may be more complex than it was five years ago, but it also offers opportunity for proactive wholesalers. Those who invest in compliance knowledge, diversify suppliers, manage currency risk carefully and explore export markets for British products will be better placed to thrive.

In today’s environment, international

trade is not just a back-office function, it is a strategic driver of profitability. By taking a practical, informed approach to sourcing and exporting, wholesalers can uncover new avenues for growth in an increasingly competitive market. l

CHECKLIST FOR EXPORTING

l Check the destination country’s import and labelling rules

l Complete all export declarations and supporting documents accurately

l Confirm rules of origin to avoid unnecessary duty charges

l Build freight, insurance and currency into your pricing

l Arrange secure delivery and keep the customer informed

Interview: Booker Group

Paul Hill speaks to a director at the UK’s biggest wholesaler about being a female leader in an industry traditionally taken up by men at boardroom level

As a woman leading in wholesale, what unique challenges or opportunities have shaped your journey in the sector?

Women make up 60-65% of the retail workforce1 and around 70% of the hospitality sector2, yet representation at senior leadership levels remains far lower. In wholesaling, a sector that plays a role in serving retail and hospitality customers, it creates a challenge and an opportunity. The challenge is visibility – ensuring women see wholesale as a place where they can build long, rewarding careers. The opportunity is influence – shaping a sector that is evolving quickly and needs to reflect the customers it serves.

It’s important women’s voices are heard at the decision-making table, not as a token gesture, but from a place of genuine understanding of the customer and the colleague experience. When you truly understand who your customers and colleagues are, you can shape commercial decisions, policies and cultures that reflect real needs rather than assumptions – and that’s where representation becomes a genuine business advantage.

Being a grocery consumer through different life stages gives you an understanding of what really matters: value, quality, availability and service. Bringing that lived experience into strategic decisions has been

incredibly powerful. It’s reinforced for me how important it is that leadership teams are flexible, diverse and representative, so we can stay responsive to customer and colleague needs.

I started my career working part-time in stores, and I want women at every stage of life to see that progression is possible, wherever you work, and that their voices and representation matter at every level of the business.

It’s one of the reasons I recently became co-chair of our Women at Booker colleague network. Since the network launched in 2023, it has made a meaningful and lasting impact across our business, bringing talent and development programmes to life through initiatives including our Own Your Career toolkits, mentoring sessions, development conferences and learning-led events.

The network has also created safe, inclusive spaces for open conversation, learning and allyship – delivering impactful events focused on well-being, sport, women’s health and inclusion, and raising

“ It’s important women’s voices are heard at the decision-making table, not as a token gesture, but from a place of understanding

awareness through key moments such as Baby Loss Awareness and Cervical Cancer Awareness Week.

What advice would you give to women considering a career in wholesale?

Wholesale is a brilliant industry – fast paced, full of entrepreneurial energy and rich with

people who genuinely care about customers. It’s an exciting place to build a career because no two days are the same, and the variety keeps you constantly learning.

My biggest piece of advice is to immerse yourself in the industry through the eyes of the customer. Spend time in a small retail store and understand everything that goes into running a business. Do the same in hospitality – step into a café, a restaurant kitchen or a bar and experience the pace and intensity of that environment.

When you truly understand what customers are up against, you can shape products and services that support them. That mindset is fundamental to success in wholesale.

I’d also say listen and learn from the experts around you. This industry is full of people with deep knowledge across supply chain, commercial, operations and customer service. Seek out collaboration, offer help and stay curious. The more you get involved,

the more opportunities will open up.

What have been the latest developments across wholesale catering and retail within Booker, and what are the longterm plans for both areas?

It’s been a year of progress across the Booker business – for our retail and hospitality divisions. Thanks to the exceptional work of teams across the business, our own-brand food proposition has gone from strength to strength since we relaunched with our three new Chef’s brands in summer 2025 – with standout new products in categories like chips and desserts, as well as a brilliant festive range.

We’ve relaunched our website, making it sharper, more intuitive and easier for customers to navigate. Alongside that, we’ve begun a major upgrade of our supply chain systems. The first phase went live in January, with further enhancements later in the year.

These upgrades will help us optimise stock, simplify replenishment for colleagues and –most importantly – deliver even better quality through improved forecasting and ordering.

We’re also proud to have received several industry awards in the past few months –including Leanne Fay winning Wholesale Manager at the FWD Awards, and Letitia Ferne being named Young Manager of the Year at the Meat Management Awards.

This is testament to the strength of our team and the talent we have within the business across all divisions.

Looking ahead, we’re focused on developing customer propositions that evolve with the market. There are some exciting launches coming this year that will strengthen our offer across retail and catering.

We’re also driving greater end-to-end efficiency through deeper partnerships with suppliers, ensuring we can continue to offer the best prices for customers and consumers. l

sign-ups since Feb 2025 +11.3% Number of orders via the website +6% year on year

Policy outlook

Planning strategically in an evolving

regulatory environment

Six key policy trends defining the 2026-2027 outlook, and how wholesalers should be preparing

The policy landscape for 20262027 is set to reshape operating models across UK food and drink wholesale. From environmental levies to employment reform and fiscal pressure, wholesalers face a complex mix of cost, compliance and opportunity. Strategic preparation now will determine who can gain a competitive advantage.

Deposit Return Scheme

The UK’s Deposit Return Scheme (DRS) will move from planning into operational reality across England, Wales, Scotland and Northern Ireland on 1 October 2027. For wholesalers, DRS introduces reverse logistics challenges, new reporting obligations and cashflow considerations around deposit handling.

Space for storage of returned containers, reconciliation systems and fraud-prevention processes will be critical. Wholesalers supplying hospitality must also clarify responsibility splits with customers to avoid disputes (check out page 20 for lessons from international deposit return schemes).

Extended Producer Responsibility

Extended Producer Responsibility for packaging will materially affect supply chain costs through higher compliance fees based on packaging recyclability. While producers are primarily liable, wholesalers will still feel the effects. The need for detailed packaging data and reporting will intensify, increasing administrative burden. Proactive engagement with suppliers to prioritise lighter, recyclable

formats could soften future charges. Wholesalers that build transparent sustainability credentials may also strengthen relationships with retail and foodservice customers seeking lower environmental footprints.

Corporation taxes

With corporation tax now at 25% for larger businesses, the 2026-2027 outlook centres on fiscal tightening rather than reduction. Wholesale margins remain thin, and higher tax liabilities reduces money for fleet investment, automation and digital software.

Strategic tax planning, particularly around warehousing automation, IT systems and energy efficiency, will be essential to preserve cashflow and maintain competitiveness amid continually increasing operating costs.

Employment Rights Act

Proposed reforms under the Employment Rights Act framework aim to strengthen worker protections, including day-one rights, flexible working and increased enforcement.

vehicle fleets. While oil prices have stabilised compared with peak crisis levels, geopolitical risks and decarbonisation policies could trigger more problems.

The transition towards electric or alternative-fuel vehicles is accelerating, but requires high upfront capital and depot charging infrastructure. Route optimisation software investment can reduce exposure from this.

25%

Corporation tax for companies with profits over £250,000

For wholesalers reliant on large warehouse and driver workforces, this may increase administrative complexity, and zerohours arrangements could face tighter regulation. Businesses should review contracts, scheduling systems and HR compliance processes now.

Fuel costs

Fuel remains one of the most volatile cost lines for wholesalers with delivery-

UK government’s Food Strategy

The evolving UK Food Strategy places sustainability, public health and domestic food security at its core. For wholesalers, implications include reformulation pressures, and potential HFSS expansion. There may also be procurement shifts favouring British produce and carbon reporting requirements. While compliance adds complexity, wholesalers can leverage the strategy by aligning ranges with healthier and locally sourced products.

For foodservice wholesalers, early adaptation could unlock new public sector and contract catering opportunities. l

INDUSTRY OPINION

Colin Smith

Chief executive, Scottish Wholesale Association

Scotland’s wholesale sector is entering a defining period of change, shaped by overlapping regulatory, economic and political shifts, alongside emerging technology and innovations that offer opportunities to improve efficiency, resilience and sustainability.

At the UK level, packaging and waste reform measures continue to evolve, creating new expectations around data, compliance and cost recovery. The deposit return scheme remains on track for 2027, with wholesalers represented in a dedicated working group to influence practical design, anticipate operational impacts and identify opportunities.

Scottish policy developments add further complexity. HFSS regulations will take effect in October 2026, and the SWA continues to work with government to shape guidance that is proportionate and workable for wholesalers and symbol groups.

Alongside this, the Good Food Nation National Plan, Draft Climate Change Plan, Circular Economy Strategy, Community Wealth Building legislation, and Population Health Framework are reshaping Scotland’s food-and-drink landscape, signalling rising expectations around healthier environments, responsible sourcing and sustainable supply chains.

Wholesalers are central to Scotland’s wider sustainability transition. Businesses are constantly juggling the aspirations of investment in fleet decarbonisation, energy efficiency and waste reduction, all while managing ongoing rising operational costs. Balancing investment in growth, including AI, which can help create efficiencies and reduce costs, is hindered by the practical challenges of infrastructure gaps, technology readiness and cost pressures.

In a political landscape that is about to reset, engagement isn’t optional, it’s the route to ensuring the sector’s voice shapes the decisions that follow in the months and years beyond May.

Spotlight: Thomsons Foodservice

Paul Hill spoke to Thomsons Foodservice about how the opening of an on-site butchery has helped the company achieve growth

Talk us through your customer base and product range

Our family-owned business, established in 1987, is passionate about providing exceptional customer service and value. We offer a broad selection of fresh chilled, frozen, ambient foods and non-food items, with 40% sourced directly from Scottish producers.

In addition, we have our very own on-site butchery. Our skilled team offers an extensive range of high-quality meat products and cuts. All our meat is supplied from respected British and Scottish farmers and meat suppliers.

We supply restaurants, hotels, butchers, cafés, holiday parks and more in Dumfries and Galloway, South Ayrshire, South Lanarkshire, the Scottish Borders and north-west England.

What gives your business its USP?

Thomsons always strives to be first for quality and service. We achieve this by always putting our customers first and going the extra mile. We are continually improving and evolving to ensure we provide our customers with the best experience. For example, we only sold packaged meats until 2021. After many requests from customers and seeing a gap in the market, we decided to invest in a butchery. This has been very beneficial for

our customers and enables us to offer a more extensive range.

Additionally, we often order bespoke items for certain customers struggling to find them elsewhere. With a customer satisfaction rate of 97% and an ongoing five-star rating on Google across all reviews, we strongly believe we achieve our mission.

While we have grown and evolved over the years, our focus for keeping quality and service at the forefront has remained the

“ We actively encourage our customers to advise of any new product lines they require. This has helped to grow our product range organically

same, resulting in customers being as happy with the service and goods we provide as they have been for many years.

Any issues that arise – whether quality problems, delivery issues or anything else – are all dealt with in a timely and effective manner.

We are a member of The Wholesale Group, which is the largest foodservice buying group and second-largest retail buying group in the UK. This gives us the buying power of a large national business and means better pricing and variety for customers while providing a quality local service.

What are your growth plans?

The Wholesale Group has more than 50 years’ experience within the wholesale sector. This allows us to tap in to a wealth of information and gives us access to excellent support. We are excited to keep working closely with The Wholesale Group team to see all the opportunities that come along to help us continue to grow.

This will also involve supporting the ownbrand range of products, which are excellent quality at keen prices.

We have started incorporating AI into our business. This will bring huge benefits in terms of aiding the ordering process, helping to identify buying trends and much more.

What products do you want to sell in greater numbers?

Our on-site butchery is a massive asset to our business and has proved very popular

with our customers. It gives us the opportunity to meet customer demand by offering a more extensive range of high-quality meat products, including smaller joints, cut steaks, burgers, lorne, and our own mince and stew. We are very keen to keep promoting this and see it continue to grow.

Additionally, as a member of The Wholesale Group, we are keen to support the quality-approved suppliers, and as a result, continue to increase the products we stock across our ambient, chilled, frozen and non-food range. We actively encourage our customers to advise of any new product lines they require. This has helped to grow our product range organically, retain customers and attract new ones.

What is the biggest challenge the business faces?

All wholesalers will be aware of the many challenges facing the currently sector. In particular, the cost of employing staff, fuel costs, energy prices and the ever-increasing price of products.

These costs have to be absorbed by businesses and it is more important than ever to ensure appropriate margins are applied when pricing for our customers.

What has the company done to improve its environmental footprint?

Sustainability and reducing plastic are high on our agenda, and we have taken many practical steps to remove plastic and reduce food wastage throughout our business.

We source from eco-conscious Scottish brands such as Vegware, and only offer our customers an ever-growing selection of plant-based packaging products.

Our team is trained to use reusable baskets and containers to make up orders and transport goods.

We are also embracing digital marketing, which is greatly reducing our paper use, and our online ordering app also massively helps with this.

Over an eight-month period, we added 134 new users to our app. Additionally, as we purchase a significant amount of local and Scottish produce, we are able to collect or have them delivered, thereby reducing food miles. It is worth noting that all of our cardboard is recycled and taken off site by a local company.

We are hoping to install solar panels on our warehouse roof in the near future and are seeking advice on this. l

DRS lessons from abroad

Driving efficiency in the global compliance landscape Four key lessons from international DRS schemes and how UK wholesalers should adapt

Across the UK, the rollout of a nationwide Deposit Return Scheme (DRS) is edging closer, bringing with it significant operational, financial and logistical implications for wholesalers. For many, the big questions remain of how DRS will affect margins, storage and cashflow.

With the UK Deposit Management Organisation’s identity, icon and board now finalised under the name Exchange for Change (see image bottom right of page 21), the UK DRS system is taking shape. The not-for-profit body was established by the industry to design and deliver the DRS across England, Scotland and Northern Ireland, set to go live in October 2027.

Representing wholesale on the board at Exchange for Change will be former Bestway trading director Richard Booth, who said: “I’m honoured to have been appointed as a board director of UK DMO. With more than 30 billion drinks containers used in the UK every year – many ending up as waste or litter – the DRS is a transformational step towards a circular economy.

“I’m proud to represent the wholesale sector, nominated by both the FWD and SWA, to ensure our industry’s voice is heard in shaping

“ DRS has reshaped supply chains and driven new conversations

a scheme that is efficient, effective and accessible to all. We’re in the early stages of building the UK DMO, and I look forward to engaging with stakeholders across the supply chain as we move forward.”

While UK planning implementation continues, Booth and wholesalers don’t have to look far for insight. Countries across Europe have been operating successful deposit return systems for years, offering valuable lessons in what works across wholesale models.

In these markets, DRS has reshaped supply chains, driven new conversations around pricing transparency and forced greater collaboration. For wholesalers in particular, international experience highlights three recurring themes: the importance of early systems planning, clear communication across the supply chain and a proactive approach to range and pack strategy. l

Case studies*

Germany

Germany was the first big European country with a population bigger than 30 million to adopt a deposit refund scheme back in 2003, and it took inspiration from systems in Nordic countries. Germany’s DRS is reaching a very high collection rate and is including a collection of glass, metal and plastic – and the deposit (pfand) for PET bottles is €0.25, which is higher than for glass bottles (€0.08 and €0.15).

Lessons for UK wholesalers

• Get your systems ready early as deposits must be clearly separated from product pricing.

• Plan for extra storage because returned empties take up more space than expected.

• Keep invoicing simple as clarity prevents disputes with retail customers.

Lithuania

The Deposit Return System in Lithuania was launched in 2016, and it is considered one of the most modern in the world. During its first year of implementation, the collection rate of drinks containers reached 70% and continued to improve by 20% during the second year to reach a 90% collection rate in 2017. The latest collection rate reached 92% according to UNESDA.

Lessons for UK wholesalers

• Brief customers early to avoid confusion at launch which creates unnecessary pressure.

• Review your range by simplifying SKUs to make DRS easier to manage.

• Coordinate with suppliers makes sure compliant labelling avoids costly delays.

Romania

Romania’s Deposit Return Scheme is the most extensive centralised Deposit Return System in the world. The country stands out in Europe for its high number of traders relative to its population. If all beverage packaging sellers were integrated into the system, Romania would boast the highest density of collection points in Europe – one for every 220 inhabitants, far surpassing the 1,0003,000 inhabitants per point in other countries with established deposit return schemes.

Lessons for UK wholesalers

• Expect early disruption, so build flexibility into deliveries and collections.

• Watch for fraud risks and implement strong

checking processes from day one.

• Communicate clearly on pricing as transparency reduces retailer friction.

Norway

The DRS in Norway was launched in 1996 following 10 years of discussion, development and testing.

PET bottles for beverages and a small amount of HDPE and aluminium cans can be returned at one of the 3,500 reverse vending machines.

1

*Information provided by Sensoneo, a technology company that provides IT solutions for Deposit Return Schemes and operates various systems across Europe

October 2027

DRS projected start date in England, Scotland, Wales and Northern Ireland

Ninety-three per cent of the total drinks containers are collected via this stream and 7% are collected manually at one of the 11,500 collection points registered in the system.

Lessons for UK wholesalers

• Protect cashflow as deposits move through your business quickly.

• Work closely with the scheme operator because smooth reporting means faster repayments.

• Support your customers as wholesalers that explain DRS well build loyalty.

Producers are required to display a single instance of the Exchange for Change logo on each in-scope packaging item from October 2027

Foodservice focus round-up

Tim Murray looks at the latest trends and developments in the foodservice wholesale sector

With the hospitality sector sitting at the crossroads, foodservice providers need to adapt to changes in the market and move “from just managing pressure to leading innovation”.

That’s one of the key points from a new report from Kitwave Group-owned Creed Foodservice. The firm has just published its take on trends for 2026 under the banner of

Accept the Challenge, which it describes as a rallying call for operators, outlining microtrends in the out-of-home market.

Insights executive at the company Gabrielle Evans says: “In 2026, the challenge isn’t just to endure, but to survive, thrive and lead the change with agility and bold thinking. Our mission is to empower operators with real insight and creative inspiration.”

The six trends identified include ‘Create Value’, which is not just about price, citing

the work of the likes of Pizza Express, with its Pizzanaise, and Greggs and its Rewards+ app, as examples of companies offering rewards to the customer. Other trends are ‘Redefine Experience’ (social-first dishes, immersive experiences and creating more than just a meal); ‘Green Intelligence’ (sustainability beyond just being a buzz word); ‘Embrace Digital’ (technology that operators should embrace now); ‘Evolve Health’ (moving beyond low-calorie and high-protein into gut

health, fibre-focused meals and mood-boosting ingredients); and ‘Ignite Flavours’ (flavour fusion and adventure through eating with global influences). Creed said these can be developed to suit individual businesses based on their audiences.

The rise of street food

Over at Central Foods, the frozen specialist has seen a continued interest in street food as being a key trend, not least with Asian offerings. The company’s managing director, Oli Sampson, says: “Street food remains a big growth area in foodservice wholesale, as the evolution of street traders into bricks-andmortar premises continues.

“We were one of the first to market bao buns in the UK. Since then, we’ve continued to develop the range, including vegan options to ensure it’s accessible and functional across a wider variety of menus.”

A trend towards global influences in flavours has also been spotted by Asian sauce and condiment supplier Lee Kum Kee, while ongoing interest in fusion dishes was also noticeable. “We are experiencing demand from catering operators for authentic Asian flavours that work hard across the menu; multi-use, versatile products that facilitate a streamlined service are vital, offering better portion control and longer shelf life, which help maintain margin without compromising on perceived value,” says associate director, business development Ivan Pan. New products from Lee Kum Kee include Gyoza Sauce, Chiu Chow Chilli Oil and Premium Mushroom Seasoning Powder.

The company’s executive business development chef, Rob Owen, says: “Food innovation can feel like an overwhelming task for operators, but it doesn’t have to mean reinventing the wheel. Small changes with smart thinking can unlock big wins for businesses in this climate. Innovating around the edges, for example, lifting a dish from good to amazing with some knock-out sauces and sides, as well as making it really visually appealing can draw the consumer in and give them a sense of value.”

Meanwhile, Sabert says that the biggest challenges facing wholesalers and their customers are “availability, complexity and regulation”. The food packaging manufacturer says availability has been affected by too many similar SKUs and fragmented ranges, which in turn creates forecasting difficulty and customer confusion.

“Customers are demanding faster response times, better sustainability and consistent

performance, which can be solved through better supplier relationships and data, as well as by simplifying ranges,” says a spokesperson for Sabert.

Easing pressure on kitchens

Meanwhile, buying group The Wholesale Group has advised its members that certain products can ease pressure on kitchen staff – and solving operational problems in busy kitchen environments will prove popular for foodservice customers, particularly in competitive catering sectors. It has also

“

Demand continues to grow for global cuisines and culturally diverse flavours

reminded them that prepared products help offer “consistency, portion control, margin control and no waste”, and points to its Chef Approved own-brand products, taking in everything from bakery and juices to cleaning products.

Foodservice managing director at The Wholesale Group Coral Rose says: “They

simplify operations across multiple channels including pubs, cafés, education, care and contract catering, which makes them the perfect addition to any wholesaler’s offer.”

Rose adds that the range can also help wholesaler members support caterers with problem-solving: “Work with your customers to support them to buy smarter, not just cheaper. Leverage exclusive ranges, own brand and added-value propositions that match (and often exceed) the market leaders on quality, value, taste and consistency, without the price tag that comes with a brand name.”

Global flavours

Meanwhile, La Lorraine Bakery has responded to the continuing demand for global street food by launching a range of authentic Argentinian empanadas, handcrafted by a family-owned bakery in Portugal. The range – backed up by Mintel research showing almost half of UK consumers are actively looking for new international flavours when eating out – includes beef empanadas, and vegetable and spinach & cheese options.

The bakery’s trade marketing manager, Rebecca Calveley, says: “Empanadas are familiar yet distinctive, making them ideal

4.5%

UK food inflation in Q1

for operators looking to refresh menus with minimal risk. Their versatility allows chefs to use them across a wide range of foodservice occasions.”

Over at Bidfood, Simply Food Solutions has launched a hospitality-focused brand under the banner of Discovery Kitchen. The brand will offer British-made global dishes, with trend-based products: Korean-inspired Sticky Gochujang Chicken, Tofoo Red Thai Curry and Mediterranean Beef & Fennel Meatballs. The dishes, developed working with Bidfood’s culinary director, Martin Eshelby, stemmed from Bidfood’s 2026 Food and Drink Trends report.

Simply Food Solutions managing director Yaqoob Ishaq says: “With consumer demand continuing to grow for global cuisines and culturally diverse flavours, we are proud to offer high-quality dishes that not only meet these expectations, but also help simplify operations for foodservice providers.”

Depot deals

Devon-based wholesaler RD Johns has secured a multimillion-pound funding package from HSBC UK for capital investment and strategic acquisitions. The funding, part of the company’s ambitious growth strat-

egy, includes £4m-worth of asset finance to help upgrade its delivery fleet and equipment.

The wholesaler, which supplies meat and fish, frozen, chilled and ambient goods to foodser vice and hospitality, is forecasting 6% organic growth over the next year, with further growth expected across its procurement and sales arms, and investments in its meat and fish division.

Personnel changes

While up in Staffordshire, Waterside Food Services marked the opening of its new site in Branston with an open day and trade event. It gave customers the chance to connect with suppliers and explore the new site, complete with specially built cold stores. Managing director Chris Morgan said the wholesaler was “thrilled” with the response.

Castell Howell Foods, meanwhile, has also opened a new site, with the new Merthyr Tydfil depot marking the end of a 12-monthlong refurbishment project. The company said the move further strengthens its capacity, enabling it to better service schools, hospitals and independent businesses across the region.

Booker Wholesale has appointed a new managing director for foodservice and SME, with Neville Irani joining from Brakes, where he was director of independent foodservice, in the spring. Blakemore, on the other hand, has promoted from within and made Marc Deakin group supply chain and logistics director. Deakin, who started as a part-time chilled warehouse operative at the company more than 30 years ago, will also join its executive leadership team.

At Cotswold Fayre, Gary Jordaan has been appointed operations director and will be focusing on “supporting sustainable cross-category growth, enhancing service and building scalable processes to support the business’s long-term strategy”. His previous experience includes Euro Food Brands, Bosh! Media, Mars and Friesland Campina. l

Buying Group Briefing

Paul Hill looks at the latest developments in the buying group sector

Welcome to the Buying Group Briefing – a quarterly that highlights the latest trends, insights and best practices within the world of wholesale buying groups

The Caterfood Buying Group

The Caterfood Buying Group’s recent conference proved to be an opportunity for attendees to strengthen relationships within the business’ community. Delegates engaged with one another, as well as with the 51 suppliers who showcased a variety of products available to the buying group.

Meanwhile, members of the CFBG leadership team delivered sessions across both days, offering strategic updates, sharing achievements and outlining the group’s vision for the years ahead. Phil Atyeo, managing director, said: “We were thrilled to see such strong engagement across all member businesses.”

Caterforce

Derbyshire-based Holdsworth Foods joined Caterforce in March in a move that will take the buying group’s turnover past the £1bn mark. Founded in 1969, Holdsworth is a family-run independent foodservice wholesaler supplying a wide range of chilled, ambient and frozen goods to thousands of caterers across the UK. As well as its headquarters in Derbyshire and nine depots across the UK, the wholesaler further strengthens Caterforce’s national coverage.

Meanwhile, Caterforce managing director Gary Mullineux has taken on an additional role as joint chief executive of European Catering Distributors.

• Member-Owned Buying Group with Diversity and Focus on Growth at its Heart

• Industry Leading Promotions across all Impulse, Grocery, Food Service and Non-Food Categories

• Central Distribution and Central Invoicing Services

• Dedicated Business Development Support

• Events Calendar including two Annual Trade Shows and Overseas Convention

• Personalised Marketing Leaflets

• Full Category Support via Sugro Digital Drive Your Sales Magazine and Online Portal

• Opportunity to Join Sugro Insight Service (SIS)

• Member AI Accelerator Workshops

• Free of charge access to NIQ Brandbank images and assets

• Free of charge access to My Emissions carbon reporting platform

• Free of charge access to Trackable Overrider System

• Digital Signage and Procurement Services

Country Range

Country Range Group current head of trading Dean Pendlebury has been promoted to the role of buying director, a job he began at the start of this year.

Heading up a team of five, his responsibilities in the newly created role will include executing and implementing a buying plan in line with the updated five-year strategy and increasing the sales value of the threetiered own-brand portfolio to £250m by 2030.

Pendlebury joined the team in 2013 and has helped build the group’s buying power up to £360m, as well as working within purchasing strategy in previous category buyer, senior buyer and head of trading roles.

NBC

Kevin Jopson, of Northern Retail Group, and Spectrum Foodservice’s Joe Marlow have been named as member directors of buying group NBC, following the board resignations of David Longfellow and James Granville, who will remain as group members.

Confirmed at the business’ 2025 Annual General Meeting, managing director David Lunt (pictured) revealed that despite both 2024 and 2025 having been a “rollercoaster” for the industry – with economic challenges and further consolidation throughout the supply chain – NBC continues to show revenue growth, and it is fully expected to beat the 2025 budget, as the company continues to deliver upon its principles.

Sterling Supergroup

Sterling Supergroup has partnered with TWC Group for the launch of a wholesale shipments data and insight programme designed to help members and suppliers track performance, identify growth opportunities and make more informed commercial decisions. Sphere will be integrated into TWC’s SmartView sales reporting platform, with the buying groups’ wholesalers’ shipments data made available to participating suppliers for the first time through software. This service will also enable participating wholesale members and suppliers to track group performance, identify emerging trends and spot growth opportunities.

Sugro

Sugro has partnered with group-purchasing organisation Procure Partners to offer its members the service of business support to help reduce costs and improve efficiency across logistics, packaging and waste management categories.

The partnership is claimed to enable members to improve profitability while ensuring operational resilience and compliance. Through this collaboration, Sugro members will also gain access to centralised group pricing, supplier audits and dedicated category support covering; parcel delivery and courier services; 3PL and chilled warehouse solutions; packaging and consumables; and waste management.

Unitas

Unitas is improving sales and availability for partnered convenience stores by combining warehouse space and sales data across its membership.

Unitas chief operating officer David Cooke (pictured) also told Better Wholesaling that one of the firm’s targets for 2026 is looking at how it can use its collective network to improve deliveries into small shops.

He said: “The mission is to show the supply base what the under-utilised resource looks like, and how we can get their brands into our depots. We have so many depots across our membership of 134 wholesalers, and volume purchases are changing. We can’t just look at sales figures.”

The Wholesale Group

The Wholesale Group is forecasting 12.5% growth across its two divisions (10% foodservice, 15% retail) over the next 12 months, with the buying group now at 225 members, which collectively serve nearly 350,000 customers across the UK.

Speaking at the buying group’s Senior Supplier Briefing, the management team gave an insight into the company’s growth accelerators and strategy for the year ahead, with retail managing director Tom Gittins calling independent wholesale “the fastestgrowing sector in the market, with discounters racing to the bottom and the supermarkets saturated”. l

Soft drinks

Tamara Birch identifies the latest trends and developments in the fast-moving sector

The UK soft drinks market is worth nearly £15bn, with value sales growing by 7.1% year on year. One of its biggest players, AG Barr, says that the four biggest segments within the category are carbonates, worth £5bn, sports and energy at £3bn, followed by pure juice, and juice drinks and water, worth £2.4bn and £2.2bn, respectively.

“These segments combined make up three-quarters of total sales,” the company says. “Within carbonated, cola remains the biggest flavour, but other flavoured carbonates are spearheading this growth, with sales up by 5.6%.” To help wholesalers capitalise on this growth, AG Barr has refreshed the look of its Irn-Bru range and purchase intent is up by 13%, it says.

flavours have contributed 18% of growth in the cola sector. “Cherry variants in particular have delivered £270m in value sales over the past year, and remains a key route to value,” she says. Reflecting this trend, CCEP launched Diet Coke Cherry, which joins its Coca-Cola Zero Sugar Cherry range, too.

7.1%

Simon Gray, founder of Fizz with Purpose and exited founder of Boost Drinks, says that wholesalers who can balance flavour and accessibility are becoming increasingly important, especially when it comes to limitededition options.

Category sales growth year on year

“Limited-edition flavours remain important for driving trial, particularly in summer, but they perform best when layered onto a strong core range rather than replacing established bestsellers,” he says.

SUPPLIER VIEWPOINT

Rob Long Category controller, Highland Spring Group

Two defining trends are accelerating water category growth: the mainstreaming of proactive wellness and a prioritisation of positive hydration. This evolution in drinking habits, characterised by a decline in sugar and alcohol consumption, is being met by an increasing consumer preference for natural, locally sourced brands. These shifts are not just seasonal, but represent a long-term transition in how the UK shops the soft drinks aisle.

Consumer behaviour has shifted markedly in recent years toward proactive health management. Staying hydrated is essential for overall health and well-being. This trend is driving a decline in alcohol and sugary drinks consumption, while accelerating the demand for natural products, which offer a healthier way to hydrate.

Kate Abbotson, senior external communications manager at Coca-Cola Europacific Partners (CCEP), echoes this and says

The energy market

Last summer, sports and energy accounted for 40% of all value sales, according to Red

To capitalise on this shift, wholesalers must pivot their range toward low- and no-sugar options. By dedicating a significant share of space to high-growth segments, such as bottled water, they empower their customers to meet the demand for healthier hydration options.

Proud to be celebrating 60 years of successful growth and development

At Sterling Supergroup we know that to remain a trusted, award winning wholesale buying co-operative and market leader, takes both hard work and fantastic partnerships.

Our in-depth market knowledge and collaborative approach means our ever expanding, free to join membership is as proud as we are to be a not-forprofit group with exceptional pricing and a long term commitment to sustainability.

Decades of experience and our membership strength enable us to continue delivering quality product ranges at exceptionally competitive prices.

60 years is something special, a real milestone, which we will celebrate with our valued members and suppliers.

As we celebrate our diamond anniversary, we are marking the year with a standout programme of events. We began in January with the successful launch of Sterling CONNECT, followed by our annual Spring Show in March. In April, we continue the celebrations with a special 60th Anniversary event at the Tower of London, before bringing the year together at our flagship 60th Annual Conference and Exhibition in September.

To help celebrate all our achievements, the SSG team are attempting one of their own!

For three fantastic charities

To donate and for more information, please scan the QR code

CATEGORY ADVICE

Bull, with functional energy drinks the key to growth in wholesale.

The energy drinks firm says: “The demand for added ingredients widens to also include receiving an added benefit through a product. Now, 70% of soft drinks consumers agree it’s important that their beverages give them some functional benefit.”

In fact, health and well-being continues to be on consumers’ agenda, and Red Bull says it is the number-one priority for nearly half the population. Within soft drinks, low- and no-sugar variants have been the go-to healthy option for many years, and 20% of the UK are buying a no-sugar functional energy drink and have done so in the past 12 months. In order to meet this demand, Red Bull has since launched Red Bull Zero to offer a recognisable brand, but with no sugar.

Flavoured functional drinks are also growing, with nearly one-quarter of the population now buying these drinks, according to Red Bull, and its Editions line has been a core success driver for this. Its most recent launch, Spring Edition Cherry Sakura – meaning

Capri-Sun Mango & Passion Fruit

The new variation is available in a 330ml pouch. It is made with no artificial flavours or preservatives and has no added sugar. The brand claims its pouch format has the lowest carbon footprint of all formats.

Red Bull Cherry Sakura Spring Edition

This flavour comes in 250ml, 330ml, 473ml and 4x250ml formats, and the Japan-inspired Spring Edition Cherry Sakura variety is described as having a delicate floral taste. The flavour’s name means ‘cherry blossom’ in Japanese.

cherry blossom in Japanese – is described as having a delicate floral taste. It is available in all formats, including multipacks.

The flavour functional trend is also seen by C4 Energy, which says customers are looking for interesting flavours with new products that offer added vitamins and minerals, more natural ingredients and zero sugar.

“

Differentiation and unique flavour profiles are appealing to consumers

“This year will continue to see differentiation and unique flavour profiles appealing to consumers,” a spokesperson explains. “Flavour collaborations have been a huge success in soft drinks, highlighted by C4’s collaboration with Millions, and will continue to drive interest in the category through nostalgic flavours.”

C4 recommends wholesalers merchandise

PRODUCTS

Rubicon Raw Cherry Burst and Cherry Raspberry

The two flavours are available now in cases of 12 500ml cans. The variants come in a Cherry Burst and Zero Added Sugar Cherry Raspberry flavours and are price-marked at £1.

Irn-Bru Ice Cream and Cherry

AG Barr is releasing 2l formats of the two flavours, with a 500ml format to follow. Stores will receive 30% margin when sold at the £1.69 price-marked price. The Ice cream variant is due to be launched in April, followed by Cherry in May.

energy drinks by segment and sub-segment to help customers navigate the fixture more easily, as a clear, well-merchandised fixture can also be a great way of driving trial of new soft drinks.

The demand for healthier alternatives

With shoppers becoming more aware of their health and what’s good for them, they’re looking for soft drinks that meet these goals. This includes protein, flavoured milk, water and juice drinks. Protein milk drinks especially are emerging as a fast-growing segment, now accounting for one in 10 flavoured milk drinks sold, with 48.7 million units purchased in the past year.

Meanwhile, Mars and Snickers Hi Protein milk drinks by Mars Drinks & Treats (MD&T) contain 20g of protein and 158 calories per serving to help wholesalers capitalise on the protein and functional benefits demand. “Our Hi Protein range offers a recognisable brand to help drive attention to a wholesaler’s fixture,” Kerry Cavanaugh,

Ribena Summer Fruits

This will launch in three formats: 850ml squash; a 500ml plain bottle and a £1.35 PMP; as well as a 250ml carton in plain and PMP formats. The Ribena brand grew by 8% in value and 3% in volume in 2025.

Tango Zero’d Thirst Trap

The limited-edition flavour from Carlsberg Britvic blends juicy peach, sharp orange and a tropical pineapple flavour together and comes in various formats. Tango has a off-trade retail value of £113m.

CATEGORY ADVICE

general manager at MD&T, says.

Cavanaugh adds that while many flavoured drinks are ambient to support stock management, encouraging chiller merchandising is vital as it remains key to driving impulse purchases from those seeking a ready-todrink refreshment.

But the key ‘health’ beverage is water, and many consumers are trying to increase their daily intake. Therefore, wholesalers must maintain a comprehensive water range that enables retailers to cater for every consumer occasion. Popular brands include Volvic, Evian and Highland Spring.

“Visibility is the primary driver of volume in a depot,” says Rob Long, category controller at Highland Spring.

basket sizes.”

Seasonality plays a strong role in both water and juice drinks, and Mazen Baaklini, founder of eauYes Water, says that sparkling options benefit most in the summer months. “However, demand increasingly carries through autumn and winter, as shoppers look for lighter alternatives to classic fizzy drinks,” Baaklini says.

Richard Ellison, own brand manager at The Wholesale Group, says that low- and no-sugar drinks are now mainstream and are highly unlikely to disappear.

£15bn

The value of the channel

“Highland Spring should be positioned front-and-centre among other healthy hydration options within the soft drinks aisle. We recommend clear brand blocking by variant and size to simplify the shop, supported by volume-led multibuys to encourage larger

“These drinks are firmly established as mainstream and are usually in the chilled area, however, ambient formats with longer shelf life remain important for wholesalers managing space, cashflow and availability,” he says.

“There is also a clear shift towards simplification, fewer SKUs, stronger core lines and products that work across both retail and foodservice customers.”

KEY TAKEAWAYS

1. Low- and no-sugar and healthier alternatives are growing

From a wholesaler perspective, Tom Youngman, UK head of sales at Love Struck, says the growth in soft drinks is clearly concentrated in low- and no-sugar, water and smoothies. “These are the formats that operators feel comfortable selling day in, day out across multiple channels, from cafés and garden centres through to education and leisure,” he says.

This low- and no-sugar trend expands across the category, with water becoming higher in importance as the ultimate health drink. This is closely followed by protein products, as shoppers become more educated.

2. Functional drinks is a subcategory to watch

Functional drinks often mean added benefits, such as options that offer vitamins and minerals. A popular variant hitting the market is lion’s mane, which is said to help with brain function and the nervous system. Within the functional drinks segment, shoppers are also looking for the right flavour, with nearly one-quarter of the population now buying these drinks.

Suppliers report growing flavours to include are cherry and fruity flavours, with the likes of PepsiCo launching a Tropical flavour earlier this year into the channel.

3. Offer a healthier alternative

While shoppers are continuing to buy cola and carbonates, health is a trend that wholesalers cannot ignore. Health will be different for everyone, but protein is a strong subcategory for retailers. Many have reported Huel and own-label protein shakes are popular, but with the nostalgia trend ongoing, MD&T’s Hi Protein range can help with sales. Within the health trend, water is a year-round seller – but with summer approaching, it’s worth considering if you should increase your offering. If shoppers are buying for health, they’ll likely want sparkling or a strong flavour – or for general hydration, still water remains king. l

Breakfast, lunch and dinner

Tom

Gockelen-Kozlowski

takes a look at the products driving sales in wholesale

Across a broad range of categories and sectors, wholesalers are helping stores become a destination for quick, healthy and value-for-money meal options. Fortunately, suppliers have also been hard at work evolving their products and developing new solutions to help the industry thrive.

On the go

One of the ways wholesalers – and their retailer customers – have managed to capitalise on the foodto-go opportunity is via the emergence of trusted brands.

es, particularly to add more interest to their lunchtime choices, Rustlers offers a hot option, with variety and flavour that fully meets their needs.”

One advantage that multiple convenience stores have long held over the independent sector is margin-squeezing meal deals. Urban Eat – which recently announced a partnership with plant-based food manufacturer Gosh! – is helping wholesalers take a big step towards competing in this market.

73.4% Quaker Protein sachets and pots sales growth over the past 12 months

“Rustlers, the £109m powerhouse of chilled snacking, is supporting wholesalers and retailers in growing food-to-go profits with its popular line-up of convenient, high-value, flame-grilled burgers and sandwiches,” says Ross Davison, head of convenience at Kepak (Foods Division).

“With many food-to-go shoppers now seeking alternatives to traditional sandwich-

“As more people return to the office and juggle increasingly busy routines, the need for convenient, plant-based food that doesn’t compromise on flavour or nutrition has never been clearer,” says Caroline Hughes, marketing director at Gosh!.

Designed for busy consumers on the go, the new Gosh! Falafel & Houmous Wrap and the Falafel, Lettuce & Tomato (FLT) sandwich, combine bold flavours, quality ingredients and fibre-packed falafels.

SUPPLIER VIEWPOINT

Ed Merrett Wholesale Controller, PepsiCo (Quaker)

The breakfast category as a whole is constantly evolving, so brands need to adapt to meet consumers’ priorities – namely health, convenience and great taste.

That’s why there’s a focus on HFSScompliant, high-protein and high-fibre innovations with simpler recipes and expansion of on-the-go and single-serve options that make it easier for people to enjoy a wholesome, nutritious breakfast.

Incidentally, the shift towards on-thego formats and single-portion breakfasts has opened up more opportunities to show up outside the traditional cereal aisle – including convenient front-of-store locations – so we can make it easier for shoppers to pick up a nutritious breakfast, even when they’re in a hurry, and the opportunity for the category to increase penetration.

We’ve all grown up being told breakfast is the most important meal of the day. We’ve seen a continued shift this year towards breakfasts that are quick and easy to prepare, but we need to ensure that it still delivers nutritional goodness – and great taste – so people can start their day the right way.

CATEGORY ADVICE

Of course, food to go doesn’t simply mean meal deals or hot food options. Nomadic Yoghurt & Oat Clusters has become a staple on-the-go breakfast and snack offering in many wholesalers over recent years.

The company is now rebranding to become Nomadic Clusters. “Nearly 30 years on from introducing the format, we thought it about time it got a simpler, more memorable name,” says Jennifer Crew, senior brand manager at Nomadic. “There’s still huge potential for Clusters’ growth.”

Protein continues its rise

For more than a decade, protein has been identified as a trend to watch, with sales data continuing to show sales growth that other subcategories would die for. Remarkably, this upward trajectory shows no sign of slowing down.

“Quaker Protein sachets and pots have grown by 73.4% in sales volume over the past 12 months,” says Josephine Taylor, marketing director at Quaker.

“They give shoppers a quick, convenient

Rustlers

Kepak has invested in a brand refresh to improve the differentiation between product types and different proteins across its extensive range throughout convenience retail.

7 Days Oreo Croissant

A brand collaboration was made possible by Mondelez acquiring 7 Days in 2021. The snacks have an RRP of 79p and should appeal to existing 7 Days shoppers and Oreo consumers.

and nutritious breakfast that supports their active lifestyles. By leveraging the natural goodness of oats, consumers can enjoy a satisfying, protein-rich breakfast, whether at home, at their desk or on the go.”

One of the benefits of the protein trend, in consumers’ eyes, is its health credentials –but it is not alone.

“

Food to go doesn’t simply mean meal deals or hot food options

“We want to encourage families and individuals to consume a healthy, balanced diet with plenty of the essential nutrients required to support healthy bones, muscles and bolster immunity,” says Lorraine Rothwell, head of brand at Weetabix.

To “help families stay informed and make healthier choices throughout the year”, Weetabix has introduced updated packaging

PRODUCTS

Quaker Protein

Quaker Protein sachets and pots have grown by 73.4% in sales volume year on year. The range, which comes in an easy-to-use and convenient format, offers consumers a protein-rich breakfast at home or on the go – supporting an active lifestyle.

Tilda Spicy Mexican Rice

Arriving on shelf with new packaging, the company’s updated veggie-packed Spicy Mexican Rice recipe comes in a pouch format that can be easily microwaved and added into world flavour recipes. The new recipe features black beans, sweetcorn, red peppers, chipotle and jalapeño chillies.

to prominently highlight the vitamin D, fibre and iron it contains.

At the start of the year, rye bread brand Biona launched ‘Rye January’ in an effort to encourage more Brits to give its products a try.

“We know many UK consumers are now concerned about the levels of additives and preservatives in their daily sliced loaf and the potential impact that can have on their health,” says Carmen Ferguson, brand manager at Biona’s parent company, Windmill Organics. “Rye bread is the perfect solution to those concerns.”

Baked goods

Biona isn’t alone in seeing an opportunity for breads and baked goods in the independent wholesale category – as can be seen from Mondelez International’s acquisition of 7 Days.

Their first collaboration is 7 Days Oreo Croissant. “This combination has been carefully developed to appeal to both existing 7 Days shoppers and loyal Oreo fans looking

Nomadic Clusters

Boasting a brand-new name for 2026, they are available in a range of flavours including Strawberry and Double Choc. This comes nearly 30 years after introducing the format.

Pukka World Flavours

Grab & Go Parcels

Pukka’s new 130g on-the-go format includes Jamaican Jerk Chicken and Mexican Beef flavours, as well as a Indian Spiced Vegetable variant.

*Source: Circana All Outlets & KWP Discounter, Total Hot Coffee Volume Sales for 52 w/e 25th March 2023. **Subject to change and availability.

®Reg.

for something different, exceeding expectations in consumer testing,” says a brand spokesperson. “The product boasts a unique recipe that blends the soft, airy dough of a classic 7 Days croissant with a dual-texture filling that delivers the distinctive taste of Oreo cream and cookie pieces.”

Another brand tie-in capitalising on the popularity of on-the-go chilled products is Cathedral City, which has worked with Summit Foods to create three new products: Cathedral City Cheddar & Ham toasties, Cheddar and Red Leicester toasties and a Cheddar & Ham croissant.

adventurous – and suppliers are meeting the moment.

“As a British brand catering to a beautifully diverse audience, it’s incredibly important that we’re celebrating as many cultures as possible,” says Isaac Fisher, chief executive at Pukka.

£29.9m

The company recently launched Pukka ‘World Flavours’ grab-and-go parcels –including Jamaican Jerk Chicken, Mexican Beef and Indian Spiced Vegetable – to reflect the changing tastes, and face, of modern Britain.

The predicted value of food to go by the end of 2026 (+3.4%)

“With consumers becoming increasingly time-poor, shoppers are looking for quick, convenient and fresh meal solutions to satisfy their everyday food needs,” says Abi Armson, senior brand manager at Cathedral City.

New flavours

Whether driven by trends on TikTok or our growing love of travel and new experiences, consumers’ tastebuds are becoming more

“When developing the products, our top priority was coming up with something that tasted great and felt authentic. That’s why we travelled the world, visiting Jamaica, Mexico and India, to bring a taste of these iconic culinary destinations to the UK, of course, adding our signature Pukka stamp along the way,” says Fisher.

Tilda, meanwhile, has revamped its Spicy Mexican Rice, promising to deliver a “fiesta in minutes”. The new recipe features black beans, sweetcorn, red peppers as well as chipotle and jalapeño chillies.

KEY TAKEAWAYS

1. On-the-go formats

Wholesalers are continuing to benefit from the food-to-go market through the emergence of well-known and trusted brands. Leading suppliers such as Kepak and Pukka are supporting retailers with convenient, high-value ranges such as flame-grilled burgers and sandwiches designed for quick consumption.

Other suppliers, such as Urban Eat, as well as those working with plantbased manufacturers, are also strengthening their offer. As more people return to office working and manage busier lifestyles, demand is rising for convenient plant-based food that delivers on flavour and nutrition.

2. Protein sales are heading in one way

The strong growth of protein-focused products shows no sign of slowing in 2026, with protein sachets and pots from the likes of Quaker, having recorded significant increases in sales volume over the past year.

This reflects a growing consumer interest in filling, nutritious breakfasts that can be eaten at home, at work or on the move.

Protein is not the only health trend driving sales, however. Established cereal brands, such as Weetabix, have refreshed their ranges and messaging to promote balanced diets and the intake of essential nutrients to appeal to the health-conscious consumer.

3. A taste for new flavours

Consumers are becoming more adventurous in their food choices, influenced by social media trends and increased interest in travel and global cuisine. As a result, brands are responding by celebrating a wider range of cultures and introducing internationally inspired grab-and-go options.

New product developments, such as Pukka’s ‘World Flavours’ grab-and-go parcels in three formats, has focused on delivering bold flavours while maintaining an authentic taste experience that reflects the changing preferences of modern Britain and global influences from abroad. l

PEOPLE, CULTURE AND LEADERSHIP