INSIGHT AND INNOVATION TO FUEL STRATEGIC GROWTH
September 2026
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INSIGHT AND INNOVATION TO FUEL STRATEGIC GROWTH
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INSIGHT AND INNOVATION TO FUEL STRATEGIC GROWTH
September 2026
A SUSTAINABLE FUTURE How to run a profitable operation that achieves net zero SOLVING EXCESS STOCK ISSUES p6
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ESG REPORTING p10
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WELCOME Why green policies make commercial sense
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here is often a danger that conversations around sustainability and ESG become dominated by targets, terminology and long-term ambitions. But during a recent visit to Rowan International in Basildon, Essex, I was reminded that some of the most interesting examples are happening much closer to the day-to-day realities of wholesale operations. I sat down with the company’s managing director, Sarah Guest, to discuss Rowan’s long-term plans and the state of the market, both in the UK and across the more than 20 countries the business trades in. One of the biggest takeaways was its approach to excess stock. Rather than seeing surplus inventory as waste, Rowan is helping manufacturers and wholesalers find value in products that might otherwise go unused. It is a simple but powerful example of how commercial opportunity and sustainability can work together, and that is a theme running throughout this edition. This also features an interview with Hunt’s Food Group, which discusses its ambitions and approach to the challenges facing food and drink wholesale today. Also in this issue, we look at eight practical ways wholesalers can turn ESG reporting into genuine business value. We also examine the wholesale channel’s route towards net zero, with a look at how the industry is approaching the target. Transport will be a major part of that journey, and I explore the SWA’s latest
report on electric heavy goods vehicles and what the emergence of eHGVs could mean for the wholesale sector, alongside a case study examining the green transport solutions already being developed.
“ can mean Sustainability
finding efficiencies, reducing waste, unlocking new revenue and building more resilient businesses Across all these stories, the message is clear: sustainability is not simply about reducing carbon or meeting future targets. For wholesalers, it can mean finding efficiencies, reducing waste, unlocking new revenue and building more resilient businesses. The challenge now is turning ambition into action, and making sure that action makes commercial sense.
REPORT P4-5: Opinion Why operating at net zero is essential for operations P6-8: Interview How Rowan International is solving the excess-stock problem P10-11: Reporting Eight ways wholesalers can turn ESG reports into business value P12-13: Solutions Analysing the SWA’s latest report on green transport P14-15: Spotlight Hunt’s Food Group talks us through its growth story P16-17: Future proofing Plotting the channel’s path to achieving net zero by 2040 P18: Opinion Elit Rowland on why partnerships are still the backbone of wholesale
ADVICE P19-20: Buying groups The latest news from each of their operations P22: Importing The sustainable benefits of Flemish potatoes P23-26: What to Stock Our annual guide to the biggest-selling products P25: Brand in Four Highland Spring discusses the huge water category opportunity
Paul Hill Editor
Editor Paul Hill
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P28-31: Foodservice Focus All the latest from the catering and OOH sectors P32-37: Christmas, Halloween and New Year The trends and developments for this profitable period
Senior content and production editor Ryan Cooper
Better Wholesaling's publisher Newtrade Media cares about the environment.
Better Wholesaling Insight is published by Newtrade Media Limited, which is wholly owned by NFRN Holdings Ltd, which is wholly owned by the Benefits Fund of the National Federation of Retail Newsagents. Reproduction or transmission in part or whole of any item from Better Wholesaling may only be undertaken with the prior written agreement of the Editor. Contributions are welcomed and are included in part or whole at the sole discretion of the editor. Newtrade Media Limited accepts no responsibility for submitted material. Every possible care is taken to ensure the accuracy of information.
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REPORT
Gilroy’s viewpoint Net-zero carbon emissions, a fantasy? Operating wholesale distribution at net zero is beyond being a nice to have – it is essential
David Gilroy, managing director, Store Excel
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erpetual heatwaves, rampant wildfires, river levels at their lowest ever, droughts and crop failures. There can be no doubt that after decades of pumping carbon into the atmosphere, the climate emergency has arrived. As reported in The Sunday Times, sir Chris Hohn, founder of the £60bn hedge fund TCI Fund Management, says that global warming is “blindingly obvious”, and that any idiot can see climate change accelerating. He states: “If you aren’t decarbonising your business, you could go out of business.” He has given away more than £1bn of his personal wealth to tackle climate change. Is it possible to run a wholesale, logistics and distribution operation at net zero? Yes, it is. And it has been achieved many times. One great example took place on 18 June 1815 at the Battle of Waterloo. Led by the Duke of Wellington, the Allied Forces secured a narrow and hard-fought victory over Napoleon’s French army. It proved to be
(UK government, 2019), while many other countries have established similar targets. Wholesale businesses play a critical role within global supply chains by acting as intermediaries between manufacturers and retailers. Although wholesalers often have lower direct emissions than manufacturing industries, they influence substantial emissions through transportation, warehousing, procurement, packaging and supplier relationships. Operating at net zero means reducing greenhouse gas emissions as much as possible while balancing any unavoidable emissions through credible carbon removal methods. For wholesale businesses, achieving net zero requires improvements in energy efficiency, renewable energy adoption, sustainable logistics, responsible procurement, waste reduction, digital transformation and effective governance. Businesses generally measure emissions using the Greenhouse Gas Protocol, which divides emissions into three categories. Scope 1: direct emissions from owned or controlled sources such as company vehicles and heating systems. Scope 2: indirect emissions from purchased electricity, heating and cooling. Scope 3: indirect emissions throughout the value chain, including purchased goods, transport, employee commuting, waste disposal and customer use. For wholesale businesses, Scope 3 emissions usually represent the largest proportion of their carbon footprint because products are sourced from manufacturers worldwide and distributed to business operators. There are six key areas of focus.
decisive as it signalled the end to Napoleon’s imperialism and ushered in a long period of European peace. Of more importance to us for the purpose of net zero is the sheer scale of the endeavour on both sides. The Battle of Waterloo illustrates the immense logistical demands of Napoleonic warfare: feeding nearly 190,000 soldiers, sustaining more than 40,000 horses and keeping more than 500 artillery pieces supplied required an extensive transport system built almost entirely on animal power and horse-drawn wagons. For the campaign, heavy supplies were moved by barges along Belgium’s rivers and canals before being transferred to wagons for the final overland journey. Historians estimate the armies were supported by several thousand wagons moving continuously between depots and Energy-efficient UK government’s net the front. The campaign warehouses zero target date infrastructure supporting the Warehouses consume engaged forces represented in considerable amounts of the order of 6,000-8,000 tonnes electricity through lighting, of military material – a highly refrigeration, heating, ventilation impressive exercise in pre-industrial age and automation equipment. Improving logistics. Impressive it was, but unacceptwarehouse efficiency represents one of able by today’s standards. Medical care was the fastest methods of reducing emissions. primitive to virtually non-existent. And food Modern LED lighting systems consume quality was, at best, “variable”. Back to significantly less electricity than traditional the question, can we hit net zero with fluorescent lighting while lasting much modern-day standards? longer. Motion sensors ensure lights operate Climate change has become one of the only when areas are occupied, reducing defining challenges of the 21st century, unnecessary energy consumption. Heating requiring businesses across every sector to and cooling systems also contribute heavily reduce greenhouse gas (GHG) emissions to emissions. Replacing conventional gas significantly. The UK has committed to heating with electric heat pumps powered achieving net zero greenhouse gas emissions by renewable electricity can substantially by 2050 under the Climate Change Act 2008 reduce carbon emissions. Improved insula-
2050
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tion, smart thermostats and energy management systems further decrease energy use. Automation technologies also improve energy efficiency. Automated storage and retrieval systems optimise warehouse operations, reducing travel distances for equipment while increasing productivity. Renewable energy adoption Electricity generation remains one of the largest contributors to greenhouse gas emissions globally. Wholesale businesses can significantly reduce Scope 2 emissions by purchasing renewable electricity or generating their own. Installing rooftop solar photovoltaic panels on warehouse facilities provides clean electricity while reducing operating costs over the long term. Large warehouses often possess extensive roof space, making solar energy particularly attractive. Some businesses enter Power Purchase Agreements (PPAs), purchasing renewable electricity directly from wind or solar farms. Others purchase certified renewable electricity through energy suppliers. Battery storage technologies can store excess renewable energy generated during daylight hours for use overnight, improving energy resilience while reducing dependence on fossil fuel electricity. Renewable energy investments often have relatively short payback periods because of declining technology costs and increasing energy prices. Sustainable transport and logistics Transportation often represents the largest source of operational emissions for wholesale businesses. Goods frequently travel internationally before reaching warehouses and are then distributed nationally to customers. Fleet electrification provides one of the most effective decarbonisation strategies. Electric delivery vans produce zero emissions and become increasingly sustainable as electricity grids transition towards renewable energy. Hydrogen fuel cell technology may become particularly suitable for heavier vehicles requiring longer driving ranges, although infrastructure remains limited. Route optimisation software reduces fuel consumption by planning the shortest and most efficient delivery routes. Artificial intelligence can analyse traffic patterns, delivery schedules and vehicle capacity to minimise unnecessary journeys. Consolidating deliveries reduces partially loaded vehicles, improving fuel efficiency. Collaborative logistics allows multiple wholesalers to share transportation resources, reducing overall emissions.
Waste management Net-zero businesses seek to minimise waste generation while maximising resource efficiency. The waste focus prioritises prevention, reuse, recycling, recovery and disposal. Wholesale businesses generate cardboard, plastic film, pallets, damaged products and electronic waste. Effective segregation enables high recycling rates. Food wholesalers can reduce waste by improving inventory management, using demand forecasting and redistributing surplus food to charities where legally permitted. Circular economy principles encourage
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Digital transformation plays a vital role in achieving net zero businesses to recover products, refurbish equipment and recycle valuable materials instead of disposing of them. Reducing waste frequently lowers both environmental impacts and operating costs. Digital technology Digital transformation plays a vital role in achieving net zero. Internet of Things (IoT) sensors monitor warehouse temperatures, electricity use and equipment performance in real time. Artificial intelligence identifies
inefficiencies that human operators may overlook. Cloud computing reduces reliance on physical servers while improving operational efficiency. Digital documentation eliminates paper use throughout procurement, invoicing and logistics operations. Blockchain technology enhances supply chain transparency by recording product origins and sustainability information, allowing wholesalers to verify supplier environmental claims. Carbon accounting software enables businesses to measure emissions accurately, establish reduction targets and monitor progress over time. Employee engagement and advocacy Technology alone cannot achieve net zero without employee participation. Businesses should provide sustainability training covering energy conservation, waste reduction, sustainable procurement, efficient driving and environmental awareness. Employees often identify practical opportunities for improving efficiency because they understand day-to-day operations. Incentive programmes rewarding sustainability innovations encourage continual improvement throughout organisations. Leadership commitment remains essential for embedding sustainability within organisational culture. Operating at net zero is both the right and the smart thing to be doing. And now it’s urgent. l
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REPORT
Interview: Rowan International Paul Hill was in Essex to see how a wholesaler is taking an excess stock problem and turning it into a huge opportunity with a sustainable benefit across the supply chain
Sarah Guest, managing director
PH: What attracted you to Rowan and the excess stock wholesale sector? SG: The ability to solve a problem and support sustainability in the FMCG market. When I arrived at Rowan, I realised that excess stock was often associated with dusty, old products that nobody wanted. But what I saw was high-quality, big brands that were still perfectly fit for purpose, in excellent condition, just in need of a new home. Historically, it was almost a hush-hush sector. People didn’t really talk about the fact that businesses like Rowan could take a problem away from a manufacturer. I wanted to change that perception and show that excess stock can actually be a really valuable part of the FMCG supply chain. We’re providing a genuine alternative route to market, supporting manufacturers with their goals of reducing landfill and destruction, while protecting the brand equity they spend years building. It’s increasingly important for manufacturers to be able to demonstrate what happens to their products and improve traceability. So, we offer both a commercial and sustainable benefit. What sort of products do you trade in? We’re roughly 50/50 food and non-food,
although our range changes constantly. We’re buying new stock every week and typically turn our stock around every 30-40 days, so what you see in the warehouse today could look dramatically different within a couple of weeks. We specialise in the essential FMCG product categories, but we have been known to sell mattresses, garden furniture and kitchenware; if someone has a problem, we do our best to find a commercially viable and environmentally sustainable solution. There are many drivers of excess stock, including changes to pack sizes, product specifications and fluctuations in consumer demand. The weather has a huge impact on consumer shopping habits and if they don’t buy in the volumes expected, the retailer doesn’t need as much stock. The manufacturer is then left with inventory it needs to move. Food is particularly likely to become excess stock because of dates, as manufacturers and supermarkets have strict requirements
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with only a few weeks left or even past its BBE, as the contents are perfectly safe if they have been stored appropriately. Laundry products are a good example of a category where manufacturers are constantly changing pack sizes to hit different price points for consumers, particularly with the ongoing cost-of-living crisis. That can leave perfectly good stock that no longer fits the retailer’s requirements. By specialising in excess stock, we operate a non-recurring revenue model, rarely buying the same product twice. This offers great variety for our customers, and means we have a very agile and adaptable sales team, who learn products and brands fast. One of the things we also pride ourselves on is protecting brand equity. We work with manufacturers to make sure products don’t end up in places that could disrupt their existing agreements.
around shelf life. We primarily work with ambient products with best-before rather than use-by dates. A supermarket, for example, might require a product to arrive with nine months of life remaining, and when it falls outside those requirements, the manufacturer needs to find another home for it. We work with a lot of customers who can take product
Where does the stock go once Rowan has bought it? We put it into our warehouse in Basildon in the UK, or into our European warehouse in the Netherlands if we’re buying from manufacturers in Europe. From there, we sell it into international markets. So far this year, we’ve sold into 29 different countries, across 300-plus customers. Our vehicle fill rate is 98.8%, which means fewer trucks, fewer miles and around one-third lower transport emissions per pallet than the DfT’s average HGV fill rate of 65%. Our customers are primarily discount re-
We’re providing a genuine alternative route to market, supporting manufacturers with their goals of reducing landfill and destruction
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tailers and wholesalers who supply convenience stores. We don’t operate directly with the major supermarkets or Aldi and Lidl. We’re more focused on businesses that have regional coverage rather than national so that we can support manufacturers in reaching new audiences that don’t interrupt their core distribution channels. How important has the European operation become since Brexit? It is integral to our continued growth as a business, providing us with essential routes to new customers and stock. In 2025, it represented 60% of our sales and around 50% of our purchases. It offers the manufacturers we work with a vital outlet to new consumers that do not disrupt their core sales channels and allows them to test new territories
before committing to investment in global expansion. We knew as soon as Brexit was announced that our ability to move goods across borders was going to become more challenging, but remain critical to growth. We therefore put a plan in place to establish a European hub. We now work with a third-party operation in the Netherlands, close to the Dutch-German border. It’s a very good location for serving markets such as Germany, Holland and France, and it has allowed us to continue trading effectively across Europe. We have a team in the UK managing customs clearance, and we deal with all the associated duties, taxes and paperwork on behalf of customers and some suppliers to make trade as frictionless as possible. However, Brexit has added a lot of complexity through red tape and paperwork, and has been a huge financial challenge, adding around £450,000 in costs, without providing any additional value to the business. These are the things that make it harder for businesses like ours to grow. We want to invest in people and expand, but the regulatory burden of doing what we have always done can make that more difficult. How do you deal with different regulations across markets? We have an in-house QA team, and a new technical and compliance manager, who help us navigate the ever-changing rules for each of the countries we work in. We can relabel products so they’re compliant with local legislation. We have a team that produces the labels and, depending on the customer, the products can either be relabelled for them or we can send the labels with the stock for the customer to apply themselves. We manage the whole process and include the relevant duties, transport and other costs in
STAT BOX
Employee base
52
Countries operating in
29
Turnover
£57m
Suppliers helped
329
Products saved from landfill
93 million units
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REPORT STAT BOX
(PREVIOUS 12 MONTHS)
Labels printed
4.5 million
our pricing. That means the customer gets one clear sale price rather than having to navigate all the different costs and regulations themselves. It also means suppliers have full traceability of where their products go and the confidence that they are fully compliant for the local markets they are sold in. How have global events affected the business? We’ve seen significant volatility in commodity prices, particularly cocoa, which has had a direct impact on chocolate products. When raw ingredient prices rise, manufacturers have to pass some of those costs through the supply chain, ultimately affecting consumers. This has driven changes in demand through core distribution channels, leading to waves of excess stock with short shelf life. More broadly, geopolitical issues and the wars in the Middle East and Ukraine have led to higher fuel prices affecting us, just like all other wholesalers. In addition, the uncertainty around tariffs and the supply-chain disruption within the Strait of Hormuz has led to manufacturers having stock that needs an alternative route to market. How could technology and AI change the business? We’re looking at how we can use AI and technology to become more efficient and remove administrative tasks that don’t require human input. The important thing is freeing our people up to do what humans do best: build relationships, have conversations, get on a plane, visit customers and understand what’s happening in different markets. We’re a UK-based business serving Europe,
and you can’t always understand what’s happening in a market from behind a desk. You have to go there and see it for yourself. The right use of technology frees up the time to do this. What are your ambitions for Rowan over the next few years? Regardless of how clever technology becomes in improving forecasts on supply and demand, the unpredictability of human desire means there will always be problems that manufacturers need help to solve if we are to reduce our impact on the environment to the levels we need to combat climate change. I want to see Rowan support more businesses to reduce their carbon footprint, and ensure the innovative and interesting products that get developed and launched find homes for which they were originally designed. It’s about helping families feed and clean themselves and their homes at prices that are affordable by keeping products in the supply chain for longer. There is nothing stopping us doubling in size, but it needs to be done sustainably. Today, I only know what I’m buying and selling two weeks ahead, reacting to problems with short windows of opportunity and tight turnaround times. I want to have conversations earlier in the product life cycle with manufacturers so that I can offer a wider range of solutions and better commercials that feed into their supply chain planning. We have the expertise to help manufacturers turn risk into reward with the right planning, collectively having a positive and lasting impact on both the environment and the communities in which we operate. l
Unique SKUs sold
16,000
Pallets moved between Europe & UK
6,000
Customs documents created
10,000
Vehicle utilisation rate
98.8%
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REPORT
ESG reporting: Eight ways it can become valuable Wholesalers cannot control every part of their supply chains, but they can focus their buying power where it will make the greatest commercial, environmental and social difference opportunities, focus on a manageable group of suppliers and build from there. Here’s eight practical and proactive steps that wholesalers can take to gain a strong reputation in business sustainability.
Nicole Sherwin, chief impact officer, EcoVadis
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or wholesalers, environmental, social and governance (ESG) – or as we term it, business sustainability – issues can sound like another reporting burden. In practice, they are closely linked to familiar business pressures – controlling costs, protecting supply, retaining customers and reducing risk. At EcoVadis, we see business sustainability as covering four key areas: environment, ethics, human and labour rights, and sustainable procurement. The biggest business sustainability-related impacts often sit outside a wholesaler’s own operations. For example, across sectors, supply chain emissions are, on average, 21 times higher than companies’ direct emissions. Yet more than 90% of businesses have no target for reducing upstream Scope 3 emissions, according to research by EcoVadis and Boston Consulting Group. There is also a financial case for acting. The same research estimates that up to half of supplier emissions could be cut at no net cost, generating a return of three-to-six times the investment. Wholesalers do not need to transform every supplier relationship at once. The practical starting point is to identify the greatest business sustainability risks and
gets and whether product-level information is available. Smaller suppliers may need templates, guidance or more time. A short request that produces usable information is better than a lengthy questionnaire that is ignored or completed poorly.
1. Find the biggest hotspots first Start with information the business already 3. Make supplier engagement holds. Look at annual spend, purchasing a conversation volumes, product categories, sourcing counA questionnaire may identify a problem, but tries and the suppliers that would be most it will not solve it. Explain why information difficult to replace. is being requested and how better perforFor example, for food and drink wholemance could benefit both businesses. salers, likely carbon hotspots include Start with a small group of important agricultural ingredients, chilled and frozen suppliers. On matters relating to the enviproducts, energy-intensive manufacturing, ronment, discuss practical measures such as packaging, transport and food waste. Labour lighter packaging, consolidated deliveries, risks may be higher in labour-intenrenewable energy, lower-carbon sive production, seasonal work, ingredients, better forecasting or outsourced logistics or goods improved emissions data. Sustainability sourced from countries with Engagement should be will have limited weaker worker protections. ongoing rather than an annual form-filling exercise. influence if it 2. Build a baseline Companies with several remains separate with data EcoVadis assessments from decisions Do not let gaps in supplier scored an average of 63.2 on price information delay action. in the 2026 Sustainability For example, an initial Scope Ratings Index, compared with 3 estimate can use purchasing 51.5 for companies assessed for spend, product volumes, delivery inforthe first time. While this does not prove mation and recognised industry emissions that assessments alone caused the improvefactors. Wholesalers should expect some ment, it indicates that structured engagement gaps. The 2026 EcoVadis Sustainability and follow-up are associated with stronger Ratings Index found that 73% of assessed performance. companies had no reporting on upstream Buying groups can also help by agreeing Scope 3 emissions. Fewer than 1% provided common questions, templates and expectabuyers with detailed sustainability data that tions. This reduces duplicated work for supcould readily support purchasing decisions. pliers and gives smaller wholesalers access The next step is to improve estimates to shared expertise. using information provided directly by suppliers. Keep initial requests focused. 4. Put ESG into everyday Again, looking at Scope 3 emissions as the buying decisions example, ask priority suppliers whether they Sustainability will have limited influence if measure emissions, what energy and fuels it remains separate from decisions on price, they use, whether they have reduction tarquality, availability and service.
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manufacturer could come from several other businesses and countries. This remains a significant blind spot. Four out of five tier-one suppliers assessed for the 2026 EcoVadis Index had no documented process for identifying or managing sustainability risks within their own supply chains. Only 2% had an external grievance mechanism that workers deeper in the chain could use to report human rights violations. Do not try to trace every product immediately. Ask suppliers in higher-risk categories to identify the origins of key ingredients and materials, and their most important upstream suppliers. Prioritise products linked to high emissions, deforestation, water stress, intensive manual labour or higher-risk sourcing countries. This helps distinguish between a supplier with a responsible-sourcing statement and one that can explain how risks are managed in practice.
Add proportionate ESG questions to supplier onboarding, tenders, contracts and performance reviews. These might cover carbon measurement, waste, packaging, labour standards, worker grievance mechanisms and progress against agreed actions. However, paperwork should be treated as a starting point rather than proof of performance. The 2026 EcoVadis Index found that 42% of companies still relied on unverified supplier questionnaires. Only 20% conducted on-site supplier audits. The level of scrutiny should reflect the risk. A local, low-risk supplier should not face the same process as a high-volume supplier operating across a complex international supply chain. 5. Start where emissions and costs overlap Some of the quickest opportunities are already familiar wholesale measures. Better forecasting can reduce spoilage. Fuller vehicles and smarter routes cut fuel use. Efficient refrigeration can lower energy bills. Removing unnecessary packaging can reduce purchasing and disposal costs, and it can often be the case that measuring waste properly can reveal costs that are otherwise hidden within purchasing, storage and disposal budgets. 6. Check whether workers can raise concerns safely A human rights policy is only a starting
point. Wholesalers should look for evidence that suppliers have put meaningful worker protections into practice. EcoVadis analysed 2,899 suppliers to UK retail and consumer goods businesses between 2023 and 2025. The findings were first presented at an event hosted in association with the British Retail Consortium. Of the 242 suppliers operating in countries classified as high risk for labour and human rights abuses, 72% had a written human rights policy. However, 56% provided no formal channel through which workers could safely report concerns such as unpaid wages, excessive overtime, harassment or forced labour risks. Only 61% had introduced practical measures such as worker training, whistleblowing arrangements or third-party audits. Just one in five had both a formal policy and at least four worker protection measures in place. Ask suppliers some direct questions. Can workers report problems confidentially and in their own language? Are they protected against retaliation? What happens after a concern is raised? Can the supplier show that cases have been investigated and resolved? 7. Look beyond your immediate supplier The greatest environmental or labour risk may sit several stages further down the chain. A wholesaler may buy from an established manufacturer, but the ingredients, raw materials, packaging or labour used by that
8. Give the work an owner and track progress ESG cannot sit with one contact while remaining separate from the rest of the business. Give a senior leader responsibility and involve buying, operations, finance, HR and commercial teams. Keep reporting focused. Useful measures might include: • The proportion of purchasing spend screened for ESG risk • The number of priority suppliers providing carbon data • Progress against agreed reduction actions • Food, packaging or fuel savings • The percentage of higher-risk suppliers with effective worker grievance arrangements. Choose a small number of measures that the business can influence, and review them alongside existing supplier and operational performance. Wholesalers sit in a powerful position between producers, manufacturers and customers. This creates exposure to supply chain risks, but it also provides an opportunity to influence how products are sourced, made and moved. The aim is not to solve every ESG issue immediately. It is to focus on the areas that matter most, work constructively with suppliers and build better information into normal business decisions. This can cut costs, strengthen supply chain resilience and help wholesalers meet customer expectations. EcoVadis is a specialist in business sustainability rating platforms l
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REPORT
Case study: Green transport solutions
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Paul Hill looks at the SWA’s latest report on eHGVs and their effect on the channel
new case study from the Scottish Wholesale Association (SWA), Renault Trucks and specialist contract hire provider Vertellus has found that electric heavy goods vehicles (eHGVs) can already match, and in some cases exceed, diesel performance on local wholesale delivery routes – with up to 95% of short and regional journeys achievable using electric trucks. However, it highlights that charging infrastructure – especially beyond built-up areas such as Scotland’s central belt – as well as support with building confidence in route planning and incorporating eHGVs into fleets remain areas where development is needed. The findings come from the Vertellus EV Discovery Programme, which allows wholesalers to lease 18-tonne Renault Trucks E-Tech D electric HGVs for 12 months at a
cost comparable to diesel equivalents. Facilitated by SWA, two wholesalers – United Wholesale (Scotland) and Creed Foodservice – took part in the trial, operating the vehicles in real-world conditions across multiple seasons on multi-drop food and drink delivery routes.
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eHGVs can perform well on local, multi-drop routes and deliver meaningful carbon savings Meanwhile, transport-related emissions remain the largest source of Scope 1 (operational) emissions for the wholesale sector, with SWA research showing that HGV fuel use accounts for 63.7% of the sector’s emissions in Scotland. The trial was designed to
give wholesalers practical, evidence-based insight into how electrification could support their decarbonisation goals. Ylva Haglund, head of sustainability and communications at SWA, said: “Joining the EV Discovery Programme offered both companies an opportunity to accelerate their journey towards net zero by testing eHGVs in real-world operations, while gaining practical insights into electric vehicles in fleet operations. “The wholesale sector has understandable reasons to be cautious about electrification – tight schedules, thin margins and no room for deliveries to fail. What this trial shows is that those concerns and the reality of electric HGVs are starting to diverge. That should give wholesalers confidence to begin their own transition.” Steve Rich, operations director at Creed Foodservice, said: “The EV Discovery Programme has been invaluable in allowing
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THE KEY FINDINGS l Up to 95% of short and regional journeys are achievable using eHGVs across both operators’ fleets, based on real-world data. l The eHGVs consistently matched or exceeded diesel performance in local multi-drop operations. l Vehicle range is often underestimated in practice: trial vehicles used just 36% of battery capacity, on average, indicating significant headroom to increase utilisation as confidence grows.
us to explore the real-world capabilities of the eHGV without the significant investment that would be needed to purchase our own vehicle. We hope other wholesalers can take confidence from our positive experience and look to replicate it within their own operations.” Meanwhile, Chris Gallacher, managing director of United Wholesale (Scotland), said: “This trial has shown us that electric trucks can perform effectively within our day-today delivery operation while also reducing emissions and running costs. The positive response from our drivers and customers has been particularly encouraging and gives us confidence to keep moving forward. We are fully committed to reducing emissions across our business, and introducing electric vehicles is an important part of our longterm sustainability plans. It will also help us support the sustainability ambitions of our suppliers and retail customers.” This case study has given the two wholesalers a valuable opportunity to introduce electric HGVs to their fleets and test them
under real operating conditions. Their experiences show that eHGVs can perform well on local, multi-drop routes and deliver meaningful carbon savings. Driver and customer feedback has also been encouraging, with many responding positively to the quieter, modern driving experience and visible commitment to greener practices. While full fleet electrification across the sector will require continued infrastructure and technology development, as well as access to training support, the findings show that wholesalers can begin their transition today, starting with the routes that already work. While investment in vehicles and charging infrastructure is essential, successful deployment at scale will also require investment in people. Training transport managers, planners and drivers to work confidently with new technology will be critical to unlocking the full potential of eHGVs. The full case study can be found at scottishwholesale.co.uk
l Emissions savings exceeded 50kg of CO2 per 100km, equating to 1013 tonnes annually per vehicle. l Depot-based charging delivered lower running costs than diesel – UWS reported costs around £10-£20 lower per 100km, while Creed Foodservice estimated an annual saving of £6,630. (Figures are based on February 2026 prices. The cost savings are likely to be even greater following recent volatility in global energy markets driven by geopolitical tensions in the Middle East.) l Driver and customer feedback was largely positive, with confidence growing as experience with the vehicles increased. l Charging infrastructure and route-planning remain areas for continued development, though solutions are emerging rapidly across the UK. l
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REPORT
Interview: Hunt’s Food Group Paul Hill visited Dorset to see how a fifthgeneration business is managing to balance financial and sustainable growth
education, healthcare, hospitality, retail and leisure. The business has no plans to increase its geographical area – however, we do have a plan to increase sales through high service levels, a great product range, our exclusive own-brand products, as well as our brilliant team. Selling newer categories into our customer base, such as fresh fruit and vegetables, nonfood and artisan cheeses, is also a focus. Thomas Hunt, chief executive, Hunt’s Food Group
PH: What is the history of the business? SW: As a fifth-generation family-owned and -run business, Hunt’s started in 1912 with a small dairy herd at Blackmarsh Farm in Sherborne, Dorset. More than a century on from Ernest Hunt’s first milk round, it now employs more than 650 people. We are a leading supplier of catering, retail, natural and well-being products, with a range spanning more than 10,000 products – from fresh, chilled and frozen foods through to everyday cupboard essentials and beverages. We also stock well-known household brands alongside our own exclusive ownbrand products, so we pride ourselves on being a genuine one-stop partner for our customers. We haven’t stopped at food and drink, either, as last year we bought a commercial vehicle workshop that is an approved MAN dealership to bring all our fleet maintenance in house, which cut costs and improved efficiency across our fleet. Who are your customers, and do you have plans to evolve this? We supply more than 6,000 businesses across the south of England, south Wales and the Midlands, spanning sectors including
What gives your business its USP? Our USP is being a sustainable, one-stop independent wholesaler that delivers big-business scale without losing sight of our family values. Our business is based on the values of personal touch, relentless determination, and being selfless, adaptable, trustworthy and dependable. These guide everything we do. While we are focused on commercial growth, our priority is, and always has been,
“
We plan to increase sales by 5% each year through high service levels, a great product range, our exclusive own-brand products, as well as our brilliant team our people. This is why we are a Sunday Times Top 100 employer and hold Living Wage, Living Hours, B Corp and Disability Confident accreditations. We’ve also donated more than £1m to charity during the past four years and are continually investing in our people, with our colleague retention currently at an alltime high.
What is the overarching five-to-10-year strategy for the business? We want to follow our vision of being a business that manufactures, sells and delivers great-tasting food that was set out five generations ago. To achieve this, we want to maintain a desirable working culture. This means continued company events, investment into facilities and equipment, listening to our colleagues and the company advisory group, and fair remuneration packages. Our aim is to grow sales by 5% each year and will remain so. This requires investment into vehicles and warehousing. The south-east is also an area we are targeting for future growth. We plan to increase the range of exclusive own brands available to our customer base. Our farming roots also ensure we are passionate about the farm-to-fork offering we achieve through the Thorner’s brand and we want to build on its success. Increasing operational service levels through end-to-end scanning is also something we will introduce next year. In addition to this, embracing technology and AI into our internal systems will be a key focus, as well as trying to minimise our cost base offering as a competitive price point to our customers. Growth of other parts of the business, such as further Hunt’s Food Halls, is another area we will look at. Furthermore, we plan to make a positive impact in the local community in terms of charitable giving, employment and working with local producers wherever possible while doing this in a sustainable and environmentally conscious manner. What is the biggest challenge that the business faces? Our rising cost base and trying to become more efficient to avoid passing as little as this onto our valued customers as possible. Large increases in wage costs resulting from significant wage inflation over the previous five years has been a huge challenge, alongside the significant increases in overhead costs such as fuel, vehicles and refrigeration. To mitigate this, the business has tried to embrace technology and the use of AI as far as possible, route our vehicles more efficiently, as well as purchase a vehicle workshop to reduce associated maintenance costs. What work has the company done to improve its environmental footprint? We’re the second food wholesaler in the UK to hold B Corp Certification, reflecting our
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p14-15 Hunts Food Group DPS.indd 14
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STAT BOX
Year founded
1912
Buying group
Caterforce
dedication to people, the planet and future generations. Among our initiatives are implementing solar panels on all buildings, eliminating food waste by working with the Devon and Cornwall Food Action Group, as well as local food banks, and utilising our colleague canteen and retail enterprises. Tree planting and rewilding projects are other areas that have helped our green credentials, along with the running of our fleet on biodiesel. Moreover, our own dairy and beef herds allow us to minimise our ecological footprint while maximising the health and quality of our produce. How do you ensure that the business has a strong gender balance and is attracting the workforce of tomorrow? The business has a strong gender balance as emphasised by our gender pay gap report. This has happened organically – however, it is monitored regularly by our HR Team. Gender balance has also improved significantly in operational roles such as warehousing and transport in recent years, which we are very proud of.
In order to continue this good work, we are improving facilities, equipment, training and qualifications, and promoting a culture that provides flexible working where possible and an increasing of remuneration packages. In addition to this, the business has always partnered with local schools, attended career fairs, and provided work experience and temporary roles in school holidays. With a strong ‘promote from within’ culture, several colleagues have completed apprenticeships, additional training and qualification at Hunt’s. Our driver’s academy also takes driver’s mates or van drivers through their HGV qualifications and CPC days. What is your opinion about Andy Burnham as PM? Ultimately, our focus as a business is on our team, customers and suppliers – trying to be the best we can be. We can’t alter or influence the political landscape, and time will tell how successful Andy Burnham will be. Our hope is he supports our customer base and hospitality as it plays a vital role in society. l
Product range
10,000+
Employees
650+
B Corp Certified
Since 2023 15
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REPORT
The channel’s route to net zero Paul Hill looks at how the FWD and SWA are structuring the wholesale channel’s path
T
he wholesale industry is levels of deep decarbonisation are also responding to the net-zero needed for Scope 3 emissions through value challenge with public commitchain engagement and advocacy for national ments and strategies, with and cross-sector climate action. businesses having pledged to work towards eliminating carbon emissions The five key themes targeted in the in their businesses by 2040, ahead of the report are as follows: UK’s net zero 2050 target. “That’s why FWD, in conjunction with our friends at Zero-emission vehicles: Road transport SWA, has developed this sector roadmap – particularly HGVs – contributes c. 60% to help wholesalers, particularly those at of the sector’s Scope 1 and 2 emissions. the early stages of developing their netFreight decarbonisation should be a key zero strategy, with clear practical actions focus for climate action. Key to delivering to take,” explained James Bielby, chief deep decarbonisation will be countryexecutive of the FWD. wide rollout of zero-emission vehicle In response to this urgent need infrastructure supported by ambitious for action, the UK wholesale policy measures. sector has outlined a sectorlevel ambition to reach net Renewable electricity: zero Scope 1, 2 and 3 emisElectricity use accounts for The UK wholesale sions by 2040 in a report c. 25% of wholesale sector sector has set a titled ‘Wholesale sector Scope 1 and 2 emissions. sector-level ambition Net Zero roadmap: DelivDue to electricity’s to reach net zero ering the sector’s climate increasing importance by 2040 transition by 2040’. as an energy source for This ambition aligns with decarbonising transport other key partners from across and heat, it will be critical the UK’s food and drink sector, and to make energy efficiency and the research conducted identified key renewables procurement a key part of the sources of Scope 1 and 2 emissions as sector’s climate transition plans. road transport, followed by electricity use in depots and offices. Low-carbon refrigeration: The ability Other sources of Scope 1 and 2 to refrigerate products is a critical element of emissions identified were fuel used to the food and drink supply chain. However, heat buildings and refrigerant leakage F-gases can have a Global Warming Potential from storage and HGVs. (GWP) many thousand times greater than Furthermore, to align with corporate CO2. These emissions can be tackled through net-zero best practice, at least a 90% reducactions such as using lower-GWP alternatives tion in emissions will be required. Similar and reducing refrigerant leaks.
Heat decarbonisation: Achieving deep decarbonisation of buildings represents a two-fold challenge: businesses need to both reduce the amount of fuel used, while also transitioning to low- and no-carbon energy sources. This will require the retrofitting of existing buildings and ensuring new construction meets high carbon standards. Value chain engagement: Indirect emissions from the value chain (known as Scope 3 emissions) make up c. 96% of a wholesaler’s total carbon footprint. Ingredients in products sold by wholesalers – including emissions from deforestation – risk commodities and agricultural processes. l
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REPORT
Opinion: Why the channel’s lifeblood is relationships With AI slowly taking over elements of wholesale there are still some areas that it cannot help with
Elit Rowland, head of communications, JJ Foodservice
T
he pace of AI is changing everyone’s roles to some degree – in comms and marketing, we’ve noticed that everyone has become a pro copywriter! Meanwhile, we’re using tools that help us to become better graphic designers. Roles are merging – but there’s one thing that AI cannot help with, and that’s the important and powerful role of partnerships. In wholesale, relationships have always been our greatest strength. We build them with customers, suppliers and colleagues every day. But when people talk about partnerships and communities, they may often imagine big budgets and dedicated teams. In reality, not many of us have those. But some of the most meaningful initiatives start with something much smaller: a conversation, a nudge, a willingness to make a difference. I’m a huge believer in the power of partnerships, and here are a few that have been working well for us recently at JJ Foodservice. Lending a hand Our long-term vision is to have a positive impact on the communities we serve – be it through delivering quality food to caterers and homes or helping out with small local efforts. Through our monthly paid volunteering
Mex Ibrahim, co-founder, Women in the Food Industry, visits Elit at JJ Foodservice Enfield
day initiative, JJ colleagues spend time supporting causes that matter to them. Earlier this year, teams helped clear and rejuvenate an Age UK garden space. More recently, we’ve been preparing to clear an allotment area that will be transformed into a space for exercise, well-being and community activities. The work itself is not revolutionary. It’s a few hours of teamwork, some gardening tools and people willing to lend a hand. Community impact isn’t always about grand gestures – it’s about showing up, building relationships and contributing where you can. Living Our Values One initiative we’ve recently launched is the JJ LOV Awards. Colleagues are invited to nominate team members who demonstrate our mission, vision and values in their work. Winners are recognised across the business, helping us celebrate positive behaviours while strengthening connections between teams. It’s a simple idea, but a little recognition can be so powerful. When people feel appreciated, they become more engaged, more motivated and more connected to the wider business.
Future Partners Now in its second year, our Future Partners programme is one of the projects we’re excited about. As JJ Foodservice grows and enters new markets, supplier partners are key in helping to open doors. Each year, we invite prospective suppliers to apply, with successful applicants invited to ‘Speed Connect’ with our buyers at JJ Connect, our annual conference. This year, applications were up 120%, and we’re introducing a smaller supplier rate to support growing businesses. I also recently met the incredible Mex Ibrahim, who co-founded and runs Women in the Food Industry. We’re now offering complimentary places to their members who apply and are selected, helping ensure our pipeline supports smaller and more diverse businesses. None of these partnerships happen through traditional comms, PR or a complex strategy. They don’t happen with AI, either. It starts with something much simpler: a conversation. Successful partnerships have been about leaning into your local and work community, taking small steps, and seeing where it all leads. l
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09/09/2026 16:51
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
Caterforce The business has unveiled a refresh of its corporate branding as the group celebrates its 35th year in business. The new logo identity will be introduced across Caterforce’s communications and platforms over the coming weeks, and is said to reflect the ambition, strength and shared purpose of its membership, which will all meet for its bi-annual conference in November.
National Buying Consortium The company has revealed its NDN B-2-B Portal as a major step forward in ensuring that the access members get to brands is as seamless as possible. Revealed at the buying group’s annual conference in Budapest, the portal allows for central ordering so members can use a single centralised point for orders and invoicing rather than managing multiple supplier accounts.
19
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xxx
REPORT
Sugro In what is claimed to be an industry-first trial for UK food and drink wholesalers, two of Sugro’s members – North West Wholesale and Youings Wholesale – are using AI agents to educate their customers about a new confectionery range. They are using ProConnect’s AI technology on their WhatsApp Business API channels, giving retailers the chance to explore NPD with questions specific to their customers.
Unitas Former Total Foodservice managing director Garreth Wilson has joined Unitas as head of foodservice development in what is a brandnew role that has been created to develop and deliver a growth strategy for the buying group’s foodservice members. The role will involve engaging with members, understanding their businesses and identifying sales opportunities.
The Wholesale Group The group has achieved B Corp Certification, which recognises businesses that meet high standards of social and environmental performance, transparency and accountability. Awarded by B Lab following an assessment, it reflects an organisation’s commitment to balancing purpose with profit and to operating responsibly for the benefit of all stakeholders.
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10/09/2026 11:10
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BW ad template.indd 21 Advert 2026.indd 1 Advantage Winners Press
(BDM SOUTH) 07/09/2026 29/06/2026 14:32 15:00
REPORT
ANNONSE
In partnership with VLAM
The European potatoes opportunity Paul Hill speaks to Flanders’ Agricultural Marketing Board about the sustainable benefits of UK wholesalers importing Flemish potatoes
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 Katrien De Nul, promotion manager potatoes, VLAM
liable year-round deliveries and can respond By-products are reused in applications such quickly to changing market demands. as animal feed and renewable energy, ensurmarkedet innen 48 timer produsenter investereringtungt være en smart rotasjon av Norske forbrukere er virke How does VLAM work as an For UK wholesalers, Flemish potatoes that as much of the potato as possible is etter innhøsting – og bevar i innovasjon og bærekraft. dyrkingsmetoder som følger lig lidenskapelig opptatt av organisation and how can it help offer consistent premium quality backed by valorised, and waste is minimised. l er dermed smak og friskhet. De bruker biologiske årstidene: belyst vinterdyrk jordbær. Den norske jord wholesalers? strict European food safety standards, as Belgiske eksportører tror på plantevernmidler, samler ing, oppvarmede drivhus, bærsesongen er imidlertid VLAM (the Flanders’ Agricultural Marketing well as reliable year-round supply with short BELGIAN styrken iPOTATOES gode relasjoner. ganske kort – fra juni til plasttunneler, friland og AT A GLANCE Board) is the official organisation responsible transport distances. They also offer a broad De tar seg tid til å forstå august. Det er her belgiske mer. for promoting Flemish agricultural, portfolio deg, ditt marked og dine og andre europeiske jordbær horticulEn annen grunn tilofatproducts, jord from fresh potatoes to tural and fisheries products in Belgium and fresh processed l Belgium is Europe’s largest spesifikke behov – fordi ekte bær frister forbrukere fraand frozen potato products kommer inn i bildet – med «At de smaker så godt, around the world. It is a unique partnership alongside flexible packaging and product exporter of processed potato partnerskap bygger på tillit utmerket smak, jevn kvalitet sommer til vinter, er dyrking between the Flemish government andav theulike jordbærsorter. customisation.Hver This comes from thevår industry products. skyldes dedikasjon og og personlig kontakt. Med og pålitelig tilgjengelighet agri-food industry,sesongen working toerstrengthen being made up of family-owned businesses produsenter, kooperativer når den norske sortthe har sine egne subtile store omsorg for å dyrke international position of Flemish suppliers offer l Belgium supplies more than hele eksportører fungerer forskjeller ithat farge ogpersonal smak. service, flexibility and over. smakfulle jordbær.» half of allog through market intelligence, trade promotion long-term meaning complete imported processed verdikjeden effektivt, og til Uansett metode ellercommitment, sort, I hele Europa er jordbær en and support. traceability throughout the supply chain. potatoes byr in the UK. skreddersydde løsninger er én ting konstant – den høytexport verdsatt frukt, kjent for Produsent Jan Jansen UK wholesalers, VLAM a for sortering, emballering og sinFor mangfoldige smak, formacts aseksepsjonelle smaken og kvaliteten. What are the sustainability benefits og aroma. Dette mangfol gateway to reliable suppliers. We organise l In 2025,levering. Belgium exported more Belgia, som ligger i hjertet det tilfredsstiller ikke bare trade fairs and networking events, provide of potatoes and processed potatoes? than 500,000 tonnes of potatoes Kvalitet duSustainability kan smake is at the heart og of gjenbruker Europa,frozen har fremragende ulike forbrukerpreferanser, market insights and connect buyers with the Flemishregnvann, to the UK,avmainly products. logistikk – noe som sikrer forbedrer isolasjonen med men styrker Europas Belgia forsector. sine Growers combine trusted Flemishogså exporters, helping build long-er kjent potato generaat dine jordbær ankommer energiskjermer og varmer posisjon som en ledende strenge landbruksstandard term partnerships based on quality, reliability tions of know-how with innovative farming l These exports represented a friske, raskt og akkurat opp ved hjelp av kraftvarme er og en lang tradisjon for produsent av bær av høy and service. techniques to reduce their environmental foottrade value of €820m in 2025. slik du trenger dem. n (kogenerering). bærdyrking. Akkurat som i precision kvalitet. print. This includes water manageNorge er mange av våre jord What are the benefits of buying Flanment, integrated crop management and digital To find out more, Skreddersydd er standard bærgårder tools familieeide, der Høysesongen belgiske scan the QR code ders potatoesfor for UK wholesalers? such as WatchITgrow to monitor crop kunnskap, håndverk og en Takket være korte logistikk jordbær varer fra april til Belgium is one of Europe’s leading potato performance. Belgium’s proximity to the UK dyp lidenskap for dyrking av ruter og optimalisering av oktober, men faktisk er våre producers and processors, combining generaalso helps reduce transport-related emissions. jordbær går i arv fra gener kjølekjeden, kan belgiske jordbær tilgjengelige hele tions of expertise with continuous innovation. Processors continue these efforts by inasjon til generasjon. Belgiske jordbær nå det norske året. Dette er mulig takket Thanks to its central location and excellent vesting in energy-efficient production, water logistics network, Flemish suppliers offer rerecycling and circular economy principles.
“
22
p22 VLAM.indd 22 advertorial.indd 1
Funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or the European Research Executive Agency (REA). Neither the European Union nor the granting authority can be held responsible for them.
09/09/2026 09:46 26.08.2025 09:01
WHAT TO STOCK HOW TO USE WHAT TO STOCK TABLES
The following pages are dedicated to two key categories. Here is a guide to how you can use the information within them to grow your sales and profits.
Find the ones to watch
Find the bestsellers
We outline here when certain products deliver more
Check the tables for the Top-25-selling lines
WHAT TO STOCK
Data supplied by
er Water and flavoured wat jumped Evian’s 750ml sports cap has al sales from third to top seller by nation bottle. value, replacing Volvic’s 1.5l rAs well as a change in the top-pe cant for a forming brand, it’s also signifi to an take-home format losing ground on-the-go line. ts for However, when it comes to profi
What to Stock 2026 Paul Hill
B
etter Wholesaling’s annual What to Stock guide uses the latest data to tell you what products to stock in your depot and give your customers the best returns. There can’t be many more markets across the globe that enjoy the levels of innovation in the FMCG sector than the UK does. Barely a day goes by without a manufacturer announcing the latest range of NPD, be it a new flavour, pack format or brand. However, wholesalers and their customers only have a finite amount of space, and therefore the need to only stock those products that guarantee both sell-through and a tidy profit is
paramount. The data used in this guide is supplied by Retail Spotlight incorporating In-Touch Group (I-TG). Sales figures are taken nationally from 4,377 independent convenience stores. Bestselling brands are identified by sales value through Retail Spotlight and I-TG’s estate between March 2025 and February 2026. The data also identified the average sales that each retailer stocking the brand generated from it last year. For this year’s feature, What to Stock has analysed these numbers to identify the biggest opportunities in two key categories.
top, taking stores, Volvic’s 1.5l bottle is ’s the position from Highland Spring same-sized bottle in 2025. trend Elsewhere, the flavoured water this continues to play a big role in ed here category – 11 of the lines includ range. Fruit of Touch ’s are from Volvic big Especially worth noting is the
Free gains made by the 1.5l Sugar up Cherry variant, which has moved in 2025. 10 places from 33rd position this ate domin to ues contin Still water category. line is The best-performing sparkling in 14th Highland Spring’s 1.5l bottle last year. place – the same position as
TOP 25 750ml
1
Evian Still PET Sports Cap
2
Volvic Still PET 1.5l
3
1.5l Highland Spring Still PET
4
Volvic Still PET Sports Cap
5
Evian Still PET 1.5l
1l
6
erry PET 1.5l Volvic Touch of Fruit Strawb
7
Highland Spring
Still PET Sports Cap 750ml
Average weekly sales
Average units sold per store per week
Average weekly profit
£13.57
9
£6.87
£10.37
6
£7.01
£10.79
8.1
£5.63*
£11.14
7.7
£5.54
£10.98
6
£4.95
£5.74
2.9
£2.80
£8.89
6.8
£6.16
£4.86
4
£2.90
£5.40
5.6
£3.93
8
erry PET 500ml Volvic Touch of Fruit Strawb
9
Volvic Still PET 500ml
£7.11
6.8
£4.17
10
Evian Still PET 500ml
In depot?
£7
3.9
£3.42
11
erry PET Sports Cap 750ml Volvic Touch of Fruit Strawb
£5.97
8.4
£4.60
12
Ice Valley Still PET 500ml
£7.53
2.1
£2.43
13
Nestle Pure Life Still PET
£4.53
2.7
£2.63*
500ml 12pk
PET 1.5l Highland Spring Sparkling er Fruits PET 1.5l Volvic Touch of Fruit Summ & Lime PET 1.5l 16 Volvic Touch of Fruit Lemon 600ml 17 Glacéau Smartwater Still PET Fruits PET 500ml 18 Volvic Touch of Fruit Summer Lime PET 500ml 19 Volvic Touch of Fruit Lemon & Lime PET Sports Cap 750ml 20 Volvic Touch of Fruit Lemon & Sugar Free PET 1.5l 21 Volvic Touch of Fruit Strawberry
14
£3.93
2
£1.92
15
£3.21
1.6
£1.57
£4.89
4.5
£2.71
£3.32
2.8
£1.98
£2.59
2.1
£1.55
£3.82
2.1
£1.87
£2.86
1.5
£1.40
£4.09
4.1
£2.92*
£2.77
1.4
£1.35
£4.54
4.3
£3.05
£2.30
1.2
£1.12
22 23 24 25
Sports Cap 500ml Highland Spring Still PET Sugar Free PET 1.5l Volvic Touch of Fruit Cherry Ice
750ml Valley Still PET Sports Cap
melon Sugar Free PET 1.5l Volvic Touch of Fruit Water TOP PROFIT DRIVER
*On wholesale promotion
at time of writing
24
Understand rate of sale Find out how many units the average store sells of this product each week
Identify top performers Find out the sales and profit each line is bringing the average store each week
Compare your range
Use the tick box to keep track of what you have in your depot
23
p23 WTS intro.indd 23
09/09/2026 15:34
WHAT TO STOCK Data supplied by
Water and flavoured water Evian’s 750ml sports cap has jumped from third to top seller by national sales value, replacing Volvic’s 1.5l bottle. As well as a change in the top-performing brand, it’s also significant for a take-home format losing ground to an on-the-go line. However, when it comes to profits for
stores, Volvic’s 1.5l bottle is top, taking the position from Highland Spring’s same-sized bottle in 2025. Elsewhere, the flavoured water trend continues to play a big role in this category – 11 of the lines included here are from Volvic’s Touch of Fruit range. Especially worth noting is the big
TOP 25
gains made by the 1.5l Sugar Free Cherry variant, which has moved up 10 places from 33rd position in 2025. Still water continues to dominate this category. The best-performing sparkling line is Highland Spring’s 1.5l bottle in 14th place – the same position as last year.
Average weekly sales
Average units sold per store per week
Average weekly profit
1
Evian Still PET Sports Cap 750ml
£13.57
9
£6.87
2
Volvic Still PET 1.5l
£10.37
6
£7.01
3
Highland Spring Still PET 1.5l
£10.79
8.1
£5.63*
4
Volvic Still PET Sports Cap 1l
£11.14
7.7
£5.54
5
Evian Still PET 1.5l
£10.98
6
£4.95
6
Volvic Touch of Fruit Strawberry PET 1.5l
£5.74
2.9
£2.80
7
Highland Spring Still PET Sports Cap 750ml
£8.89
6.8
£6.16
8
Volvic Touch of Fruit Strawberry PET 500ml
£4.86
4
£2.90
9
Volvic Still PET 500ml
£5.40
5.6
£3.93
10
Evian Still PET 500ml
£7.11
6.8
£4.17
11
Volvic Touch of Fruit Strawberry PET Sports Cap 750ml
£7
3.9
£3.42
12
Ice Valley Still PET 500ml
£5.97
8.4
£4.60
13
Nestle Pure Life Still PET 500ml 12pk
£7.53
2.1
£2.43
14
Highland Spring Sparkling PET 1.5l
£4.53
2.7
£2.63*
15
Volvic Touch of Fruit Summer Fruits PET 1.5l
£3.93
2
£1.92
16
Volvic Touch of Fruit Lemon & Lime PET 1.5l
£3.21
1.6
£1.57
17
Glacéau Smartwater Still PET 600ml
£4.89
4.5
£2.71
18
Volvic Touch of Fruit Summer Fruits PET 500ml
£3.32
2.8
£1.98
19
Volvic Touch of Fruit Lemon & Lime PET 500ml
£2.59
2.1
£1.55
20
Volvic Touch of Fruit Lemon & Lime PET Sports Cap 750ml
£3.82
2.1
£1.87
21
Volvic Touch of Fruit Strawberry Sugar Free PET 1.5l
£2.86
1.5
£1.40
22
Highland Spring Still PET Sports Cap 500ml
£4.09
4.1
£2.92*
23
Volvic Touch of Fruit Cherry Sugar Free PET 1.5l
£2.77
1.4
£1.35
24
Ice Valley Still PET Sports Cap 750ml
£4.54
4.3
£3.05
25
Volvic Touch of Fruit Watermelon Sugar Free PET 1.5l
£2.30
1.2
£1.12
TOP PROFIT DRIVER
In depot?
*On wholesale promotion at time of writing
24
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BRAND IN FOUR In partnership with
Highland Spring The supplier explains how it can help wholesalers grow depot sales with the UK’s number-one1 water brand that is growing five times faster than the category2
1. What is your product and why should wholesalers use it? Highland Spring offers an established portfolio of Still, Sparkling and Flavoured Water, giving wholesalers a must-have range for customers. Still provides natural, refreshing hydration on the go, at home or at work; Sparkling delivers a healthy, bubbly boost; and Flavoured Water pairs spring water with natural fruit flavours for extra fruitiness. Together, the range helps wholesalers serve immediate-consumption and take-home missions through one trusted and recognised brand. By stocking the right mix of formats, depots can satisfy more customer needs, broaden choice and create additional sales opportunities, making Highland Spring a powerful foundation for a year-round water offering. Rob Long, category controller, Highland Spring
NIQ Total Coverage, Sales Volume (Ltrs) and Sales Value (£s), 52wks data to w/e 11.07.2026, 2NIQ Total Impulse, Sales Value Growth vs YA), 52wks data to w/e 11.07.2026, 3Dataset: NIQ Homescan Panel Data | GB Total Outlets, data to 11.07.26
3. How can wholesalers promote the product in depot? Support Highland Spring with seasonal campaigns, promotions and PoS that attract attention, highlight bestselling formats and give customers reasons to buy. Maintain activity throughout the year, as plain water sales remain strong outside peak season, as does demand for healthy hydration. Wholesalers can use Highland Spring Flavoured Water’s HFSS compliance as a selling point: restrictions already apply this October, while the range can be stocked in key retail locations affected by the legislation. Prominent displays, product education and practical merchandising guidance can help move stock, increase basket spend and maximise depot sales.
4. What market research or statistics back up the product? The commercial case is clear: water continues to grow ahead of soft drinks3, while Highland Spring is growing five times faster than the category2, and driving value and volume growth ahead of other brands1. As the UK’s No.1 Water brand1, it gives wholesalers a proven name around which to build their offer. Growth is supported by three trends: healthy hydration, naturally better-for-you choices and demand for locally sourced products with provenance. Sourced from Scotland’s Ochil Hills, Highland Spring responds to these priorities and remains a year-round must-stock for wholesalers.
1
W
ater represents a growing sales opportunity for wholesalers serving the convenience and foodservice channels. With demand extending beyond seasonal peaks, Highland Spring gives depots an established portfolio capable of meeting multiple customer needs and supporting stronger year-round sales. Its range covers everything from immediate refreshment and healthy everyday hydration to take-home formats and naturally fruity alternatives. This breadth enables wholesalers to supply their customers with the right products for a wide variety of consumption occasions. By maintaining strong availability, prioritising bestselling formats and making the range simple to navigate, depots can encourage purchase and make their water space work harder. Secondary sitings and timely promotional support can create additional sales opportunities, while Highland Spring Flavoured Water’s HFSS compliance provides a relevant advantage for retail customers. Together, alongside consistent category growth driven by long-term health trends, Highland Spring’s brand strength and breadth make it a compelling wholesale growth proposition. l
2. Where in depot should wholesalers stock your product? Give Highland Spring strong visibility within the main water fixture, blocking products by water type and brand to build standout and simplify customer selection. Core must-stocks include 750ml Still Sports Cap, 1.5l Still and 500ml Sparkling, alongside Strawberry, Apple & Blackcurrant and Orange & Passion Fruit Flavoured Water in 750ml and 1.25l formats. Offer the range and utilise secondary locations such as aisle ends and front-of-depot displays to enhance visibility. Water plays an important role within soft drinks, providing retailers with an opportunity to capture incremental sales through category adjacencies.
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WHAT TO STOCK Data supplied by
Breakfast cereals Breakfast cereals is a category that doesn’t see much fluctuation. In the three years leading up to 2025, there had been no change in the top 10 bestsellers. This year has seen some movement. Coco Pops moved up into the top three at the expense of Kellogg’s Cornflakes. More significantly, Nestlé Cheerios
Honey 370g has moved up from 11th in 2025 to enter the top 10. Just two years ago, in 2024, this line was not even in the top 25 bestsellers by sales value for cereal. Now, it is Nestlé’s bestselling cereal in independent convenience stores. Meanwhile, Nestlé’s Cookie Crisp has
TOP 25
also surged 10 places from 22nd to 12th this year. With the exception of 2023, the top 10 breakfast cereals each year since 2019 has been made up entirely of Weetabix and Kellogg’s lines – they still dominate, but the Nestlé lines on the rise suggest that story might be changing.
Average weekly sales
Average units sold per store per week
Average weekly profit
1
Weetabix 24s
£3.60
1
89p
2
Kellogg’s Crunchy Nut 460g & 500g
£3.17
0.9
80p
3
Kellogg’s Coco Pops 420g
£2.34
0.7
83p*
4
Kellogg’s Cornflakes 450g
£2.18
0.7
55p
5
Kellogg’s Frosties 470g
£2.25
0.7
80p*
6
Kellogg’s Krave Chocolate Hazelnut 410g
£2.51
0.7
88p
7
Kellogg’s Rice Krispies 430g
£1.48
0.4
54p*
8
Weetabix 12s
£1.97
0.9
44p
9
Kellogg’s Variety Pack 8s 196g
£1.24
0.4
35p
10
Nestlé Honey Cheerios 370g
£1.31
0.4
53p*
11
Nestlé Multigrain Cheerios 390g
£1.23
0.4
35p*
12
Nestlé Cookie Crisp 375g
£1.22
0.4
56p
13
Kellogg’s Fruit N Fibre 500g
£1.26
0.4
26p
14
Weetabix Crispy Minis Chocolate Chip 500g
£1.55
0.4
33p
15
Nestlé Shreddies The Original 460g
£1.07
0.4
30p
16
Quaker Oat So Simple Golden Syrup Pot 57g
83p
0.7
19p
17
Kellogg’s Crunchy Nut Granola Hazelnut & Chocolate 380g
£1.53
0.5
32p
18
Kellogg’s Special K The Original 440g
£1.10
0.3
35p*
19
Weetabix Protein 12s
£13.45
7
N/A
20
KitKat Cereal 330g
90p
0.3
21p
21
Weetabix Weetos Chocolatey Hoops 420g
£1.15
0.3
26p
22
Kellogg’s Coco Pops Chocos 430g
91p
0.3
19p*
23
Belvita Soft Bakes Choc Chips 50g
86p
1.2
19p
24
Quaker Oat So Simple Golden Syrup 36g 6pk
85p
0.4
28p*
25
Oreo O’s Cereal 320g
80p
0.2
48p*
TOP PROFIT DRIVER
*On wholesale promotion at time of writing
In depot?
N/A - no POR available
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Right size, Right Price,
Great taste!
• SOURCE OF FIBRE • NO ARTIFICIAL COLOURS OR FLAVOURS Reg, Trademark of Société des Produits Nestlé S.A.
®
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REPORT
Foodservice focus round-up Tim Murray looks at the latest trends and developments in the sector
W
holesalers need to simplify choice as a way of boosting growth, and concentrate less on stocking more products, just on ensuring they offer the right one. That’s the view of packaging expert Sabert, whose senior vice president, Alex Noake, says convenience, sustainability and operational efficiency are transforming foodservice, while delivery and takeaway both continue to influence packaging design.
“Successful wholesalers won’t win by stocking more products,” says Noake. “They’ll win by stocking the right products, simplifying choice and helping customers grow.” Noake continues: “Growth comes from simplifying choice, embracing innovation and helping customers adapt to change. The wholesalers that do this will build stronger customer relationships and more profitable businesses.” He adds that wholesalers should treat pack-
aging as a “value-adding category” rather than a mere product: “The future belongs to wholesalers who simplify choice, remove complexity and help customers succeed. Packaging should be a competitive advantage, not just another line on a price list.” Looking towards the continent With limoncello, feta and spritz-based cocktails now food and drink staples, foodservice operators, retailers and wholesalers are being encouraged to look towards European prod-
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Wholesalers are being encouraged to look towards European products
ucts that could be imported into UK homes long after the holiday is over. The EU’s More Than Only Food & Drink campaign notes that Brit holidaymakers are now looking beyond just eating the dish they had on their holidays, instead wanting to add the rituals and sense of occasion to the flavours and ingredients they had while abroad, recreating the whole experience. The campaign points to France (crémant, Lucques du Languedoc olives and Miel de Provence honey), Italy (citrus products, Trento sparkling wine, Parmigiano Reggiano cheese and Mortadella Bologna sausage), and foods from Spain, Germany, Portugal, Greece and beyond. Wine advisor for the initiative Neil McAndrew says: “Consumers are becoming increasingly interested in the rituals and traditions that sit behind food and drink. Those experiences create a powerful connection to products and often inspire consumers to seek them out once they return home. “For retailers and foodservice operators, that presents a significant opportunity. Products carrying PDO and PGI status are particularly well positioned because they of-
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REPORT
fer exactly what many consumers are looking for after travelling: authenticity, provenance and a genuine connection to place. These products tell a story about a region, a tradition and a way of life.”
nutrition security, public health and food system resilience. At the time, Bidfood chief executive Andrew Selley said: “As a foodservice wholesaler, we’re all too familiar with the risks and challenges of resilient food supply, from our network of UK fruit and vegetable growers who are dealing first-hand with all the challenges outlined in this letter to the price increases that are experienced by both our public and private Cuts in business rates sector customers.”
Business rate cuts Back in Blighty, as wholesalers fought to meet increased demand for chilled product during the series of heatwaves, the new government under incoming prime minister Andy for certain foodservice Burnham moved swiftly to outlets help food operators by anChristmas ranges nouncing a 20% cut in business Sticking with Bidfood, the rates for pubs, clubs and live music company is helping customers venues from April 2027. step into Christmas by launching its biggest Also in politics, Bidfood was among more seasonal deals programme in a decade, with than 100 companies that wrote to the new more than 400 Yuletide deals that will allow PM urging the government to introduce a menu planning and cost control over the Good Food Bill that would set up a legally festival season. binding framework for national food and This includes an expanded Christmas pre-
20%
order range, which has increased from 100 to 150 products, enabling even more choice for food operators planning menus over the season. It builds on Bidfood’s 2025 preorder offering, which allowed customers to save an estimated £230,000. Those preordering this year can benefit from a further 10% discount on standard deals. Bidfood notes that earlier planning and preordering guarantees key products and allows operators to manage costs and cash flow. The company’s head of commercial growth initiatives, Katie Sillars, says: “With more than 400 festive deals and a bigger preorder range than ever before, customers have more choice, more value and more ways to get ahead before the season gets into full swing.” Creed Foodservice, meanwhile, has launched its Christmas range for 2026, which is, the company says, inspired by “newstalgia” – experience-led dining and social connection. It blends traditional festive flavours
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with a nostalgic feeling, new formats and a modern appeal. This takes in everything from “hot honey-glazed turkey and truffle-loaded sharing dishes to mini savoury croissants and decadent doughnuts”. It caters for occasions ranging from Christmas lunches to more informal social gatherings. It also nods to the current trend for elevated comfort eating. Creed’s insights executive, Gabrielle Evans, says: “Christmas 2026 is shaping up to be a season where consumers are looking for quality, indulgence and memorable dining experiences, while still gravitating towards the festive flavours they know and love. Also looking ahead to Christmas, Booker is hosting its seventh annual Foodservice Trade Show at the NEC, Birmingham, at the end of September, highlighting menu trends and product launches, as well as allowing networking opportunities. The wholesaler will be showing off its full foodservice portfolio. As well as a packed preview programme, there’s a Chef’s Station giving menu inspiration, allowing visitors to sample dishes and offering live demos. There’s also a Butcher’s Block Skills Hub, passing on specialist cutting skills and an outdoor street-food zone. Ahead of the event, Booker’s Christmas Hub
is already up and running online, allowing operators to start planning early. Over in Wales, Castell Howell has unveiled Glamorgan cricketer Asa Tribe as its Growing Healthy Futures’ ambassador in an initiative aimed at inspiring youngsters and parents to discover the importance of nutritious food. Tribe will visit schools, taking part in interactive sessions and flying the flag for the benefits of nutritious foods in
“
Successful wholesalers win by simplifying choice and helping customers grow learning and play. It will encourage children to discover healthy eating and “build positive habits”, according to the firm. Deals and acquisitions On the financial side, Kitwave Wholesale Group has completed its second major deal of the summer after acquiring Charles Saunders Foodservice. The existing team at the company will remain in place and there will be no changes to the wholesaler’s
depot, operations, sales or head office teams following the deal, which came hot on the heels of Kitwave’s acquisition of Scotlandbased Fife Creamery. Darren Gaulton, executive director at Charles Saunders, says: “Charles Saunders has built a strong reputation over many years by putting customers first, investing in our people and delivering the high levels of service we’re known for. The business has enjoyed significant growth over recent years while remaining true to the values that have made Charles Saunders what it is today. Becoming part of Kitwave represents the next stage in that journey.” Meanwhile, Woods Foodservice has appointed Paul Pegg as consultant operations director to help the business streamline operations following the acquisition of John Mower. Pegg has more than 20 years’ experience in senior director roles in UK and European foodservice businesses including Frigoscandia and Reynolds Catering. At the start of this year, Woods acquired John Mower in a deal that will see Woods’ projected revenue of £40m grow to more than £50m, with the wholesaler taking on a new Hoddesdon distribution centre. l
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Chris Shead
Halloween, Christmas & New Year Tamara Birch
H
alloween, Christmas and New Year’s offer strong opportunities for wholesalers, as adults across the UK attend numerous events and. As a result, a focus for wholesalers should be alcohol. Jonathan Ford, off-trade director at Heineken UK, says that in 2025, beer and cider impulse sales reached £97m throughout the Halloween period. He advises thinking about how to facilitate trade-up, like giving other core brands top shelf space. “Wholesalers don’t necessarily have to worry about having dead stock after Halloween has passed, but instead focus on how they display beer and cider, and having full availability of these bestsellers,” he says. “Halloween has become one of retail’s most valuable seasonal occasions, extending well beyond confectionery,” adds Ben Parker, vice president of sales – off-trade at Carlsberg Britvic. “The event now spans family participation, film nights, parties and adult hosting, with shoppers naturally building bigger baskets across food, drinks
and seasonal products as they prepare for the celebrations.” Parker describes how the period has reached an estimated £668m in 2025, up 13% from the previous year, while 42% of shoppers took part in Halloween-related activity. “Although trick-or-treating remains the primary focus for shoppers at this time of year1, particularly for families, a significant proportion of adults also take part in the celebrations,” he says. Christmas and New Year celebrations offer a huge alcohol opportunity as well, and Aiste Pugh Williams, off-trade marketing manager at Disaronno International UK, says that nearly a third of annual spirits sales are allocated to the festive period: “According to CGA by NIQ, 85% of consumers are likely to repurchase new or different drinks they first tried during the festive season for at-home consumption.” While the trend at Christmas and New Year is about premiumisation and social plans, with shoppers looking for alcohol, Simon Gray, founder of Fizz with Purpose, says that there’s a growing audience opting
Off-trade channel director, Pernod Ricard UK
Customers are seeking premium products at Christmas more than any other time of the year. Despite ongoing cost-of-living pressures, last year the premium and ultra-premium spirit categories were in growth. This reflects a wider shift in how people are buying and consuming alcohol over the festive period – reserving it for special moments, whether that’s a family Christmas party, gifting or celebrating with friends. Christmas is now less about comprehensively stocking the drinks cabinet and instead about making a smaller number of premium purchases to create special moments. Wholesalers should now consider how they can support this shift – for example, prioritising premium ranges in the most visible parts of the depot. Christmas is an extended break for many, which means you can catch up and enjoy time with friends, as well as family, and there are lots of social occasions where consumers are looking to be inspired and have some fun enjoying special moments together. Alcohol needs to tap into this, and suggesting festive serves for retailers to either verbally communicate at point of purchase, on social media or via in-store assets can be particularly effective. Think cranberry Altos Margaritas or an Absolut Vanilla Hugo Spritz.
1
SUPPLIER VIEWPOINT
Savvy Shopper Panel September 2025, Savvy Halloween Review 2025, Compiled Halloween Insights, Kantar Worldpanel, NielsenIQ RMS reports pages 3 & 4.
CATEGORY ADVICE
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CATEGORY ADVICE for healthier alternatives and soft drinks. “Although Christmas is a period of indulgence, shoppers do not suddenly abandon the habits they have developed throughout the year. They will continue to look for products that offer value, lower sugar and meaningful benefits, alongside more interesting alcohol-free options,” he says. Kate Abbotson, senior external communications manager at Coca-Cola Europacific Partners (CCEP), says the strongest festive ranges in depot will make it easy for your customers to find three things: trusted favourites for sharing, something new for guests to try and the right pack for the occasion. “Wholesalers should combine large bottles and multipacks for planned entertaining with chilled single-serve formats for immediate consumption and top-up missions,” says Abbotson. Capitalising on confectionery Halloween confectionery is now worth £263m, with 62% of UK households par-
ticipating in Halloween celebrations each year, making it a critical revenue driver for retailers. Lauren George, external communications manager at Mars Wrigley, says that understanding Halloween consumer behaviour is crucial for success, with 20% of households now hosting or attending Halloween parties,
“
Nearly a third of annual spirits sales are allocated to the festive period and 19% keeping treats specifically for trick-or-treaters. This is echoed by Natalie Panter, brand manager at World of Sweets, who adds: “Wholesalers need a balanced range covering sharing bags, trick-or-treat products, novelty confectionery, collectable lines and interactive products for Halloween parties.” Meanwhile, Steven Greaves, managing di-
rector UK and Ireland at Fini, recommends wholesalers combine accessible impulse lines with larger sharing formats, helping to cater to different shopper missions while encouraging incremental spend. “Fini is well placed to support this with a varied seasonal line-up spanning gummy sweets, novelty gum and sharing formats, giving retailers added theatre to the fixture and eye-catching options across a range of price points,” he says. Most retailers will already have some Christmas stock out during the Halloween season, so wholesalers need to prepare accordingly. Gabriella Sargeant, junior brand manager for Christmas at Mondelez International, says the run-up to Christmas began in September with a ‘fast start’ and advises wholesalers to prepare for the increase in big-night-in occasions, and in the countdown to Christmas, gifting blocks or sharing bars, such as Cadbury Dairy Milk 345g bar, become a key sales driver. George also says that singles and small sharing products signal the start of the
PRODUCT NEWS Party Rings Trick or Treat Minis
The product features bite-sized biscuits with seasonally themed icing in Halloween-inspired shapes, including bats and cats. This follows a successful debut in 2025, which brought more than 200,000 new shoppers to the brand.
Fairfields Farm
The independent, family-owned farm and hand-cooked potato crisp producer has announced the return of its limited-edition Honey Roasted Chestnut & Sage variety.
Mondelez International Christmas range
Mars Wrigley Christmas range
CCEP Horrorverse
Fox’s Chocolatey Pumpkin Spice Indulgent Creams
This includes three new seasonal lines, including Cadbury Biscoff Filled Centres, Cadbury Dairy Milk Biscoff Pouch and the Cadbury Dairy Milk Smash Bauble.
The drinks giant has announced this Halloween activity, including limited-edition collectable packs across the range and a marketing campaign named ‘Wanta Fanta? Run For It’.
This selection features three new products, including Crispy M&M’s Mini Santas, the Snickers & Friends Selection Box and Maltesers White Box.
These new biscuits from Fox’s Burton’s Companies tap into autumnal flavours and are available until December. They feature a chocolate-coated shortcake biscuit with a Pumpkin Spice-flavour cream centre.
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KEY TAKEAWAYS
festive season and build excitement for what refresh the range alongside core sellers, as is to come. noted by Tash Jones, commercial director at “These formats offer an affordable way Fairfields Farm. for shoppers to get into the Christmas spirit, “For Christmas, wholesalers need to start whether trying a new flavour or format, or introducing sharing formats to make the picking up a returning favourite like the most of the occasion and offer something Maltesers Reindeer,” she says. “In fact, to suit every taste,” she says. “It’s worth inAugust to October accounts for £381m of cluding limited-edition products that create seasonal confectionery sales, outperforming a sense of urgency to purchase, such as our November and demonstrating how imporFairfields Farm Honey Roasted Chestnut & tant early treating occasions have become.” Sage 150g limited-edition flavour.” Meanwhile, Ethan Duffey, brand manYour range in depot should be fun, ager at Baileys Chocolate, says the key to festive and full of flavour so it appeals maximising seasonal confectionery sales is to any customer’s preference, advises Jo ensuring shoppers have access to products Agnew, marketing director at Biscoff UK. that are easy to gift and deliver strong value “This is particularly true with the increased across different price points. opportunities for socialising, which often “Baileys Chocolate supports this opportuencourages spend on festive treats,” Agnew nity through a seasonal range that combines says. “For this reason, branded products are the strength and familiarity of the Baileys always popular.” brand with distinctive formats designed Ed Merrett, wholesale controller to stand out,” he says. at PepsiCo, echoes this and For Christmas 2026, recommends focusing on Baileys has developed a savoury snacking: “Several range to provide wholeof our core ranges continue salers with a breadth of to play a crucial role in options across gifting driving value with shopAug to Oct 2025 and self-treat occasions, pers looking for elevated confectionery sales including the £3.50 Baileys snacking options to share Chocolate Advent Calendar with friends and family through to premium gifting during Halloween or festive formats such as the £7 Baileys celebrations. Chocolate Collection Box. “Building on this strong foundation, we’ve focused on helping wholesalers offer Festive snacking retailers the perfect balance of much-loved Within snacking, wholesalers should keep classics paired with exciting new products. an eye on which products are underThis approach encourages shopper trial, performing or seeing slower pick-up and while securing repeat purchases from familuse seasonal or occasion-specific lines to iar favourites.”
£381m
1. Cater to evolving shopper missions: Health has been a growing shopper mission for the past few years, but suppliers are now expecting it to continue into the Halloween and festive seasons. Customers are looking for a balance between indulgence and not compromising on their health goals, which is why soft drinks and alcohol-free options are becoming a more prominent fixture in seasonal ranges. CCEP’s Kate Abbotson says that the strongest fixtures include well-known trusted brands and diverse pack formats, such as chilled single-serve formats for immediate consumption and multipacks. 2. Drive value and sales of festive treats by getting stock in early: Consumers are buying earlier and earlier every year, so retailers need to be more organised than ever – and that starts with their local wholesaler. Mondelez International and Mars Wrigley recommend getting stock in from August and September time, as the majority of impulse sales happen during this period. From October, gifting products will then start to come to the forefront of shoppers’ minds, as will sharing bars. Lines such as Maltesers, Cadbury and Lindt will be popular during this period. 3. The snacking opportunity: Keep an eye on which snacks are underperforming or see slower pick-up, as these can be removed to make room for seasonal or occasion-specific lines to refresh what’s on offer. Fairfields Farm recommends that wholesalers should focus on sharing packs to offer their customers value, whereas Biscoff UK says to ensure any seasonal range is full of flavour to appeal to different customers’ preferences. This is because of the increased opportunities for socialising and the opportunity to increase spend on festive and seasonal lines. l
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In the December issue of Better Wholesaling:
MARKET TRENDS & STRATEGY The changing shape of wholesale • AI and automation • Competing on service, data and expertise
• Exclusive interviews with major UK wholesale and foodservice partners • Hot beverages, RTD teas and coffees • Confectionery, Buying Group briefing and foodservice focus Better Wholesaling: Insight and innovation to fuel strategic growth. To order in print or online, visit betterwholesaling.com For more information about Better Wholesaling, please contact Paul Hill at paul.hill@newtrade.co.uk
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