Independent retailers across the country are reporting a spike in theft and shoplifting cases as recently released official figures- showing a sharp 21 percent rise in shoplifting- compleyely substantiates their clarion call.
A Sprowston store has been dealing with a theft spree of vapes for the past week. “Yobs” of the local area not only nick vapes but also keep coming back to steal more. In the words of Caplan Stores’ staff Dee Kaplan, the people who are stealing them “literally go behind the counter to pick as they are very sure of themselves”.
Kaplan’s revelation is only a tip of the iceberg of what retailers across the country have been dealing with for the past few months.
Retailer Amrit Singh, who runs H & Jodies Nisa Local in Walsall, states that theft, which was already a problematic-issue, has spiked in recent times.
“A lot more people nowadays are trying to pick stuff stealthily. It used to happen earlier too but it has increased now. We have to be quite vigilant and keep an eye on each customer,” Singh told Asian Trader.
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North Yorkshire-based retailer Vijaya Kalikannan, who ran the first indie Jack’s store in England in Normanby and now runs three stores in Middlesbrough, asserted that theft was always there but since the start of this year, shoplifting in the store has been quite high.
The situation is said to be worse in economically-deprived areas. Retailer Mos Patel who owns and runs Family Shopper store in Ashton and a Premier store in Oldham, had revealed earlier how he is dealing with a spike in theft, more in the store which falls in the poorer area. He has dedicated a few staff just to keep an eye on such activities.
Retailers’ complaints over shoplifting are completely substantiated by recent official figures. According to police recorded crime statistics released on July 21 by Office for National Statistics (ONS), in the 12 months to March 2022, there was a whopping 21 per cent increase in shoplifting over the previous year.
According to ACS’ 2022 crime report, there have been 970,000 incidents of customer theft over the last year. Theft cost about £1,066 per store with confectionery, alcohol and meat being the most commonly stolen item in convenience stores.
Leeds City Centre had the highest number of shoplifters in England and Wales between 2021 and 2022, with 1,513 crimes recorded, says another report. Shoplifting in London has gotten so bad traders are robbed once every 15 minutes. The City of London was the second biggest shoplifting hotspot in the capital with 656 offences recorded, followed by the Strand, St James and Mayfair. St Raphael's neighbourhood in Brent was considered the most at risk from light-fingered customers.
Most of the offenders (53 percent) are repeat offenders whom store owners and staff already know, says ACS report, something which is also mentioned by both Singh and Kalikannan.
“The shoplifters are usually the repeat offenders who keep coming back to the store and some even get aggressive when we try to stop them,” Kalikannan told Asian Trader.
“They think if they want the product, they have the right to pick it anyway and we won’t be able to stop them or do anything about it.”
The Centre for Retail Research (CRR) estimated theft costs retailers nearly £2 billion a year, mainly through shoplifting and organised retail crime by gangs.
Cost of living crisis debate
Retailers’ woes are well-echoed by supermarket Iceland chief Richard Walker who expressed similar sentiments on a recent television appearance, saying that it is soaring food costs that have sparked a rise in shoplifting and aggressive incidents across Iceland stores.
Walker, during the show, also urged shoppers not to begin shoplifting or become aggressive in stores.
The cost-of-living crisis seems to have left many across the country in a state of desperation. With official figures showing shoplifting on the rise, another recent data from My Favourite Voucher Codes details that 34 percent of 2,584 UK shoppers surveyed admitted to having stolen products at self-service checkouts in the last year, out of which over two-thirds (69 percent) of those surveyed admitted that price increases was the main factor behind their shoplifting.
Association of Convenience Stores (ACS), however, strongly denies any link between the cost of living crisis and an increase in shop theft.
Despite the widely-acclaimed perception, ACS chief executive James Lowman, earlier has strongly rubbished the claim that cost of living crisis is pushing Britons to steal.
“Most of the people who are promoting this idea are sitting miles from the shop floor and armed with a mish-mash of prejudices about and detached sympathy for poorer people.
“The reality of course is that most people wouldn’t steal from another person or business under any circumstances, and that the desperation that drives theft is far more related to addiction than poverty,” Lowman wrote in a blog, pointing out that these thefts are done by repeat offenders who steal products to order or hoping to re-sell them, and doing so to fund addiction to drugs or alcohol.
“This is an awful cycle for society, retailers and most of all for those individuals and the people close to them. This really matters because arguably well-meaning comments about how we treat shop theft in a cost of living crisis could be actively harmful,” he said.
Retail trade union Usdaw also believes that attributing squeeze on household budgets as a cause for rise in shoplifting is like “turning a blind eye to theft from shops”.
“The answer to the squeeze on household budgets is not to turn a blind eye to theft from shops, which in itself contributes to rising prices as retailers try to recover losses,” Paddy Lillis, Usdaw General Secretary said.
Stating that nine in 10 retail workers suffered abuse from customers, Lillis also pointed out that theft has been a trigger for nearly a quarter of such incidents.
Whatever the causes may be, retailers here are at the receiving end and their woes do not seem to be resolving soon.
Pointing out that shoplifting remains a “significant burden, costing retailers £663 million in 2020-21”, British Retail Consortium (BRC) points out that theft affects the cost of operating stores.
“Ultimately, theft pushes up the cost of operating stores and results in higher prices for everyone. It’s not just the financial cost of theft which is important, customers and store staff can be left traumatised by such incidents, particularly where violence is involved,” Tom Ironside, Director of Business & Regulation at the British Retail Consortium, told Asian Trader.
Fighting shop theft
Big supermarkets too are now taking matters into their own hands by resorting to putting security tags on some food items. Supermarket Aldi has started implementing the hefty security tags on food items, including cheese and meat. Sainsbury's grocery store location in London has "security stickers" attached to everything from toiletries to candy while Tesco has added the stickers to packaged cheese and butter.
Body cameras have also been popping up in shops. Central England Co-op (CEC) is currently rolling out body cameras to almost 90 of its 260 stores across the UK.
Independent retailers, on the other hand, are resorting to more simpler yet proven-effective ways to stop shoplifting and plug the leak.
Both Singh and Kalikannan revealed how they have trained their staff to keep a “vigilant eye” on the suspected ones all the time.
“I am training my staff to be more vigilant. Through signs as well as CCTV in the store, we are trying to deter the criminals. We also catch and detain them until the police come,” Singh said.
Baudouin Buguet, Veesion Country manager- UK
While CCTV is present in almost every store, some retailers are also clubbing the system with Artificial Intelligence (AI) to get a step ahead in this fight. Retailer Sivakumar S Pandian, owner of Nisa Virginia Quay in London, was facing serious shoplifting issues, despite having in-store security, when he installed Veesion- an AI-empowered system that catches any swift suspected movements in the store and alerts the owner.
Veesion’s spokesperson Baudouin Buguet told Asian Trader how Veesion is able to monitor all cameras simultaneously and spot movements like “shoving products inside their jacket or trousers, concealing products inside buggies, taking too many products from the shelves (to resell the goods), opening a packet and consuming the product in-store and placing products in a bag or backpack instead of their shopping basket or trolley”.
Irony
Most retailers feel that since shoplifters, even on being caught, are not reprimanded effectively and take the same path again.
Legally, security guards are allowed to use “reasonable” force to detain shoplifters under the Criminal Law Act 1967. However, shoplifting has been effectively decriminalised for goods below £200 after the government changed the law in 2020. Anyone who is caught in the act of stealing goods of less than £200 can still be arrested and face prosecution but the act allows them to plead guilty by post. This means they are handled through a penalty notice fine of just £70 sent by letter without the accused having to turn up at magistrates court.
According to Home Office figures released earlier this year, just one in six (16.8 per cent) shoplifting offences reported to police result in a charge- nearly half the rate of 30.8 percent five years ago. It means between 200,000 and 300,000 offences each year are going unpunished with thousands more not even reported to police.
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Shoplifting is perceived as a victimless minor crime and often attracts lenient approach by authorities. New chief inspector of constabulary Andy Cooke stated earlier in May when he said that the cost of living crisis will trigger an increase in crime and officers should use their “discretion” when deciding whether to prosecute people who “steal in order to eat”. He added that he was not advocating an amnesty for people who commit crimes of poverty, nor “giving a carte blanche for people to go out shoplifting”.
Shoplifting may not be a high-priority crime for authorities but for retailers, it is a daily nuisance that they deal with, the cost of which is an added burden on them along with the constant threat of repeat offenders.
Retailer Singh feels that shoplifting may be a low-value crime but it is also a “gateway” to bigger crime.
“If people can get away with this crime, they feel they can get away with other crimes too so this is the gateway to larger crimes down the line. Since they are not caught and reprimanded in the beginning, they keep repeating and later move on to bigger crimes, proving a security threat to the area,” pointed out the Walsall-based retailer.
ACS has called on retailers to report such incidents to tackle the problem.
“We urge retailers to report incidents of crime committed against their business but it is important to remember that we cannot tackle this problem alone, we need support from the justice system and the government to ensure that appropriate and proportionate action is taken when these incidents occur,” Lowman concluded.
Perhaps the first item of business is the disposable vapes ban, scheduled to come into force on 1 June next year, and almost universally regarded by those within the industry as counter-productive, perhaps even encouraging ex-smokers to take up the weed again.
But such is the power over politicians of “being seen to act” that they can easily ignore negative, second-order consequences such as that, or encouraging an explosion in the illegal trade (with all the organised crime and lost tax revenue it implies).
Don’t be indisposed
But while many vapers will now be looking around to choose a pod system, a heat-not-burn device, or a nic pouch to replace the “fire-and-forget" devices, there is still a six-month period until the ban arrives. Until then, it is fair weather sales for disposables, so retailers should make the most of it.
“That’s why we recommend that retailers continue to stock a wide range of leading disposables in the short-term,” says Andrew Malm, UK Market Manager at Imperial Brands, whose blu bar 1000 is the latest disposable, fully compliant device, boasting a removable battery to aid in safe disposal, and with a translucent mouthpiece to reveal the remaining liquid. The blu bar 1000 offers up to 1,000 puffs (hence the name) and is available in popular flavours including Blueberry Ice, Strawberry Ice, Watermelon Ice, Banana Ice, Mint, Grape, Tropical Mix and Blueberry Cherry.
There are very many disposable brands available, the single-use format having taken over vast areas of the market. In 2022 Philip Morris Ltd (PML) launched its own disposable vape, VEEBA – a “premium, responsible, and sustainable” device, available in nine flavours, with liquid made from pharma-grade nicotine and food-grade flavourings that passed rigorous scientific and quality assessments to ensure they deliver a consistent taste every time.
VEEBA’s liquids guarantee a nicotine level of 20 mg/ml, with each production batch receiving a Certificate of Analysis (COA) and subject to regular – and randomised – checks to ensure devices have the correct liquid composition and nicotine content. PMI’s commitment to quality extended from the liquid used to the product build, with VEEBA’s compact and ergonomic aluminium design able to be used and then recycled.
Photo: iStock
This was typical of the great care producers lavished on their high-quality disposables. From the start, vape producers placed a laser-focus on ensuring the standards of their e-cigs, and acted with consummate responsibility in only supplying to adult smokers and ex-smokers.
VEEBA, for example, was not commercialised with flavour descriptors that could have appealed to youth, such as images or descriptions of candies or desserts, or brightly coloured or flashy devices on the packaging. Instead, subtle colours and functional flavour descriptors worked together with PML’s youth-access prevention programme, to focus on providing access only to existing adult nicotine users and smokers.
Unfortunately, that didn’t stop other consumers littering with the discarded disposable devices, or using the enormous number of illicit vapes suddenly appearing to take advantage of the exploding demand. Neither did it dissuade some unscrupulous sellers from placing the one-time vapes – popular and practical because of their lower cost, no doubt – into the hands of minors.
“It’s clear that the disposable segment within the e-vapour category is growing exponentially for adult tobacco and nicotine users in the UK," External Affairs Director at PML, Duncan Cunningham, said at the time. “PML is responding to the immediate need for a smoke-free offer to be commercialised responsibly, and that is sustainable, trust-worthy, and reliable. By doing so, we aim to increase adult smokers’ and nicotine users’ access to responsible, disposable e-vapour devices that actively contribute to reducing the harm from smoking – while limiting the appeal and use among unintended audiences, particularly youth.”
In the end, it wasn’t enough, and the ban will arrive on time.
On to the pod
For those who recall the pod-mod revolution of a few years back, it was somewhat ironic that single-use e-cigs (which were the original vapes way back when), experienced a resurgence after pods had started to become so dominant.
Why did this happen, and thus unfortunately attract the attention of anti-vape campaigners and government? Paradoxically, the disposable e-cig made its reappearance so widely because the vape sector itself was growing so strongly: as the user-base expanded, disposables disproportionately attracted new vapers.
“The vape market has been growing over the past few years and the category value of vaping in the UK is forecast to almost triple from £930 million to almost £3 billion in 2025," says Malm, exposing just how energetic the vape market is, and its extraordinary mass appeal in sweeping up ex-smokers.
Those ex-smokers were naturally looking for something that most closely resembled a tobacco cigarette – smoke and discard – and were getting into the vape scene to quit tobacco and improve their health. Disposables were the perfect introduction for them. (Let’s hope the ban will not send them back to their smokes again ...)
And to ensure that doesn’t happen, it will soon be time to turn again to the promise of the pod!
"To give consumers choice as they seek out compliant devices, even ahead of the expected ban, retailers should also stock pod systems,” says Malm. “Our new blu bar kit, for instance, is becoming a popular option. The rechargeable vaping device uses replaceable pods to deliver a market-leading 1,000 puffs [average] of intense flavour per pod.”
It is a sleek and lightweight device that offers the easy use and portability of a disposable device, while the rechargeable 550mAh battery and USB-C charging port enables repeated use. It has launched with four flavours including new, intense Cherry as well as intense Pineapple and features blu Flavour Tech mesh coil technology to deliver strong bursts of flavour, Malm explains. “E-liquid level visibility means users can easily see when their pods need replacing, and with pod safety a priority, a security lock ensures the device is fully protected when not in use.”
The blu bar kit is available with an RRP of £5.99, which includes the rechargeable device and one pod, in either Cherry or Pineapple. Also available, with an RRP of £5.99 are blu bar pod packs, which include two pods per pack in Cherry, Pineapple, Blueberry Sour Razz, or Watermelon Ice.
ELFBAR, who were huge in the disposable vapes field (the ELFBAR 600 disposable was the perfect all-day vape, and the range expanded with the super-slim Cigalike and the ELFBAR T600), have pivoted brilliantly and announced two NPD to beat the ban.
The ELFBAR 4-in-1 Prefilled Kit is an innovative “big-puff” pod device, featuring a 1500mAh rechargeable battery that delivers between 2400 and 3200 puffs. With its "4 pods in 1" design, it is simple to twist to switch between flavours. Each 2ml pod features a QUAQ mesh coil, providing enhanced flavour and consistent vapour.
It is available in 27 flavours and delivers 20mg/ml Nic Salt, includes four prefilled pods, and is equipped with a robust 1000mAh battery (a maximum power output of 30W), providing power for extended vaping sessions. Refilling is easy with a top-fill design. It comes with a dual mesh pod, offering versatility for both MTL (Mouth To Lung) and RDL (Restricted Direct Lung) vaping styles “whether you prefer a tight or an airy draw".
ELFBAR launches its first 4-in-1 pod kit
The market is now re-gearing itself ahead of June 2025. ICCPP Group, the parent company of Voopoo, has introduced ArgusBar Prime, a pod system with fast charging and a detachable battery, available in 20 flavours.
Vaping company Lost Mary has launched its 4-in-1 pod kit, the brand’s first. Again, delivering up to 3,200 puffs, the reusable and rechargeable pod kit holds four 2ml prefilled pods, offering the choice of four flavours.
Lost Mary believes that flavours remain integral in encouraging adult smokers to quit cigarettes and adopt vaping, as noted by the Royal College of Physicians. To that end, the Lost Mary 4-in-1 supports the demand and important role flavours play while strengthening the brand’s market leadership with reusable products, the first of which was introduced in late 2023 – long before the single-use ban was proposed, they say. It come in 16 flavours including favourites such as Pineapple Ice, Strawberry Ice, and Blueberry Sour Raspberry.
In July Vapes Bar announced the upcoming nationwide launch of its new Angel 2400 (puffs) device, which also combines four 2ml tanks into one rechargeable device offering the flexibility of four flavours and “significant” cost savings for consumers, while reducing waste.
PML also adapted by launching the pod system vape Veev One (echoing the VEEBA sound of its established disposable), featuring advanced heating technology and premium e-liquids made from high-quality nicotine and food-grade flavourings to ensure consistency of taste.
Since its launch less than a year ago in Europe, Veev One has emerged as the leading closed pod vape system in both Italy and Czechia.
“We’re excited to introduce Veev One to the UK market at such a transformative time for the e-cigarette industry,” John Rennie, commercial director at PML, said in August. “The closed systems market has grown 35 per cent since January, with millions of adult smokers and nicotine users seeking new alternatives.
“As the UK market evolves, Veev One stands out as a premium, responsible, and recyclable, e-cigarette, with proven success across Europe.”
Veev One launches in the UK with a recycling programme, rewarding consumers for returning pods and devices for recycling and responsible disposal free of charge. Participants receive a £5 reward toward their next purchase from the IQOS online store.
Veev One comes in 12 flavours spanning three taste categories—Aromatic, Cooling & Crisp, and Warm.
Nic pouch paradise
For several years now pouches, in which nicotine-impregnated material is held in the mouth to release its effects, have been making extraordinary progress in the market. Retailers love them because they are easily displayed, take up little room around the counter and offer great margins. Consumers adore them because they can be used in all the places that cigarettes and vapes cannot, meaning complete freedom to indulge because nobody can tell you are doing it.
All the big players have their brands and placements – PML has Zyn, BAT has VELO, JTII has Nordic Spirit, and now STG has its XQS.
Asian Trader talked to Prianka Jhingan, Head of Marketing at Scandinavian Tobacco Group UK, to find out how this newest entrant is finding the world of nic pouches.
“There’s no doubt UK nicotine pouch sales are really taking off now, with our latest data showing the category is worth just over £110m in annual retail sales and this figure doesn’t include sales taking place online,” she says, adding that it reflects year on year growth of 88 per cent in volume terms, offering clear evidence to its growing popularity and consumer demand.
“And of course, with the upcoming disposable vape ban coming in June next year, this is likely to mean many consumers will be looking for alternative next gen products, so nicotine pouches like our own XQS are likely to see a further surge in sales as they offer consumers a very credible and attractive alternative due to their exciting flavours, discreet nature and ease of use. It’s also worth reminding retailers that nicotine pouches offer attractive profit margins in general, but I’m pleased to confirm that XQS offers one of the highest margins of all pouch brands, which is yet another reason to ensure you are well-stocked.”
Jhingan says that it is still early days for the brand but notes that after just four months post-launch, XQS had already become the sixth biggest-selling pouch brand, and for two reasons. First is STG’s customary commitment to quality – and with pouches that means flavour that lasts.
“Secondly,” she says, “it would be the uniquely smaller-sized pouches which ensure a perfect and delicate fit under the lip.” This was probably a first in the category and suggests further innovations that could enable brands to differentiate themselves.
Jhingan says that STG recently visited a number of wholesalers including Bestway, Parfetts and Dhamecha in locations across the UK to promote its XQS pouches to all the visiting retailers, telling them why it’s such a hot option to stock right now, and giving them a chance to enter a competition to win £500 worth of vouchers.
“I think in general it’s sensible to stock a mixture of both established brands and new pouch brands as they bring excitement and interest to the category. It’s also worth noting that nicotine pouches tend to be consumed by a mix of customers. Almost certainly the largest group will be transitioning smokers who are moving away from tobacco and into the next gen nicotine category. But there are also other groups who are enjoying nicotine pouches too, whether they be young urban professionals, trend setters or more socially conscious young adults.”
Heating up
Believe it or not, Philip Morris has just celebrated the tenth anniversary of its IQOS heat-not-burn (HNB) device, now called IQOS Iluma. The progress of HNB in the market has not been as parabolic as pods or e-cigs, although the sales have consistently grown with the increasing availability of the products, which typically were first trialled at limited outlets and in certain areas only – it was a wholly new tech after all, and perhaps more expensive than others on sale to vapers, so careful groundwork had to be laid down before wider release.
Now though, HNB is mainstream, with sales to match, and has proven particularly popular with ex-smokers who truly adore tobacco, because (treated) tobacco is still used, although it is not actually ignited, eliminating the vast majority of harmful chemicals that would otherwise be released in normal cigarette smoke.
The launch of IQOS proved to be a breakthrough moment toward achieving the PMI’s commitment (PML in the UK) to a future without cigarettes.
“With the debut of IQOS, we launched PMI’s vision of a smoke-free company, creating an opportunity to solve the problem of smoking,” PMI chief executive Jacek Olczak said.
In Japan – the first market where IQOS was launched in 2014 – newly released public health data by the National Health and Nutritional Survey (NHNS), an annual survey conducted since 1948 by the Japanese Ministry of Health, Labour and Welfare, revealed a 46 per cent decrease in cigarette-smoking prevalence since 2014, dropping from 19.6 per cent of all adults to 10.6 per cent in 2022 – almost halving.
This decline correlates with the introduction of heated tobacco products and their subsequent widespread adoption by millions of adults who smoke in Japan. IQOS now generates over £8bn of PMI’s annual net revenues and the product is available in over 70 markets worldwide, with 30.8 million estimated users.
JTI's Ploom device, meanwhile, was re-designated as Ploom X Advanced last year when it added two key improved features, namely an optimised HeatFlow system, with higher vapour volume during initial puffs offering an enhanced user experience, and faster charging, taking less than 90 minutes to achieve full charge.
Alongside launching Ploom X Advanced, the EVO tobacco sticks range added a new Gold variant, alongside improved blends for the existing Bronze and Amber flavours.
Ploom X Advanced won a Product of The Year Awards 2024 in January, and with 86 per cent of shoppers more likely to buy a product that has won, retailers who stock Product of the Year winners can really increase their sales.
"In response to consumer feedback, we made some positive changes when we launched Ploom X Advanced, and the brand has gone from strength to strength with device sales doubling and EVO tobacco stick sales tripling year on year," said Mark McGuinness, Marketing Director at JTI UK.
"With the Heated Tobacco category continuing to grow at a rapid rate, this award shows not only the success of our product, but the clear consumer interest in the category and Ploom.”
With the category currently worth £105 million in traditional retail and growing 20.5 per cent YOY, Heated Tobacco now offers a huge opportunity for retailers.
Meeting the ban
Finally, as the expected ban is on the horizon, it is also worth retailers checking up – or refreshing their memories – on CitizenCard’s No ID No Sale Guidelines, Malm cautions. The guidelines also list out staff training advice – an element that is critical in making sure teams are correctly handling age-restricted products and are recording any denied sales via the Refusals Register.
“As well as this, the free retail packs offered contain POS merchandise such as Statutory Tobacco Notices and Age-Related posters along with ‘Scan Me’ and ‘No ID No Sale!’ badges and shelf wobblers,” he adds. “We also strongly advise retailers to check their supply sources rigorously and to continue to be wary of potential suppliers offering products which may be illicit.”
The banning of disposables means of course that the ex-users will be looking for other vaping, pouching or HNB products to replace their e-cigs. That gives retailers an opportunity to merchandise the approved products, and STG’s Prianka Jhingan suggests retailers should be inventive and bold.
“The display of next-gen products is really important, which is why to really maximise sales of XQS, we believe it is best suited in multiple locations due to it being a new product in the category that consumers may not be aware of," she advises. “We currently offer three different display solutions to accommodate different store space availability and to ensure maximum visibility to those entering the store.”
"We’d recommend having a strong visual display of next-gen products, positioned away from the main gantry where possible, with clear information on pricing to enable customers to browse at their leisure without the need to handle and inspect products,” says Imperial Brands’ Andrew Malm. “If you only have limited space, a small countertop unit can help achieve this, especially if it is organised and fully stocked. Positioning the unit in a well-lit part of the counter will also help increase the visibility of the products.”
He notes the importance of the growing trend of retailers proactively engaging with customers to understand their purchasing preferences.
“This valuable customer intelligence will help retailers to offer product ranges at a store level," he says. “Different consumers in different areas will want different things – having these conversations will allow retailers to know which specific products are best for them.
Malm concludes that retailers should also regularly review their range to ensure it meets customers' needs: “Smart retailers are also taking proactive measures to monitor stock levels to ensure that popular products are consistently available. This not only keeps customers satisfied and loyal but also reduces the risk of them seeking alternatives.
All in all, despite the ban, it’s clear that if you look after your vapes, they will look after you.
Convenience stores have always been more than just a place to pick up groceries – they are vital community hubs. This role was highlighted during the pandemic, as they became lifelines for essential supplies and services. Then, amidst the cost-of-living crisis and soaring inflation, convenience retailers have once again stepped up, helping shoppers stay closer to home and navigate financial pressures by catering to the growing demand for smaller, more frequent shops.
This increased reliance, however, comes with a heightened sense of responsibility. Retailers are not only tasked with meeting the immediate needs of their customers but also supporting the broader community in meaningful ways. Whether through charity initiatives, health education, or sustainability efforts, convenience stores are redefining what it means to be responsible business owners.
At the same time, the industry faces significant challenges. Youth access to vapes, the sale of illegal tobacco, and underage alcohol purchasing are under intense scrutiny. Meanwhile, retail crime and abuse of staff have reached crisis levels – raising questions of responsibility of retailers not only towards shoppers but to colleagues as well.
Dynamic Risk Assessment
Priyesh Vekaria, the winner in the Responsible Retailer Award category at the Asian Trader Awards 2024, brings a unique perspective to retail, informed by his decade-long career in the police force and a degree in law. This background has enabled him to implement innovative measures at his One Stop Carlton Convenience store in Salford to ensure the safety and welfare of his staff, customers, and the broader community.
At the heart of Vekaria’s strategy is his Dynamic Risk Assessment, a bespoke approach to selling age-restricted products. “Whilst we have legislation set in stone, this is designed to consider a person on an individual basis,” he explained in his entry to the awards. This method goes beyond verifying age; it evaluates a customer’s behaviour and circumstances, such as whether they are under the influence of alcohol or drugs.
“We don’t claim to be social workers, but if we can find out what is bothering a customer and give them the opportunity to talk and see a different perspective, even just to be noticed can be enough to stop a person buying further alcohol and allow them to find an alternative way to help them through a challenging situation,” he noted.
Priyesh Vekaria
This customer-focused philosophy draws on the adaptive approach used in crime prevention, aiming to diffuse potential issues through communication and understanding.
With the store operating between 7am and 2am from Thursday to Sunday, Vekaria has invested in security technologies. These include facial recognition cameras and two-way talk systems that enhance communication and ensure safety without compromising the personal touch that defines their customer service.
Additionally, a night-service hatch, similar to those seen in petrol stations, allows him to maintain service continuity in a secure manner during late hours, safeguarding both the staff and customers. Other features in the store include panic alarms and a full smokescreen.
Vekaria’s approach to responsible retailing extends beyond policies and technology. His team is trained not just to enforce the law but to foster genuine connections with customers. By engaging customers with a “good morning” or taking a personal interest in their lives, his store creates a welcoming environment that encourages loyalty.
“Being a responsible retailer is more than just selling to customers over a certain age,” he says. “We want everyone who comes into the store to have an authentic and positive customer service experience.”
Leverage tech, combat crime
With shoplifting and related issues creating immense challenges for independent retailers and convenience colleagues, store owners are increasingly relying on technologies to tackle the issue.
This year, the Association of Convenience Stores (ACS) crime report found that there have been 5.6 million incidents of shop theft recorded, with 600 incidents of theft taking place every hour, smashing the previous record of 1.1 million incidents recorded in 2023.
The report, published in March, also highlighted a huge increase in violent incidents committed against retailers and their colleagues. Over the previous year, there have been around 76,000 incidents of violence in shops compared to 41,000 in the 2023 Crime Report.
For Glasgow retailer Girish Jeeva, who himself had some very ugly experiences with shoplifters, combating crime involves not only protecting the store’s assets but also ensuring the safety and morale of his team.
A finalist in the Responsible Retailer Award category at the Asian Trader Awards 2024, he has invested in cutting-edge technology, including dozens of CCTV cameras and innovative tools from RetailAI.
Girish Jeeva
One standout solution is a trial module by RetailAI that detects suspicious movements via CCTV and alerts them with a police-siren like sound and anti-theft message.
“Its real-time alerts, ability to detect theft within 3-5 seconds, coupled with store announcements warning shoplifters to return products, are real game changers,” Jeeva explained in his entry to the awards. This system sends alerts to the till and staff phones, complete with images and a 20-second video, ensuring immediate action. Jeeva’s Barmulloch store is the first in Scotland to trial this pioneering technology.
Communication is another critical focus area. Jeeva has equipped his team with headsets, allowing discreet and effective communication during emergencies and day-to-day operations.
He also makes use of advanced tools in the sale of age-restricted goods, integrating age estimation solution MyCheckr to the till. This technology supports compliance with the Challenge 25 policy while also offering ID verification and media advertising capabilities.
Reducing food waste
Sustainability has become a cornerstone of responsible retailing, with forward-thinking convenience retailers embracing innovative practices and technology to drive growth while making a positive impact on society.
Stacey Williams, business development director at Gander, highlights the benefits of adopting sustainable strategies. “Sustainability as a key business driver leads to a better brand image and competitive advantage, reduced business costs, higher productivity than other waste prevention solutions, reduced waste whilst also meeting future compliance and regulations,” he says.
A prime example of sustainability in action is Gander’s platform, which connects consumers to reduced-to-clear food and drink items in real time, helping stores reduce food waste.
“We ensure our technology not only drives efficiency but enables more people to access perfectly good food, pay less for that food, and prevent it from going to waste,” explains Williams. “In doing so, businesses will minimise their losses and gain more customers, whilst doing their bit to save the planet.”
Ganderlytics, the platform’s analytics tool, demonstrates the tangible benefits of these efforts, with shoppers saving an average of 56 per cent on reduced items spotted on Gander.
The latest Food Waste Index Report (2024), compiled by the United Nations Environment Programme (UNEP), found that the world wastes over a billion tonnes of food – one fifth of all food available to consumers at the retail, food service and household level annually. This is in addition to 13 per cent lost in the supply chain, according to the FAO.
Williams stresses that reducing food wastage is a key sustainable practice that every retailer can implement in their store.
“We would recommend to retailers to consider their end-to-end operations in store and what changes can be made to reduce food waste through embracing new technology. Adopting the Gander platform, which uses real-time technology to highlight reduced to clear food items, enables retailers to reduce their food waste and it is proving to be a huge advantage,” he says.
Claire Goddard, marketing manager at Pricewatch Group, which operates independent forecourts and convenience stores across Sussex, attests to the transformative impact of Gander on their stores.
Claire Goddard
“As food prices have increased over the past few years, the Gander platform has really helped shoppers in our area manage their food bills,” she says. “We’ve seen how some have had to change the way they shop and now save money by spending it on reduced food. This has helped us promote ourselves as a value retailer amongst our customers.”
Gander’s real-time technology not only attracts customers by displaying available discounts but also ensures a seamless shopping experience by automatically removing sold items from the app.
“This is a huge benefit because it means our shoppers using the app are never disappointed when they reach our stores,” Goddard adds.
She reveals that their stores regularly sell over 86 per cent of the reduced food, helping improve their margins while also supporting the local community.
“Reducing food waste also has a huge impact on the environment and its positive effect cannot be ignored,” she says. “I would urge any retailer looking to change their shoppers buying patterns to look at Gander. It has really helped us reduce food waste and become a more sustainable business whilst allowing us to connect with our local customers from the comfort of their home.”
Partners amplify impact
Gander’s groundbreaking trial with Snappy Shopper further underscores its potential to revolutionise the convenience sector. By integrating Gander’s reduced-to-clear listings into the Snappy Shopper home delivery app, participating SPAR Scotland stores a 10 per cent rise in basket value when Gander items were added in the first quarter of this year.
Over one in ten orders (11 per cent) included a Gander product and item count with Gander was 21.3 vs 13.7 without Gander - an increase of 7.6 basket items, providing the stores with a new level of efficiency and effectiveness in their sustainability endeavours.
“The successful outcome of this trial highlights the potential for other retailers to drive innovation and deliver unparalleled value to convenience shoppers,” Williams says.
“By harnessing the strengths of Gander and Snappy Shopper, this integration sets a new standard for retailers looking to reduce wastage costs within their own stores, and for customers looking to find reduced to clear goods.”
Gander’s commitment to reducing food waste extends through partnerships such as its integration with local sharing app Olio. Olio’s new Deals section, powered by Gander, allows its four million UK users to find discounted groceries from participating stores like Morrisons Channel Islands, Filco Market, Pricewatch Group and Sewell on the Go, displaying branded products from Nisa, Morrisons Daily and Co-op.
Williams encourages retailers to embrace sustainable technology, noting that “by investing in retail technology, retailers can make a positive impact on their stores' sustainability.” He advises businesses to focus on practical, achievable changes that balance ambition with feasibility.
“In order to make a long term difference retailers need to identify what key areas they can make a difference – now and in the future. They need to balance ambition with do-ability,” he says.
‘Simpler Recycling’
The government in late November published a policy update on recycling, introducing significant changes for businesses to streamline recycling practices and improve sustainability. Effective by 31 March 2025, these reforms set new standards for waste collection across England, aiming to create a consistent system that benefits the environment and reduces confusion.
Businesses and non-domestic premises, including schools and hospitals, must arrange for the collection of the following recyclable waste streams:
Glass such as drinks bottles and rinsed empty food jars
Metal such as drinks cans and food tins, empty aerosols, aluminium foil, aluminium food trays and tubes
Plastic such as rinsed empty food containers and bottles
Paper such as old newspapers and envelopes
Cardboard such as delivery boxes and packaging
Food leftovers or waste generated by food preparation
Businesses with fewer than 10 full-time equivalent employees (micro-firms) are exempt from these requirements until 31 March 2027.
Environmental charity WRAP has published a guide for the retail and wholesale sector to help implement recycling in the workplace (https://tinyurl.com/wrapguide).
Photo: iStock
“There are enormous environmental and financial gains to be realised by encouraging the 2.2 million business in England to separate food and recyclables from refuse. The two-year delay for micro-sized businesses will give smaller businesses more time to implement recycling into smaller or shared premises,” Shrewsbury said.
“WRAP is working with Defra and industry to develop new support tools and guidance to help all businesses with the transition. We will continue to work with trade bodies and local authorities to make transition as seamless as possible through our tools, technical support, and resources,” she added.
Navigating DRS
Meanwhile, the development of Deposit Return Schemes (DRS) continues to spark significant debate, with distinct approaches emerging between Wales and the rest of the country.
The UK government’s DRS, now covering England, Scotland, and Northern Ireland, is scheduled to launch in October 2027. It excludes glass containers, focusing on plastic and metal drinks containers to minimise contamination and streamline operations.
Trade bodies have raised concerns about the complexity of operating under differing schemes.
“We are extremely concerned that the Welsh government is doubling down on insisting on a different approach to a DRS than the rest of the UK,” James Lowman, chief executive of the Association of Convenience Stores, said.
“A unified approach across the UK is best for consumers, retailers and producers, and has the best chance of achieving meaningful change in recycling rates. The Welsh government’s separate approach will be confusing for everyone involved and disruptive to the delivery of DRS across the rest of UK.”
Photo: iStock
The Federation of Independent Retailers (The Fed) national president Mo Razzaq highlighted issues with interoperability, noting that consumers may struggle with cross-border returns under separate schemes.
“A single UK-wide scheme would be far more successful, efficient, and effective, enabling shoppers to understand and embrace DRS as quickly as possible.” he added.
Wales had always maintained that glass would be part of its deposit return scheme. But, earlier in November, the UK government confirmed that it would not include glass in the scheme.
“This is a concerning development, as Fed members believe a Welsh DRS scheme can only work effectively if it has a UK scale and is aligned with the rest of the country,” Welsh retailer Vince Malone, a member of the Fed, commented.
Adapting to new regulations
Retailers across the UK are facing a wave of new regulations aimed at promoting public health, sustainability, and ethical practices. From the upcoming disposable cup charge in Scotland and HFSS (high fat, salt, and sugar) restrictions in Wales to the nationwide ban on disposable vapes and a licensing scheme for tobacco and vape retailers, these measures are reshaping the retail landscape. For convenience retailers, adapting to these changes is not just a matter of compliance but an opportunity to lead in responsible retailing.
Scotland wants a charge of at least 25p to apply to all single-use disposable beverage cups when a person buys a drink of any kind.
The government launched a consultation in October, and in its response the Fed has called for an effective communication campaign and a robust enforcement process.
“It is vital for the Scottish government to communicate clear instructions to retailers on how the scheme is to be administered, to communicate the “how and why” to customers and to allow retailers enough time to prepare for the changes,” Razzaq, who owns a store in the Scottish town of Blantyre, said.
“Communication was one of the key weaknesses of the Deposit Return Scheme. as it seems to have been considered at a late stage – even though the ask to consumers and retailers involved a major behavioural change. We would hope lessons have been learned from this.”
He said it is of the utmost importance that there is at least a six-month notice period, highlighting the challenges to retailers such as recording the numbers of single-use disposable beverage cups charged for; the charge paid for them; the amount retailers are entitled to deduct to calculate the net proceeds – such as the costs to administer the system and VAT – and the net proceeds raised by the charge.
“We would anticipate that 25p is a sufficient incentive for many customers to remember to bring their own cup. A higher price might encourage customers to go without a drink if they haven’t brought their own cup,” he added.
The Fed also believes the funds generated from the charge should be retained by businesses and redirected to local worthy causes, like the carrier bag charge.
“Retailers would welcome the ability to support good causes in their communities, a long-established tradition in local convenience stores. This could be a local hospice or sports team or local school very much deserving of support,” Razzaq said.
Photo: iStock
The Welsh consultation over the restriction on HFSS products ended in September, and measures are expected to take effect next year.
The restrictions introduce the following measures:
For retailers with more than 50 employees: Restrictions on the promotions of multibuys (for example 3 for 2) and additional volume (for example 50% extra free) of HFSS products
For retailers with more than 50 employees and relevant floor space over 2000 sq ft: Restrictions on the placement of HFSS products at the end of aisles, within 2m of checkouts and queueing areas, and near the entrance of a store (dependent on store size)
While the timeframe for the introduction of the HFSS promotion and placement regulations is not yet confirmed, the Welsh government has committed to publishing guidance 12 months before the introduction of the rules.
In response to the consultation, ACS has welcomed the consistency of the regulations with those already in place in England. The trade body has also highlighted the need for clear guidance from the government on the rules, published with enough lead-time for retailers and suppliers to adapt.
“We welcome the Welsh government’s intention to introduce HFSS rules that are consistent with those already in place in England, ensuring that there are minimal issues for retailers and suppliers that operate in both nations,” said ACS Chief Executive James Lowman.
“However, the experience from England shows that official guidance available from the government was insufficient in avoiding confusion when retailers were developing their revised store layouts, so it’s crucial that the Welsh government gives as much clarity as possible in guidance for businesses ahead of the introduction of the regulations.”
License to sell
Similar to the premises licence required for alcohol sale, retailers might soon need a licence to sell tobacco, vape and nicotine products in England, Wales and Northern Ireland, as part of the Tobacco and Vapes Bill that has passed its second reading in late November.
The Bill intends to create a “smoke-free generation” by phasing out the sale of tobacco products to anyone currently aged 15 or younger. The generational ban will come into force in 2027, meaning that there will be a single date that retailers have to reference for age restricted sales on tobacco – rather than checking if a customer is over the age of 18.
Besides the licensing scheme, the Bill will also introduce on the spot fines of £200 to retailers found to be selling tobacco, vape and nicotine products to underage people. Other measures in the Bill include a ban on vape advertising and sponsorship, in addition to powers to restrict the flavours, display and packaging of all types of vapes, as well as other nicotine products.
In communications ahead of the second reading, the government announced that it would be dedicating an additional £10m to enforcement activity against the illicit trade. However, ACS has previously noted that Trading Standards will need an additional £140 million in the next five years to deal with the huge illicit market that currently costs the Treasury around £2 billion a year in lost revenue.
Lowman has warned that, unless properly structured, a licensing scheme could “prevent legitimate traders from operating based on the presence of other outlets in the area, or the specifics of where that store is located.”
“This requires detailed consultation with local shops and other stakeholders, and none of this has taken place,” he noted. “We now need proper discussion of the detail as regulations are drafted, or we fear that this legislation will significantly impact investment, growth and service provision in our sector.”
Vape products are displayed for sale on October 27, 2024 in London, England
Photo by Alishia Abodunde/Getty Images
The Bill followed confirmation in October that the government is planning to go ahead with a ban on disposable vaping products, which will come into force on 1 June 2025 across the UK, after the Scottish and Welsh governments have delayed their ban by two months to align with England and Northern Ireland.
ACS has recently launched an extended version of its “Selling Vapes Responsibly” guide to support retailers with the transition away from disposable vapes ahead of the ban.
The new guidance (https://tinyurl.com/acsvape) outlines the features that vapes need to have to be legal for sale from 1 June, as well as what to do with any disposable vapes that are unsold when the ban comes into force. Vapes that are legal to sell from 1 June must be chargeable and refillable, as opposed to disposable vapes which are intended for a single use and are limited to 2ml of vape liquid. Anyone selling disposable vapes from 1 June could be subject to a £200 fixed monetary penalty, followed by further enforcement action if illicit activity continues.
Since the start of 2024, retailers who sell vapes have also been required to provide a takeback service for customers on a minimum of a “one for one” basis (a customer can return a vape when they purchase a new one).
Healthy sales
Celebrating its 20th anniversary this year, the Scottish Grocers’ Federation (SGF) Healthy Living Programme (HLP) showcases how responsible retailing can positively influence public health, create economic opportunities, and build stronger connections between stores and the communities they serve.
Fully funded by the Scottish Government since its inception in 2004, the programme works with over 2,300 convenience retailers across Scotland, to help advise on growing sales of healthier products in stores.
Central to HLP’s success has been its focus on community engagement, exemplified by the Welby Breakfast initiative, which has reached more than 37,000 primary school pupils. Teaming up with both retailers and local primary schools, the programme delivers a vital message about the importance of starting the day with a nutritious meal.
“This anniversary is a major milestone for HLP and the whole team and is well worth celebrating. Over twenty years SGF and HLP have created a programme that works for every store, and the branding is now a key fixture in many new or refitted shops,” programme director Kathryn Neil said.
“Community engagement has been the key to success, ensuring the programme remains relevant and maintains relationships with key fascia groups. Helping to deliver the “responsible retailing” message.”
Research commissioned by the programme shows that 40 per cent of consumers recognise the HLP branding in stores, underscoring its impact on shopper behaviour. The programme also drives economic benefits by creating new markets for healthy products, benefiting both retailers and local producers.
SGF chief executive Pete Cheema praised the programme’s achievements, noting, “Not only does HLP help direct consumers to purchase healthier options, improving the health of communities, it also creates an avenue for new markets in healthy products, supporting the local economy.”
While England and Wales have attempted to replicate the programme’s success, the HLP remains uniquely impactful in Scotland. Its adaptability and close collaboration with retailers and government are seen as key factors behind its longevity and effectiveness.
And, coming back to bananas, HLP’s recent Free Banana Wednesday campaign with Snappy Shopper was a huge success, with a 61 per cent increase in banana purchases and a 16.5 per cent rise in overall fruit sales.
With over 200 stores participating, the campaign offered customers a free banana every Wednesday in August by simply entering the code FREEBAN on the Snappy Shopper app.
Customers embraced the free fruit, leading to a 61 per cent increase in bananas added to Snappy Shopper baskets. The campaign also saw a remarkable 16.5 per cent year-on-year increase in overall fruit purchases on Wednesdays during the promotion. This translates to a 15 per cent rise in the value of fruit sales compared to the same period last year.
Such successes align with the findings of the “sad bananas” study, which revealed that small interventions in convenience retail can significantly influence consumer behaviour, steering customers toward healthier choices.
Sad bananas, empathetic shoppers
Don’t stay single!Did you know that communicating an emotional appeal reduces food waste?
New Research: Study by University of Bath’s School of Management, conducted in the German supermarket chain REWE, finds emotional appeal boosts sales of “single” unsold bananas.
Sad Bananas Work Best: Signs with a sad banana face and the message “We are sad singles and want to be bought as well” increased sales by 58 per cent.
Key Findings:
Sad signage outperformed happy signage (5.4% sales increase) and emotionless messages.
Hourly sales rose from 2.02 bananas (emotionless signs) to 3.19 bananas (sad signs).
Psychological Insight: “The need to belong is one of the most basic human motivations, and applying sadness to single, stray bananas evokes a compassionate response from shoppers,” says Dr Lisa Eckmann from the Bath Retail Lab at the University of Bath.
Retail Impact: “The findings have very practical applications for boosting sales and reducing food waste from our supermarkets,” Dr Eckmann adds.
Food Waste Problem:
Single bananas, often discarded by shoppers, are a major source of food waste.
Food waste in retail accounts for 131 million tonnes annually (UNEP 2024).
Single bananas have significant climate impact and are often explicitly listed as avoidable waste.
Price vs. Emotion: The impact of the sad bananas did not outweigh a drop in price – discounting the produce was more effective at driving people to choose single bananas.
Practical Tip: Retailers could start with emotional messaging and later introduce discounts to sustain sales and reduce waste.
Crippled by inadequate remuneration, rising costs, and a strained relationship with their corporate overseers, local Post Office branches seem to be in crisis, bringing forth an urgent need for a wholesome systemic change.
While the fallout from the Horizon scandal lingers, relationship between sub postmasters and the Post Office is seemingly on a downhill and continues to remain somewhat toxic.
The mistrust and skepticism among sub post masters towards Post Office run high, as found by Asian Trader, often bordering into a sense of being intimidated.
According to ACS Local Shop Report 2024, 20 per cent of about 50,387 convenience stores in the UK provide Post Office services. In many communities, these branches are often the sole providers of essential banking as well.
While it is often argued that having a Post Office branch boosts retail footfall, sub post masters, in candid conversations with Asian Trader, paint a starkly different picture of the grim reality they face.
Once touted as vital hubs of community life and profitable assets for retailers, local Post Office branches now find themselves as loss-making appendages.
For sub postmaster Jerry Brown, who has been running a Suffolk branch for 17 years, the footfall generated by his branch amounts to little more than "the dirt that falls off people's shoes” and his branch, at First Class Greetings and Plum Green in Hadleigh, costs him £500 monthly.
This sentiment is echoed by others too, including convenience store retailer Benedict Selvaratnam, who has been running a Post Office in Croydon’s Freshfield Market for the past four years.
Despite being a busy branch, the remuneration received from Post Office for the services translates to £6 an hour, far below minimum wage. The financial model, according to the retailer, fails to compensate for the significant responsibility that sub postmasters shoulder.
His frustration is compounded by the Post Office clientele that comes in—most in a hurry, often irate, and sometimes abusive.
He said, “We are a busy post office yet it does not generate a profit. It's actually a cost to the business. But overall, because it brings a football in, that's what we hope and bank upon.
Retailer Benedict Selvaratnam
“I love running the Post Office branch and determined to continue providing the services. However, the amount of responsibility that we shoulder, we are not compensated enough for that.”
Elsewhere in Northamptonshire, sub post master and retailer Vidur Pandya finds himself in a similar predicament. While his unique position as the sole Post Office in the area results in footfall for the retail side, the remuneration does not cover even the minimum wage costs.
Echoing the frustration of sub post masters, the National Federation of Sub Postmasters (NFSP) delivers a damning indictment of the Post Office network’s broken promises.
Calum Greenhow - Chief Executive Officer of NFSP, told Asian Trader, “The anecdotal evidence shows that owning a post office doesn't necessarily make money. Actually, it's the retail side that's actually subsidising the post office branches.”
“In fact, there is evidence that shows that if you've got a strong retail that's actually a benefit to the post office, which is the exact opposite to what Post Office tends to claim.”
The root of the problem lies in the Network Transformation Programme (NTP) introduced in 2012 that saw sub-postmasters paid per transaction instead of receiving a fixed salary.
Under NTP, remuneration rates for local Post Office Branches (as seen by Asian Trader) have been woefully inadequate. Amounts such as 6.00p per £1 sales of First Class stamp sales, a mere 31.00p per completed transaction for Home Shopping Returns, and just 23p per Completed Transaction in Auto Cash Withdrawals (Personal) fail to reflect the critical role the local branches play.
The subsequent removal of profitable government services and increased use of online services have left sub post masters clinging to a shrinking portfolio of less fruitful offerings.
Greenhow revealed, “In 2011, we were being led to believe by government that it was going to lead to a new profitable system. The figure of 300 million pounds was thrown around, and also that we, as investors in the network, would actually have ownership in the business.”
Today, the optimism of that era has soured into disillusionment.
“There is this feeling amongst sub postmasters today of being manipulated about network transformation plan in 2011. It absolutely wasn't fair, because what was sold to us back then and reality is something different,” Greenhow lamented, revealing bare the deep structural issues plaguing the Post Office network.
Toxic Relationship?
The NFSP points to survey data showing declining trust among current sub postmasters towards Post Office. Many sub postmasters feel their concerns are ignored, and their investments in the network go unacknowledged. Some even fear to speak up openly.
Greenhow pointed out, “The level of trust between the two has gone down. Despite everything that the post office is saying that it is doing, it is clearly not making any difference. Their efforts feel like a PR exercise, rather than something substantial or tangible.”
To fill the void, NFSP is coming up with an “oversight committee” to make some space for sub post masters in the system and give them a voice.
Greenhow said, “We must have a better say, we want to work towards mutualisation, because only then sub postmasters will be in a situation where they can really challenge the post office and the government to do better for everyone.”
Once again, Post Office has set out an ambitious five-year Transformation Plan to deliver a “New Deal for Postmasters” that significantly increases their total annual income through revenue sharing and strengthens their role in the direction of the organisation.
Calum Greenhow - Chief Executive Officer of National Federation of Sub Postmasters
The “New Deal for Postmasters” , announced on Nov 13, follows a Strategic Review initiated by Post Office Chair Nigel Railton in May. The Transformation Plan sets out an ambition to deliver a £250 million boost to postmasters’ income by 2030. These improvements to remuneration are subject to funding discussions with the government.
Alongside this, the Post Office is establishing a new Postmaster Panel as well as a new Consultative Council.
However, as the NFSP chief and other sub post masters pointed out, much remains uncertain and there are no details yet. For many, these commitments are viewed skeptically, given the Post Office’s historical track record.
Greenhow acknowledges improvements in leadership but warns of potential pitfalls.
“What if they again come up with something that doesn’t suit the Postmasters? That’s the big problem,” Greenhow said.
Lingering Shadow of Horizon
Be it remuneration or dismissive attitude, the relationship between sub postmasters and the Post Office corporate leadership is sour. The lingering scars of the Horizon scandal have only compounded this situation.
For Brown (also a member of Voice of the Postmaster), the psychological toll of unexplained financial shortfalls under Horizon was profound. Describing the Post Office senior executives as “Post Office leeches”, he stated how the scandal has not only caused financial losses but eroded trust in the organisation’s leadership forever.
Brown told Asian Trader, “I believe every sub postmaster suffered some losses under Horizon. We certainly experienced losses over a number of years that we just covered on our own because at the time we had no choice.
“But what still gives me chills is that it could have easily been a £50,000 shortfall instead of a £500 one. These shortfalls, no matter how small, had psychological consequences as we used to get stressed out to find where we made a mistake, even started doubting our staff.”
Greenhow too thanks his stars that he was not caught in the Horizon scandal despite running a branch for over 29 years.
He said, “In truth, there is absolutely nothing that I have done differently as compared to the victims.”
Sub post master Jerry Brown
For current sub postmasters like Selvaratnam, knowing the details of the scandal -Post Office’s attitude towards sub postmasters’ complaints of shortfalls and later the legal actions bestowed upon them- is nerve wracking.
He said, “For us current sub postmasters, the ITV drama was really an eye opener. It really made us think twice about what we are doing daily. We also deal with a lot of cash. We just hope that such a callous miscarriage of justice never happens again.”
NFSP meanwhile underscores the long history of Post Office malfeasance, noting before Horizon, there were other faulty systems that also led to prosecutions, suggesting that prosecution regimes against sub postmasters date back over three decades.
Greenhow revealed, “There are two other programs that the post office provided before Horizon that were faulty. Recent KROLL report shows that there were bugs, defects and errors within Capture, a pre-Horizon system.
“There was another one called ECCO+ that was in operation between 1992 to 1999 and within that period. I have learned, (just in the last few days) that post office undertook 334 prosecutions over that eight year period- that's equivalent to what went on in the Horizon years.
“So we're talking about a prosecution regime over a 32-year period, not a 25-year period.”
Clearly, the Horizon scandal was not an isolated incident but part of a broader pattern of neglect, exploitative and dismissive attitude of the Post Office. Sadly, it is the same attitude that led to prosecution of hundreds of sub post masters, leading to bankruptcy of many, broken families, destroyed reputation and even suicides.
What is disturbing here is the attitude somewhat still remains the same and seemingly not much has changed.
Glimmer of hope?
Some sub postmasters, like Brown and Pandya, express cautious optimism in the leadership of Railton and Brocklehurst, whose relatable approach and apparent commitment to reform have sparked hope for change.
Meanwhile, Post Office area managers are also commended for “humanising” the corporate relationship, providing a much-needed bridge between the top-level management and those on the ground.
“What I see in the forums is that the approach of senior management is changing, albeit very slowly,” observes Pandya, calling for same remuneration rates for all kinds of branches.
Despite the tension and conflicts within the system, the bond between sub postmasters and their communities continues to remain steadfast.
Retailer Vidur Pandya
As Greenhow explained, “There might be a negative feeling against post office as a corporate but there's a real affinity and a real connection between the local postmaster and the community. That relationship has remained very strong.”
What Post Office network needs to comprehensive overall reform and shift in mindset.
As Selvaratnam said, "The government and the post office have got to value and support local branches as essential community assets in such a way that the branches are protected and can continue to provide key services.
“Just because they got us on a commission should not mean they can get away with underpaying us. We are offering services nine to six 365 days a year and we are paid peanuts. This needs to be changed.”
As Greenhow aptly states, “We are talking about the fate of generational family businesses here. The Post Office must treat sub postmasters as partners, respecting their investment and hard work.”
It is clear that the sub postmasters are the backbone of Post Office network and many communities too, providing essential services despite the odds stacked against them.
Yet, the pressing question that remains here is how long can sub postmasters' resilience can sustain a flawed model? And, is it fair?
Retail has witnessed a shift in the self-checkout landscape, and I've been closely monitoring these developments and their potential impact.
The recent decision by Morrisons to remove some of its self-checkouts has sparked a nationwide debate. CEO Rami Baitiéh admitted it had gone "a bit too far", citing customer dissatisfaction and increased shoplifting as key concerns. Last year Booths also removed self-checkouts from most of its stores to enhance the premium shopping experience.
These decisions run counter to the trend we've seen in recent years, where major supermarkets increased their reliance on self-service technology – a development that raises important questions for independent retailers, too.
Self-checkouts offer several apparent advantages. They can reduce queuing times during peak hours, lower operational costs, and free up staff. For smaller shops with limited floor space, they can also save space.
However, the drawbacks are becoming increasingly apparent. Their impersonal nature detracts from the shopping experience, particularly for those who value interaction. This is especially relevant for independents, where personal service is a key differentiator.
Moreover, the link between self-checkouts and shoplifting is concerning. While technology has improved, these systems are still vulnerable to theft, potentially offsetting any savings elsewhere.
For indies, the decision to implement self-checkouts is harder than for larger chains. Our members often pride themselves on knowing their customers personally and providing service that goes beyond mere transactions. A till with a friendly, familiar face can be a big reason for customers to return.
Andrew Goodacre
That said, we can't ignore the of technology in improving efficiency and convenience. It’s about striking the right balance. For some, a hybrid approach might work best – offering both self-service and manned tills.
It's also worth considering alternative technologies that can enhance the shopping experience without sacrificing the personal touch. Mobile point-of-sale systems, for instance, allow staff to process transactions anywhere in the store, combining tech with individual service.
It's crucial that retailers of all sizes listen to their customers. The backlash against self-checkouts in larger stores suggests many shoppers still value human interaction. This presents an opportunity for independent retailers to reinforce their strengths in customer service and community connection.
At Bira, we advocate a thoughtful approach to technology adoption and encourage our members to consider their unique circumstances, customer base, and brand values. What works for a large chain may not be appropriate for a local indie.
The recent pullback on self-checkouts by some major retailers serves as a reminder that technology should enhance, not replace, the human element in retail.
In the end, the goal isn't to be for or against self-checkouts, but to find the mix that best serves customers and supports business success. This may mean focusing on what indies do best – providing personal, community-focused service no machine can match.
I wax lyrical about what to stock on your booze shelf, at various times throughout the year. But as well as the range you offer, there’s a skill in making it sellable.
Before we get into the detail, it’s important to understand what’s happening in the world of spirits. Consumer behaviour is changing; lower alcohol products are gaining popularity; people are drinking less but buying better (more expensive) booze. It’s competitive, and from the producers’ perspectives they’re willing to spend on innovation and marketing to stand out on your shelf.
At various times of the year, you’ll find different spirits offering free promotional support to help you sell. Make the most of this, don’t be afraid to trial something new on a seasonal basis, and educate yourself on the product so you can impart some added value to your customer, whether that’s by word of mouth or through a handy recipe card.
Nick Gillett
Recent research by NielsenIQ shows that a great opportunity for retailers is the "dinner for tonight" buyer, who will impulse-buy alcohol to pair with dinner. Similarly, shoppers are willing to spend more money on alcohol when there’s a mainstream televised event – so keep abreast of what’s on and consider what you have to offer that customer.
Finally, consider your overall shopping experience. Consumer expectations are heightened, and they will reward repeat business to those who offer a quality service and range. The better you can understand your customers, know what they like, and cater to that need – the more satisfied they’ll be. And the more you’ll sell!