Echoing the desperate plea of hundreds of other victims, former sub postmistress Shazia Saddiq is demanding a “full, fair and final” closure to the greatest miscarriage of justice in Britain's history, a curious case in which a centuries-old government corporation allegedly exploited its might to intimidate, condemn, and financially ruin innocent lives.
With ITV’s recent airing of Mr Bates vs the Post Office, anger and frustration is running high over highly corrupt and blatant scandal. However, for hundreds of sub post-masters caught in the middle of this, it has been an excruciatingly long, slow, humiliating and exhausting ongoing fight.
Between 1999 and 2015, over 900 sub postmasters were prosecuted for theft, false accounting and fraud over shortfalls reflecting in their branch’s Horizon accounting software while about 230 were imprisoned.
Some pleaded guilty in the hopes of not being given a custodial sentence (which was not always the case). Many paid the shortfall in the hope of avoiding legal complexity and to save their reputation and became financially burdened. Others put their hope in the British judicial system believing that the truth would come out.
Over two decades, livelihoods and reputations were destroyed, families shattered, marriages broken, and savings lost. At least four, maybe more, committed suicide.
In 2019, a group of 555 sub postmasters, led by former sub postmaster Alan Bates, won a group action brought in court against the Post Office, with the judge ruling that Horizon contained bugs, errors and defects. This contributed to the Court of Appeal quashing the convictions of 39 former sub postmasters in April 2021.
Parallelly, in September 2020, the government established the Post Office Horizon IT Inquiry, chaired by retired judge Sir Wyn Williams, to investigate the implementation and failings of the Horizon system.
Silencing and threatening
Post office introduced Horizon, built by Japan’s Fujitsu, in 1999 to replace paper-based accounting. Soon after its installation, many branch managers complained, saying that Horizon wrongly showed some amount missing from Post Office accounts. However, they were all told that the system is completely fine.
Problems ensued, resulting in sudden increase in the number of sub postmasters showing unexplained accounting shortfalls. Rather than investigating and fixing the problems, the Post Office held a defensive position that there was nothing wrong with Horizon and that the shortfalls were mainly due to sub postmasters’ incompetence or were simply fraud.
“You’re the only one to have problems!”
A witness of Post Office Horizon IT Inquiry Shahnaz Rashid, the former sub postmistress in South Yorkshire, was often told that the system would "sort itself out" and balance at the end of the month whenever she raised the issue of shortfall at the helpline. In 2012, she was forced to pay £3,500 in installments due to alleged shortfall. Three years later, she was again asked to pay £35,562, failing which she was terminated.
The stress began to take its toll on her family life as they would spend evenings and weekends trying to make sense of the losses. She fell into depression, thinking that since she was the only one in this dire situation, it must be all her fault. The stress and tension eventually ended her marriage.
As the shortfall cases increased, from 2009 to 2015-16, Post Office investigators allegedly horse traded with the sub postmaster, offering to drop the theft charge in return for an admission of false accounting.
Fujitsu, the tech company at the heart of the UK's Post Office scandal, has suffered a financial blow with a billion dollars (£768 million) wiped off its value within eight days of the ITV show 'Mr. Bates vs The Post Office'. (Photo by Christopher Furlong/Getty Images)
Another witness Kamaljit Kooner Singh, former –sub postmaster of Narborough and Rugeley post office, stated in his statement to the inquiry that he often reported discrepancies to Horizon helpline where he was regularly advised to wait until the balance for correction notice. Whenever he pushed harder to dispute a shortfall, he was told that he was the only one facing this problem.
During an audit, he was forced to sign a letter confirming that he had overinflated the figures. He did not get a chance to read the document thoroughly before signing it, not realizing that it would later be used against him, as told to the inquiry.
Singh was suspended from both the branches and was forced to pay for the shortfalls, placing his family under huge financial pressure. His reputation in the community was tarnished, his marriage almost broke and he even contemplated ending his life.
Another witness Vinod Sharma, former sub postmaster at Glasgow, was close to his retirement when he was told that Horizon was showing a shortfall of £28,845. As told to the inquiry, he was allegedly misled by Post Office union representatives George Thompson who coerced him to pay, saying otherwise the post office would be closed and he could be sued. Sharma was left with no choice but to make the repayment and at the end of the day, this came out of his retirement fund.
Khayyam Ishaq, the former Sub-Postmaster of the Birkenshaw branch, was prosecuted for theft and was sentenced to 54 weeks of immediate imprisonment. After being released from prison, he struggled to find work and was very embarrassed about having to wear a prison tag. His conviction was overturned in April 2021 but the whole experience took a major toll on his overall life.
Shazia Saddiq is one of the 555 sub postmasters who, led by Bates, who brought a civil case against the Post Office.
Speaking to Asian Trader, Saddiq recalled how she faced regular problems with Horizon and often turned to its helpline centre for resolution.
“I remember one time, just like you may recall seeing it in the ITV docuseries too, I was putting in some figures in Horizon regarding scratch cards that would be sold on the retail side. And I remember this very prominently that they told me to press some buttons, and the figure doubled right there in front of me. And when I said ‘look, the figures doubled in front of me’, the response from the helpline person was ‘best of British’.
“I didn't know what that meant at the time but now I know that it meant best of luck. At the time, I thought they were more knowledgeable about the system but now I've got to know that they were simply reading off the script, and sort of just telling us what being told,” she told Asian Trader.
Saddiq, a single mother of two, was suspended without pay from Westgate Hill and Ryton branches in October 2016 and was informed that the total shortfall was £39,269.97. In later correspondence with the Post Office's solicitor, the shortfall was mentioned as £41,097.37, but no explanation was offered as to how they have arrived at this increased figure.
The post offices were closed, and she was given no access to either branch or her own retail businesses. The Post Office also took all the stock, fixtures and fittings of conservative value of £60,000 - £70,000.
Former sub-postmistress Shazia Saddiq (Photo by Dan Kitwood/Getty Images)
As the news spread in Ryton village, Saddiq started getting abused by the local community and had to leave her home soon after.
"At the time my children were nine and four. One evening, when I was out with my children, I was called ‘thief’, assaulted in the street in front of my children and attacked with flour and eggs and even stoned. Because of this incident, I had to flee Ryton overnight like a refugee.
“I went to my husband, who was living down south in Oxfordshire. I was already a divorcee with two children. I was sort of ostracized from Asian community and have been battling this on my own,” Saddiq said.
During this time, she was constantly harassed by Post Office investigators to pay up or face consequences.
Speaking to Asian Trader, Saddiq recalled how she was aggressively hounded by post office investigators including Stephen Bradshaw who was involved in the criminal investigation of several sub-postmasters and mistresses and was accused of behaving like “Mafia gangsters”.
During one of such calls, Bradshaw used highly derogatory language, calling her a "bitch", which she found extremely distressing.
When the public inquiry resumed on Jan 11 for the first time since the ITV drama, Bradshaw denied Saddiq’s and similar other claims.
Reacting to Bradshaw’s denial, Saddiq said, “When Stephen Bradshaw denied calling me profanities on the phone call made in October 2016, his denial didn't come as any surprise to me. Bradshaw called me profanities and he hounded me. He was just a very nasty man to be fair. And it is not a surprise that he totally denied it!”
Saddiq and many others like her were constantly made to believe that she had no other alternative but to pay the shortfall and that the Post Office had conducted a thorough and fair investigation and was determined that there was an outstanding payment.
Also, like others, Saddiq was told that she was the only one facing such a problem. It was only in 2019 that she got to know about similar ordeals of her peers.
“It is so naive, but it is only around 2019 that I came to know that about the scale of the scandal and that there were others too affected just like me. I honestly believed what the post office was telling me that I was the only one having these (shortfall) issues,” she told Asian Trader.
Saddiq said throughout her interaction with Horizon and later too, she was never taken seriously owing to her Asian background.
“If you did follow Bradshaw’s inquiry, while he was in the chair, he stated things like ‘they weren't my equal, or this person was above me’. So I feel in his mind, he has notion or opinion of people being either above him or beneath him. And I definitely did feel at the time that he saw me beneath him,” she said.
Former sub-postmistress Seema Misra (Photo by HENRY NICHOLLS/AFP via Getty Images)
It has also emerged that Post Office racially profiled sub postmasters into headings such as “negroid types”, “Chinese/Japanese types”, “dark skinned European types” and other categories, something which may have influenced the decision to prosecute.
Not to forget the fact that the Post Office also sent people to prison reportedly to set an example and stop others from “jumping on the Horizon bashing bandwagon”. Among them was Seema Misra who was eight months pregnant at the time. She was one of the 39 who had their convictions quashed in 2021.
Mend, Amend, Compensate
Over the years, hundreds of sub post masters paid back hefty amounts in the name of shortfall to save themselves from legal actions.
Mohammed Khalil paid approximately £85,860.47 worth of shortfalls from 2005 to September 2015.
As told to the inquiry, “To save my face in the community, I kept bearing this financial burden that the Post Office had forced upon me.”
Patel is demanding compensation by the Post Office, saying they are the people who made her life a living hell, and she needs financial support to clear her debts.
Kooner Singh wants the Post Office to be held accountable and admit that they have done wrong.
“For me compensation is not enough; I want the truth to come out and most importantly, I want to know how they are going to look after current sub postmasters because if nothing changes what is the point. Something has to change,” he said at the inquiry.
In 2019, Post Office settled out-of-court for £58 million. However, £46m went on legal costs, leaving only about £20,000 for each claimant. The government says roughly £138m have so far been paid out to over 2,700 claimants across three separate Post Office compensation schemes. Still, many postmasters are yet to receive compensation or have their convictions quashed.
Speaking to Asian Trader, Saddiq said that it is too difficult to put a compensation figure, expressing her strong disapproval at £75,000 figure.
“At the post office, I have got fixtures installed and fittings. I lost my business, my livelihood. I lost everything. I would have to sit with some expert to put a financial value on everything that I have lost- I lost my pension, health insurance, life insurance, home, sanity, and reputation. How can one put a price on the loss of dignity and reputation? So, it is not a case of ‘oh, take £75,000 and go away’!” she said.
Saddiq is seeking a wholesome and final closure to this painful chapter.
“I could talk about this forever. But for now, I am putting forward the three F- ‘full, fair and final’. Full as in uncovering the whole crime that happened, fair as in look and compensate fairly each one of us who had to suffer for all these years and final as in just put an end to this once and for all; we all need to start healing,” she said.
ITV drama has managed to rattle the country though it is still sad that it took a TV docuseries and social media uproar to wake up our MPs to the matter which has otherwise been going on for more than 20 years. Or, with the general elections just a few months away, is it just a matter of timing?
Prime minister Rishi Sunak has pledged to bring in a new emergency law to exonerate postmasters caught up in this scandal after the ITV drama sparked outcry. Postmasters will have to sign a document saying they are innocent to get their £600,000 compensation, although they can opt to have their claims individually assessed.
Though calls for mass exoneration have come from across the political divide, legal experts have raised concerns that it could interfere with the constitutional independence of courts and judges.
There can be other way outs too. Sources in the judiciary have told Asian Media Group that the government did not need to bring in a blanket acquittal and the courts could clear the backlog by using the same mechanisms when dealing with terminally ill people who felt they had been wrongly convicted.
Former subpostmasters celebrate outside the Royal Courts of Justice in London, on April 23, 2021, following a court ruling clearing subpostmasters of convictions for theft and false accounting.(Photo by TOLGA AKMEN/AFP via Getty Images)
“It’s something judges have been doing for years,” said one civil court judge who asked not to be named.
“If someone’s case needed to be expedited, a judge would look at the evidence in writing, and as long as the defendant, in this case the Post Office and Horizon, didn’t object, we could agree to a settlement and quash the conviction. If we used our common sense, we’d be able to complete all the cases before the general election.”
The sudden peak of interest in the scandal has been welcomed by those who have been involved for years, but some questions continue to remain unanswered- What exactly caused account balance mismatches? Who was responsible for those errors? Who knew about them, but did nothing? And more importantly and rather an uglier one- was the system tweaked to favour some or someone in particular?
The independent public inquiry is still gathering evidence from postal workers, the government, the Post Office, Fujitsu and others. The inquiry is expected to conclude later this year.
Despite the setbacks and the lifelong trauma, Saddiq still believes in the British judicial system.
“I trust the court and the current inquiry that's happening headed by the retired judge Sir Wyn Williams. To be honest, when it was first announced, I thought it was just another whitewash, sticking a plaster over the top. I did not count on how integrity filled Sir Williams is.
“Believe it or not, I still respect the British judicial system and have 100 per cent faith in it,” she said.
Scottish business conglomerate Glenshire Group has hired Daniel Arrandale as its new Property Director.
Starting in the newly created role last week, Arrandale brings a wealth of industry experience to the business, including his most recent position as Acquisitions Manager for Asda and his previous position as Development Manager at EG Group.
“I am thrilled to be joining Glenshire Group in a period of tremendous growth, with many exciting opportunities on the horizon,” said Arrandale. “I’m looking forward to working with the existing development team to maximise the opportunities within our current estate, whilst also growing the business further with the acquisition of new sites.”
As part of Arrandale’s remit, he will oversee acquisitions, development, and growth for Greens Retail, Pizza Hut, and wider Glenshire Group property development and investment interests.
The bulk of Arrandale’s career has been as Retail Director at commercial agents Christie & Co, focussing on the convenience, forecourt and franchise markets. Arrandale served at Christie & Co. for 23 years.
Harris Aslam, Managing Director at Glenshire Group added: “We are very excited to welcome Dan into the Glenshire family. Having worked with Dan many times over the years on several transactions, I can confidently say his breadth of knowledge and experience in this sector will give us a huge advantage as we continue to expand our portfolio.”
Currently operating 27 convenience stores and 20 Pizza Hut franchises in Scotland, Glenshire Group has committed to significantly furthering new location openings in Scotland as well as bolstering their property portfolio.
Brewer Carlsberg is shifting some of its marketing focus to cheaper brands, it said on Thursday (31), as consumers in major markets bought cheaper beer and in reduced quantities.
The maker of Kronenbourg 1664, Tuborg and Somersby said beer sales volumes fell by 1.3 per cent in the third quarter, noting declines in China, France and the United Kingdom. Premium sales fell 0.5 per cent in the quarter."In Western Europe, there's no doubt that the average consumer is holding back," CEO Jacob Aarup-Andersen told Reuters.
"In Asia, China stands out as a market where the consumer is very weak. Most other Asian markets are actually okay," he said, adding the company had not yet seen Chinese stimulus measures having any impact on consumer behaviour.For years, brewers have relied on a strategy of developing and promoting their more expensive premium brands to offset an overall decline in drinking.
Aarup-Andersen said he remained confident in the long-term growth potential of premium beer and that the category will comprise a significantly larger portion of Carlsberg's business in a decade.For now, however, the company is adjusting its marketing.
"In markets where we are seeing a significant pressure on premium, we are reallocating some of our focus into making sure that we are promoting properly around the right mainstream brands," he said.
The world's third-largest brewer behind Anheuser-Busch Inbev and Heineken said third-quarter sales rose 1 per cent to 20.5 billion Danish crowns ($2.98 billion), compared with 20.7 billion expected on average by analysts in a poll gathered by the company.
Despite the shift in consumer behaviour, Carlsberg said it still expects full-year organic operating profit growth to be between 4 per cent and 6 per cent. The company lifted its full-year guidance in August.
Also on Thursday (31), the world's largest beer maker Anheuser-Busch InBev reported third-quarter profits, revenues and volumes behind forecasts. AB InBev's third-quarter statement highlighted stronger growth for its more expensive beers, like Corona, which grew 10.2% outside of its home market, Mexico, during the period.
Consumers now want a greater commitment from retailers in cutting food waste, refilling stations, sustainable packaging, and partnering with social purpose organisations, states a recent research, which also highlights that a good majority (69 per cent) of younger consumers are more likely to shop with what they see as socially responsible retailers though price sensitivity still plays a crucial role.
According to the findings, published in Vypr’s Consumer Horizon Report, reducing food waste is the most important factor for the majority of UK consumers (29 per cent), especially for Gen Z women aged 18-24 (38 per cent). More than a third (37 per cent) of men aged 18-24 said they needed food storage advice. A similar number of women aged 18-24 (33 per cent) want meal kits with the exact amount of ingredients included for them to cut down on food waste.
Refill stations for personal care, cleaning products, dry goods, and beverages are also in high demand. Consumers, particularly Gen Z women, are keen to use these stations, provided they offer a cost-saving of 6-10 per cent compared to packaged goods. The study indicates that older shoppers are less likely to use refill stations unless prices are reduced by 15 per cent or more, which Vypr said shows the importance of price in driving consumers to adopt sustainable shopping habits.
The third priority for brands and retailers is to adopt sustainable packaging. Awareness of eco-friendly packaging is high, especially among younger generations. Two-thirds of UK consumers say they expect to pay more for sustainably packaged products, and that figure rises to 86 per cent among Gen Z and Millennials. However, Vypr’s research suggests that while shoppers express willingness to pay more, price sensitivity still plays a crucial role.
Ben Davis, founder of Vypr, said: “There’s often a disconnect between consumer intentions and actions. Brands need to understand that simply offering sustainable options may not be enough if price points don’t match consumer expectations.
“For Gen Z and Millennials, sustainable products need to be competitively priced or risk losing long-term loyalty. We tested this by presenting products with and without the label ‘100 per cent Recycled Packaging’ and found price remained the key purchase decision-making factor for most consumers.”
Another factor in building loyalty among younger consumers is to showcase social responsibility. The research reveals that 60% of shoppers are more likely to shop at retailers that partner with food rescue organisations or promote a charitable cause. Among Gen Z and Millennials, this figure jumps to 69%, showing a strong preference for brands that demonstrate a social purpose.
The report also reveals that 85% of shoppers are willing to pay a deposit for reusable products, though it is younger consumers, particularly those aged 18-24 who express the strongest support for such initiatives.
The Consumer Horizon report which provides insights shaping retail, product innovation, and consumer behaviour going into 2025, can be seen here.
Sugro UK, the number one buying and marketing buying group*, in partnership with b2b.store, is thrilled to announce a further expansion of its existing E-Loyalty scheme programme, which has proven to be very popular with its members and retailers, by introducing E-Loyalty Extra Compliance and Execution scheme as well as E-Coupons.
The E-Loyalty Extra is aimed to boost compliance and execution at retail store level to drive new product launches, core range compliance, some exciting fixture trials with its supply partners and more! It will be available to all member owned and member affiliated retail stores within the group.
The E-Loyalty Extra loyalty scheme will be accessible by retailers via WhatsApp platform and will allow retailers to capture evidence of compliance by simply clicking “take photo” button.
With the addition of another digital enhancement introduced to the group recently – Coupon - based loyalty mechanic, members are now empowered to incentivise and reward customers, driving stronger consumer connections and fostering brand loyalty at a granular level. Retailers can now simply redeem a coupon at the point of check out. Another key digital development within the group is WhatsApp E-Presell which enables Sugro UK’s retail partners to provide advance product volume commitments for new product launches. This functionality is particularly powerful as it ensures that suppliers have accurate forecasts before product launches, enabling better stock availability from day one of product being available on the market.
The ease and speed of using WhatsApp for these commitments simplifies the presell process, ensures accuracy and strengthens relationships across the supply chain.
While other industry players may soon consider introducing similar digital tools, Sugro UK are proud to be at the forefront of enhancing retail-focused digital solutions. This early adoption not only ensures that Sugro UK members remain competitive but also guarantees them access to the best digital tools available in the market. These efforts are part of Sugro UK's ongoing commitment to delivering value to its members and empowering them with innovative solutions for growth and success in an increasingly digital retail environment.
Sugro Head of Commercial and Marketing, Yulia Petitt said: “I am delighted that Sugro UK members are now able to provide photographic evidence of retail compliance and in-store execution to our supplier partners, using a wide range of display and compliance criteria such as planograms, secondary displays, trials, and new product developments (NPDs).These digital features allow members to share real-time proof of execution, enhancing accountability and building supplier confidence. The launch of E-Presell functionality opens a huge digital advantage for the group which will benefit all – members, retailers and suppliers in gaining accurate forecast and ensuring product visibility in store from day one of product being on the market and with the ease of using WhatsApp, the entire pre-sell process becomes a much quicker and easier process to manage for all parties.
"The Group has had 18 consecutive years of growth and, once again, on track to deliver in 2024, with the year-to-date performance of +15% year on year and growth across all categories.” Rob Mannion, CEO of b2b.store, added: “The rate of innovation in the wholesale sector is increasing and these launches are further great examples of that. We’re particularly excited about the developments and different uses of WhatsApp in the industry, with more coming in the pipeline for 2025 – it’s a tool no wholesaler or buying group can afford to ignore because of the level of influence it’s having in the sector and there’s no sign of that direction of travel changing any time soon.”
Sugro UK is proudly owned by its 90 plus independent wholesale members, with a combined turnover of over £2.5 billion.
Expanding its footprint in the World Foods category, Paulig has acquired Panesar Foods, a prominent UK-based producer of sauces and condiments.
Founded in 1992 and headquartered in Tipton, Panesar Foods is a family-owned business with three production facilities, employing 308 staff and achieving a turnover of £59 million in the 2023 fiscal year.
This collaboration is expected to accelerate product launches and drive growth in diverse offerings, including sauces, salsas, marinades, dips, and condiments.
"We have collaborated with Panesar Foods for 17 years, and we are very pleased to welcome the company to Paulig," said Rolf Ladau, CEO of Paulig. "Today, our combined taste expertise and innovation skills unite around a shared ambition: to accelerate our international growth and expand our World Foods offerings."
Bill Panesar, CEO of Panesar Foods, expressed confidence in the partnership, stating, “As Panesar Foods becomes part of Paulig, I am confident that our ambitions for international growth will be realised, and the business will continue to thrive. We share a strong commitment to innovation and delivering high-quality, flavourful products, and I look forward to bringing even more delicious products to the market, together."
Jas Panesar, MD of Panesar Foods, echoed, “This partnership will allow us to reach new markets and deliver our authentic World Food flavors to a broader audience. We look forward to combining our passion for quality food with Paulig’s commitment to sustainability and innovation.”
All 308 Panesar employees will transition to Paulig’s team. Financial details of the transaction remain undisclosed.