Karnail Singh Sandhar: Legacy of resilience, courage and vision [Exclusive]
Late Karnail Singh Sandhar was a visionary entrepreneur who played a key role in the UK wholesale sector and in bringing Asian food to the UK and Canada.
Late Karnail Singh Sandhar: Founder of UK's first biggest Asian-focused cash and carry as well as Warwickshire's first Asian-origin convenience store owner
True entrepreneurs don’t just see opportunities; they seize them, reshape them, and build legacies that outlive their time.
Late Karnail Singh Sandhar was one such visionary, a man whose entrepreneurial zest turned challenges into opportunities and dreams into legacies.
One of the pioneering figures in convenience as well as wholesale world, Karnail sadly passed away a few months ago.
While many of us know him as the force behind yesteryear’s wholesaling giant Sandhar and Kang cash and carry, Karnail is also and forever be the first Asian-origin man to own a convenience store in the entire Warwickshire region.
In a time marked by challenges and racism, Karnail carved out a significant place for himself in the UK’s convenience and wholesale sectors, paving the way for future generations while leaving a lasting impact on the communities he served.
His remarkable journey, as shared by his daughter Harbinder Sandhar in an emotional conversation with Asian Trader, reveals the story of a man who refused to let adversity define him.
Diving into detail about her father’s struggle, precise acumen in business, and risk-taking capability, Harbinder revealed how her father ended up playing an instrumental role in shaping the UK’s wholesale world as we know it today.
Karnail’s journey began with an unforgettable childhood moment that ended up shaping up his life.
As a 12-year-old boy in Punjab in India, he had to watch his father Ujagar Singh Sandhar break down in tears after a relative refused him a small loan that he needed to move to the UK for a better future.
Eventually someone did intervene and help but watching his father crying helplessly implanted a seed in Karnail’s mind—a determination to become abundant with money and never let his family face such a situation ever again.
Following his father's footsteps, Karnail also moved to the UK. Landing here in 1956, he joined the Ford's foundry factory where he went on to work for five years.
However, the grueling hours filled with hard physical labour failed to kill his entrepreneurial spirit and eventually drove him to achieve the impossible.
She said, “While still working at the Ford factory, my father bought a shop which he decided to run as convenience store.
"Back in those days, it was not an easy feat for a brown person to own a commercial property in England, but he still managed to do that. And in this process, he became the first Asian man to own a convenience store in Warwickshire.”
To further expand his income, he and his newly-wedded wife began selling home-stitched clothes door-to-door.
However, he soon realised that the scope for growth and stability lies in food and drinks sector, particularly of Indian spices and ingredients whose demand was rising sharply, Harbinder explained.
At the time, for an Asian origin man, trying to establish his own business was a tricky thing to do. Racism was rife and brown people were not welcome everywhere, Harbinder said.
Karnail’s newly established business and life also came under the radar, making him a victim of racism.
She revealed, “When my father opened his first shop, racism was at its peak. The shop was petrol bombed, and bricks were thrown at our house.”
Despite the hostility, Karnail remained focused and soon his business flourished. He soon bought another bigger shop in Leamington Spa. After a couple of years, he merged this shop with a neighbouring store, owned by Avtar Singh Kang, along with Swarn Singh Kang and Udham Singh Kang.
The merged shops very soon forayed into procuring their own goods directly from India, thus putting the foundation stone of Sandhar and Kang cash and carry.
“In 1960s, my father started importing spices and grocery items in large quantity through telex transfer from Amritsar in India. Nobody taught him how to do telex transfer; he figured out everything on his own,” Harbinder said.
Late Karnail Singh Sandhar with an MP in the inaugural event of a restaurant that the former started.
It was around this time that Karnail quit his job in Ford foundry factory (after an ugly racism incident) and decided to put all his time and energy into growing his business.
“They (my father and Kang brothers) soon bought a couple of lorries to pick up the imported consignment from the port. They used to unload, load, pack them, put labels; they used to do everything on their own for a very long time. They first started supplying door to door and eventually to other stores.”
As the business expanded, Karnail and Kang brothers felt the need of a bigger space, so they bought a huge empty building which was formerly a Jaguar plant, a huge 134,000 square feet space in Birchall Street in Birmingham.
Sandhar and Kand Cash and Carry moved into this space, eventually becoming the biggest cash and carry for Asian foods in the UK of its time.
Apart from Asian food and spices, the massive new space also enabled Karnail to focus on stocking a wider range of alcohol range right from local brown ale to every variety of spirits and wines sourced as far as from France, Germany, Spain, Italy and Yugoslavia.
Owing to the focus on this niche, Sandhar and Kang cash and carry soon came to be known as Midland’s largest and cheapest wine and spirits wholesaler.
Karnail also had an eye for identifying rising stars in the industry, Harbinder said, adding that Sandhar and Kang Cash and Carry also became a lifeline for other emerging food and drink businesses across the Midlands and beyond.
“Some of my father’s earlier clients were East End Foods, Bestway, Imperial Snack Foods, Tilda and Cobra Beer. My father helped Lord Karan Bilimoria when no major wholesaler was ready to stock his beer line. He gave him space to stock his beer, and it soon became a huge hit.
"Sandhar and Kang was among the first wholesalers to pack own-brand products under SK branding.
“My father used to help and uplift whoever sought his advice or help. Sometimes, he also gave credit to Asian entrepreneurs who wanted to open business or shops in Leamington Spa.
“My father achieved so much, and he was just 35 at the time. A very humble man, he stopped eating meat and completely embraced all the aspects of Sikhism, highly influenced by my very religious mother.
"He lived a simple life and the only thing he was fond of was cars. In 1973, he bought a Rolls Royce," she said.
Sandhar and Kang cash and carry grew rapidly in the late 1970s and 1980s, becoming the biggest wholesaler in Midlands.
Retailers and smaller wholesalers as far away as Manchester, Bristol, Liverpool and London used to visit the depot. Another branch was soon opened in Wolverhampton.
By the late 1970s, alongside leading Sandhar and Kang cash and carry, Karnail started exploring Canada’s grocery sector.
Harbinder continued, “My father realised that there is no Indian shops in Canada so once again, he moved places, this time to establish business for my brothers Sukhbinder, Rashpal and Zorawar Sandhar.
"He founded an Indian grocery store called East West Foods and soon started importing Indian line of food items and ingredients. Very soon, the word went round and people from all over Canada started coming to Toronto to visit our store.
"The business soon flourished into chains of stores and forayed into wholesaling as well.
“In a way, it is my father who played a crucial role in introducing Asian food and flavours in Canada.”
Life Rooted in Community
Despite his business successes spanned across two countries, Karnail, along with his wife Surjit Kaur, remained deeply connected to Sikh faith and community, both in the UK and Canada alike.
Harbinder informed Asian Trader how her mother had brought a Guru Granth Sahib (central holy religious text of Sikhism) to the UK with her when she got married.
Soon, the families from the community started gathering at the couple’s house to pay respect and conduct prayer meetings.
She said, “As the community grew, people rented a hall and requested my mother to bring the Guru Granth Sahib there so that more people can get together and pray.
"And that is how, they ended up founding the first Gurdwara in Leamington Spa.”
In 1998, Karnail fell seriously ill after which he retired from business and decided to dedicate his life to community service. He soon became the head of a gurdwara in Toronto and spent most of life there.
“My father was a generous man who was always ever ready to help anyone who is in need (financially or otherwise), be it friends, community people, business acquaintances, his employees or friends and relatives in India,” she said.
In his later years, Karnail also donated three acres of land in Punjab, India to a close friend Balbir Singh Sohi who wanted to open a school in the memory of his late wife.
“When my father came to know about the noble cause, he did not think twice and gave the land absolutely free.”
10 years later, the school, called JK Memorial Global School Bagrian, is a thriving and reputed institute with more than 700 students.
“My father was next to none. It was his sheer hunger for success and fire in his belly, that made him into what he was.
"He was among those extra-ordinary pioneering immigrants of the time who came to the UK with almost nothing yet managed to create not just legacies but also paved the way for future generations to come ,” Harbinder concluded.
Karnail left Sandhar and Kang Cash and Carry in the late 1990s. In 2011, the cash and carry was sold to new owners Gurinder Gill and Ajminder Singh and is now known as SK Food and Drinks.
Karnail’s life story is a testament to resilience, vision, and community impact. From transforming the UK wholesale sector to empowering others through his generosity, his legacy extends far beyond business—a legacy of inspiration, perseverance, and lasting change.
Britain's annual inflation rate unexpectedly fell to 2.5 per cent last month, official data showed Wednesday, easing some pressure on the Labour government faced with economic unrest.
Analysts had forecast no change in the Consumer Prices Index (CPI) from the 2.6 percent figure in November.
The latest reading from the Office for National Statistics (ONS) comes one day after chancellor Rachel Reeves was forced to defend the government's handling of the economy following a recent sharp runup in state borrowing costs and a hefty drop in the pound.
"Inflation eased very slightly as hotel prices dipped" after rising in December 2023, noted Grant Fitzner, chief ONS economist.
"The cost of tobacco was another downward driver, as prices increased" less than a year earlier, he added.
"This was partly offset by the cost of fuel and also second-hand cars, which saw their first annual growth since July 2023," Fitzner said in the release.
Wednesday's data showed also that on a monthly basis, CPI rose 0.3 percent in December, down from 0.4 percent a year earlier.
The ONS added that core CPI - excluding energy, food, alcohol and tobacco - increased by 3.2 percent in the 12 months to December, down from 3.5 percent in November.
Reeves told parliament Tuesday that the government needed to "go further and faster" in its bid to kickstart economic growth in the face of UK markets turmoil.
The chancellor of the exchequer, in the role for just over six months following Labour's election win, faced a renewed call to resign by the main opposition Conservative party during a heated exchange.
Prime Minister Keir Starmer has given his full backing to Reeves.
UK 10-year bond yields, a key indicator of market confidence, reached last week the highest level since the 2008 global financial crisis.
That puts fiscal pressure on the government and could force it to cut spending and further hike taxes.
Reeves' maiden budget in October included tax rises for businesses - a decision blamed for Britain struggling to grow its economy in recent months.
Britain's big retailers, including Tesco, Sainsbury's, M&S and Next, say they are stepping up their drive for efficiency through automation and other measures, to limit the impact of rising costs on the prices they charge their customers.
As the UK economy struggles to grow, the new Labour government's solution is a hike in employer taxes to raise money for investment in infrastructure and public services, which has prompted criticism from the business community.
Retailers have said the increased social security payments, a rise in the national minimum wage, packaging levies and higher business rates - all coming in April - will cost the sector £7 billion a year.
Concerns of the wider economic impact sent retail share prices sharply lower this week and drove up government borrowing costs.
In the retail sector, larger players have more scope to adapt and are cushioned by previous healthy profits, but analysts have said smaller players could find themselves under severe pressure.
Clothing retailer Next said it faced a £67 million increase in wage costs in its year to end-January 2026, but still forecast profit growth.
It reckons it can offset the higher wage bill with measures including a 1 per cent increase in prices that it said was "unwelcome, but still lower than UK general inflation". It can also increase operational efficiencies in its warehouses, distribution network and stores, the company said.
CEO Simon Wolfson said more automation was inevitable across the sector.
"With any mechanisation project you're always looking at a pay-back on it - you're saying 'what's the saving versus the cost of the mechanisation, or AI or software'," he told Reuters.
"If the price of the mechanisation doesn't go up, but the price of the labour it saves does go up, it's going to mean that more projects can be justified."
More robots?
Baker and food-to-go chain Greggs last year opened a highly automated production line at its Newcastle, northeast England, site, meaning it can make up to 4 million more steak bakes and other products each week from its current 10 million.
Tesco, Britain's biggest supermarket, is also increasing automation and will open a robotic chilled distribution centre in Aylesford, southeast England, this year.
No. 2 grocer Sainsbury's is encouraging more shoppers to use its SmartShop handheld self-scanning technology.
Even though Tesco faces a £250m annual hit from the hike in employer national insurance contributions alone, CEO Ken Murphy said it would cope.
Having navigated the Covid pandemic, supply chain disruption and commodity and energy inflation, he said Tesco was used to dealing with rising costs by finding savings elsewhere.
Finance chief Imran Nawaz said Tesco's "Save to Invest" programme was on track to deliver £500m of efficiency savings in its year to February 2025, having delivered £640m in 2023/24.
"As we look ahead it's clear it's going to be another year where we'll need to do a stellar job," Nawaz said, singling out savings from better buying by Tesco's procurement organisation, in logistics, in freight, and in cutting waste.
Sainsbury's, facing an additional £140m national insurance headwind, is similarly targeting £1bn of cost savings by March 2027.
Clothing and food retailer M&S, facing £120m of extra wage costs, said it aimed to pass on "as little as possible" to consumers.
One of the biggest names on the British high street, the 141-year-old retailer is in the middle of a successful turnaround programme and believes it can continue to grind out further savings, modernising its distribution and supply chain.
"My summary is: big job, but lots in our control and we've got to be ruthlessly focused on costs in these next 12 months," CEO Stuart Machin said.
"We talk a lot about volume growth, because the more we sell, the more that offsets some of these cost pressures."
Ian Lance, fund manager at Redwheel, one of M&S's biggest investors, said the firm was likely to be able to weather the cost challenges better than most. "They have an exceptionally capable management team and a product offering which is clearly resonating with consumers for its quality and value," he said.
But for many smaller players raising prices is the only option.
A British Chambers of Commerce survey of 4,800 businesses, mostly with fewer than 250 staff, found 55 per cent planned price increases - potentially hampering the fight to contain inflation and grow the economy.
And for some, more drastic action may be required.
British discount retailer Shoe Zone has said the additional costs of the budget meant some stores had become unviable and would be closed.
Food price inflation remained stable last month though experts are warning that with a series of price pressures on the horizon, shop price deflation is likely to become a thing of the past.
According to figures released by British Retail Consortium (BRC) on Thursday (9), shop price deflation was 1.0 per cent in December, down from deflation of 0.6 per cent in the previous month. This is below the three-month average rate of -0.8 per cent. Shop price annual growth remained at its lowest rate since August 2021.
Non-Food remained in deflation at -2.4 per cent in December.
Food inflation was unchanged at 1.8 per cent in December. This is in line with the three-month average rate of 1.8 per cent. The annual rate has eased considerably since the start of the year and inflation remained at its lowest rate since December 2021.
Fresh Food inflation was unchanged in December, at 1.2 per cent. This is slightly above the three-month average rate of 1.1 per cent. Inflation was its lowest since November 2021.
Ambient Food inflation edged up to 2.8 per cent in December, from 2.7 per cent in November. This is in line with the three-month average rate of 2.8 per cent and remained at its lowest since February 2022.
Commenting on the figures, Helen Dickinson, Chief Executive of the BRC, said, “Retailers discounted heavily for Black Friday this year as they attempted to make up for weaker sales earlier in the year.
"However, the later Black Friday timing brought many of the non-food discounts into the measurement period, making non-food prices look more deflationary than the underlying trend. With food inflation bottoming out at 1.8 per cent, and many price pressures on the horizon, shop price deflation is likely to become a thing of the past.
“As retailers battle the £7 billion of increased costs in 2025 from the Budget, including higher employer NI, National Living Wage, and new packaging levies, there is little hope of prices going anywhere but up.
"Modelling by the BRC and retail CFOs suggest food prices will rise by an average of 4.2 per cent in the latter half of the year, while Non-food will return firmly to inflation.
"Government can still take steps to mitigate these price pressures, and it must ensure that its proposed reforms to business rates do not result in any stores paying more in rates than they do already.”
Mike Watkins, Head of Retailer and Business Insight, NielsenIQ, added, “During December, shoppers benefited from both lower inflation than last year and bigger discounts as both food and non-food retailers were keen to drive sales after a slow start to the quarter.
"However, higher household costs are unlikely to dissipate anytime soon so retailers will need to carefully manage any inflationary pressure in the months ahead.”
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People walk pass a Christmas tree as they exit a store in Manchester, northern England on December 16, 2024.
Photo by Paul ELLIS / AFP) (Photo by PAUL ELLIS/AFP via Getty Images
Shares in Britain's Marks & Spencer and other retailers fell on Thursday, with £2 billion ($2.45 billion) wiped off the sector, as concern about ebbing consumer confidence and economic weakness overshadowed healthy Christmas trading.
Retailers, already facing weak consumer sentiment, are bracing for higher costs from April, when employer taxes and the minimum wage are set to rise.
The economic outlook has been clouded by a leap in Britain's government borrowing costs in recent days that adds to pressure on government finances and has prompted analyst warnings that further tax rises could be needed.
With inflation also forecast to tick up, retailers anticipate a tough year.
"There is that cautious customer confidence out there," M&S chief executive Stuart Machin told reporters, after announcing the group had delivered the highest food sales over the lucrative Christmas period on the UK high street.
M&S reported above-expectations growth of 8.9 per cent in food sales and 1.9 per cent in clothing, home and beauty sales, but the retailer's shares fell 6.5 per cent. Tesco, the country's biggest supermarket group, posted a 4.1 per cent rise in sales, while its shares traded down 1.3 per cent.
"The year ahead won't be all smooth sailing for the retail giants, as the sector gears up to battle imminent tax hikes," Hargreaves Lansdown equity analyst Matt Britzman said.
While those two retailers were helped by booming grocery sales, other categories struggled.
Growth at food-on-the-go specialist Greggs slowed in the final months of 2024 and discounter B&M posted a fall in underlying sales of 2.8 per cent, sending the stocks down by 10 per cent and 12 per cent respectively.
While retailers fell, Britain's globally focused blue-chip index. The FTSE traded higher at 0.5 per cent.
Challenges continue
Greggs Chief Executive Roisin Currie said consumers were cautious about spending.
"It's been a challenging second half in 2024. I think you have to make some assumptions that that continues in 2025," she told Reuters.
Greggs had performed well in recent years as its value sausage rolls and steak bakes gained popularity, but its underlying sales growth fell to 2.5 per cent in the final quarter of 2024, down from five per cent in the previous period.
Next, the UK's biggest clothing retailer by market capitalisation, on Tuesday warned sales growth would slow in its 2025/26 year as the impact of the government's tax hike begins to hit employment levels and raise prices.
Ken Murphy, the boss of Tesco, was more sanguine.
Although consumers who "really celebrated over Christmas" would be more value-focused in January, that was always the case at the beginning of the year, he said.
After the pandemic, a supply chain crisis, and high levels of commodity and energy inflation, Murphy said Tesco, which is forecasting 250 million pounds of additional costs from the employer tax hikes, was used to handling rising costs.
The implementation of new age-of-sale regulations under the Tobacco and Vapes Bill could present significant hurdles for retailers, according to Inga Becker-Hansen, policy adviser for retail products at the British Retail Consortium (BRC).
Speaking before a House of Commons committee on Tuesday, Becker-Hansen outlined the complexities of enforcing a rolling age limit for tobacco and vape products, as well as concerns about staff training, licensing schemes, and advertising restrictions.
One of the central issues identified by Becker-Hansen is the rolling age limit, a key provision aimed at creating a “smoke-free generation.” She noted that while current rules are straightforward - with a fixed age of sale for tobacco and alcohol products - the rolling age limit could introduce operational difficulties.
“At this point, it is quite identifiable, with those under the regulation being 15,” she explained. “But in 30 years’ time, if you have someone who is 45 versus 44 from the date of January 2009, it may lead to ID for each sale of a given product. This will eventually lead to potential issues.”
Becker-Hansen highlighted that points of sale are often flashpoints for violence and abuse against retail workers, raising concerns about the practical implementation of the regulations. “It is a real concern for retailers that that could be an issue in the future,” she said.
To mitigate these challenges, the BRC is advocating for the use of digital ID systems, which are already being promoted by the Department for Business and Trade for alcohol sales. “A digital ID could possibly make things easier,” she suggested, adding that it could streamline age verification processes for both retailers and consumers.
Licensing scheme
The introduction of a licensing scheme for tobacco and vape products also drew attention, particularly regarding its impact on smaller retailers. Becker-Hansen expressed concerns about the administrative and financial burdens such a scheme could impose.
“Smaller retailers may not have as much capacity with regard to the licensing scheme,” she noted. “It is quite difficult to comment on it at this point, because we do not know the full detail.”
“We would also like to highlight that if the licensing scheme were to follow something such as the tobacco licensing scheme—the idea that licensing authorities could approve or deny certain applications—that could affect long-standing, established, compliant retailers, and that could lead to a loss of revenue for them,” she added.
Additionally, she warned against requiring individual premises licenses for multi-site retailers, citing potential inconsistencies that could affect customer confidence. “If individual licenses had to be applied for, that could lead to divergence across a retail brand, and that affects your overall public retail image for customers,” she explained.
She reiterated the need for clear guidelines and consistent regulations, suggesting that a unified licensing scheme bundling tobacco, alcohol, and vapes could reduce costs and complexity.
“Adding on an additional licensing scheme with additional costs and a separate administrative system makes it more difficult for retailers to handle those things at the same time, particularly smaller retailers and independents,” she said.
“We would also encourage alignment across the regulations in terms of new regulations coming through, such as secondary legislation on the licensing scheme,” she said, calling for ongoing consultation with the industry.
Advertising and recycling challenges
Restrictions on the advertisement, display, and flavours of e-cigarettes also present challenges for retailers, Becker-Hansen revealed.
“Some of the challenges with the restrictions on advertising will be at the point of sale of products for some retailers,” she said.
She also highlighted concerns about how recycling schemes for vapes could be implemented - if they cannot be advertised under the new restrictions.
A robust public awareness campaign is essential to the successful implementation of the Bill, Becker-Hansen argued. “A public awareness campaign would hopefully reduce any potential violence against or abuse of retail workers,” she said.
The Tobacco and Vapes bill is currently at the committee stage in the House of Commons. Witnesses who provided evidence on Tuesday included chief medical officers for the four nations, along with the representatives from health charities, trading standards experts, academic experts and representatives from Royal Colleges.