Nichols plc is an international soft drinks business and the markets for our portfolio of innovative Still, Carbonate and Squash drinks span 73 countries. The most renowned brand in our range is the iconic and “refreshingly different” soft drinks brand, Vimto. We’re also home to other great products such as Levi Roots and Sunkist.
Vimto is a core brand in our portfolio and following on from our successful Vimto redesign earlier this year, we have also relaunched our core Vimto squash range, now fortified with Vitamins C&D. It comes as we also introduce a brand-new flavour of superfruit squash to our range; Blackberry, Raspberry & Blueberry, which taps into key emerging flavour trends.
How is your brand currently performing?
Our entire portfolio has been performing well, with Vimto outperforming the market and now worth a staggering £97.6 million and brand sales up +7.9 per cent YOY. Consumers have been gravitating to brands they know and trust to provide the quality and taste they love. This is further demonstrated by Vimto being ranked a top 10 brand in the off-trade across dilutables, RTDs and flavoured carbs [Nielsen] .
Squash is a core part of the Vimto portfolio and we see great opportunity for the Vimto range: during lockdown, the category returned to growth. In line with this, Vimto Squash is up 25.3 per cent (MAT) and 19.1 per cent YTD, outperforming the market by 10.2 per cent.
How is the soft drinks market currently performing?
We believe Soft Drinks will remain a key sales driver for retailers throughout 2021. In fact, the category has recently grown by +2.8 per cent in the Grocery & Impulse channel and is now worth £8.9bn. Soft Drink sales are likely to continue performing well as we enter the warmer months and restrictions ease. Consumers will be looking for easy and convenient on-the-go options.
The squash category has been performing well over the past year. Following the pandemic, total squash sector value sales have increased +15.1 per cent, with Vimto currently the no.2 squash brand and the fastest growing in the UK, with sales up+25.3 per cent. As the interest in “balanced lifestyle choices” continues, squash presents a unique opportunity for retailers to drive added value.
Do you have any new product development?
We’re particularly excited about our relaunched Vimto squash range in our contemporary new design. Having insight of shopper needs and preferences, we have also fortified our squash with Vitamins C&D. Alongside this, we are also very excited about the launch of Blackberry, Raspberry & Blueberry, which will be available in stores from April and performed extremely well during consumer testing.It taps into two key flavour trends – Blackberry and Blueberry, both with superfruit credentials that we know are particularly important for parents.
How are you supporting your brand & NPD?
At Nichols plc we are committed to offering innovative products in line with consumer needs and trends. Our Vimto squash range is a core part of our business and with tap water consumption and the healthy hydration need in growth, we want to offer choices in line with these trends which will see consumers saying yes to squash as an alternative option to tap water. We want to make sure that we are supporting the category with meaningful innovation that will spearhead growth.
Our category-driving innovation will also be supported by a £5m ATL masterbrand campaign across multiple-touchpoints, ensuring that Vimto is propelled into the forefront of consumer minds.
How important are independent retailers to your brand?
Independent retailers across the country are key to our brand – the Impulse channel currently accounts to 25 per cent of our total off-trade sales which is a significant amount. We really value their support and we want to help them in any way we can. At Nichols plc, we consistently share impartial insight on category performance to help retailers develop bespoke ranges which drive maximum value. Ensuring that the correct range of products are available can make all the difference between increasing or losing sales. We are also launching a brand-new sales activation in April, with the aim to support and educate retailers across the South East on stocking and optimising sales of Vimto products.
What trends are occurring in the sector?
As well as the conscious consumption trend, we also know that value for money will likely remain key for consumers and PMPs are a fantastic way to communicate value for money and build trust with customers. Price-marked packs should always be a consideration as a tool to provide standout on shelf, raise awareness of value opportunities for their customers and lock in sales. It is also worth thinking about both the rise of the at-home consumer as well as keeping an eye on pre-pandemic trends such as “on-the-go”. With this in mind, larger formats are a great way to encourage bigger basket spend. For example, sales of our Vimto Original 6pck format have performed well, having increased by +39 per cent in impulse, which is bolstered by the variety of our take-home pack portfolio including our Vimto 2L fizzy bottle and squash range.
GroceryAid, the UK's grocery industry charity, stands as a beacon of hope and support for those who stock our shelves, man our tills, and keep our supply chains running smoothly. As the charity celebrates another year of remarkable impact, Asian Trader sat down with Kieran Hemsworth, who last month completed his first year as CEO, to discuss GroceryAid's mission, achievements, and ambitious plans for the future.
Kieran Hemsworth's journey to the helm of GroceryAid is a story of industry experience meeting purposeful ambition. With a career spanning three decades in the grocery and FMCG sectors, Hemsworth brings a wealth of knowledge and a deep understanding of the industry's challenges to his role.
“I've had a long, long association with the charity. I've been going to GroceryAid events, probably for the last 30 years, ever since I was 24-25,” Hemsworth reflects. “Of course, it wasn't called GroceryAid then.”
Founded as the National Grocers Benevolent Fund back in 1857, the charity has combined with several other trade charities over the years, and changed its name from Caravan to GroceryAid in October 2012, following the merger with The Confectioners Benevolent Fund.
Hemsworth’s career in the industry began as a graduate trainee at Unilever, where he cut his teeth in marketing and sales roles over eight years. From there, he moved to Coca-Cola Enterprises, now Coca-Cola Europacific Partners, where he held several senior positions, including sales director for Grocery and Impulse and vice president of marketing for Northwest Europe.
He then went on to lead Ginsters, the Cornish pasty company, for five years as managing director, overseeing a significant brand relaunch. A stint at PZ Cussons followed, running the UK and Europe business of the Carex, Imperial Leather and Original Source maker. It was after this role that Hemsworth decided to pursue an MBA, a decision that would ultimately lead him to GroceryAid.
“Whilst I was doing my MBA, I thought, I just want to do something a bit more purposeful,” he explains. The opportunity to lead GroceryAid presented itself as a compelling way to give back to the industry he had been part of for so long. “I'd had quite a lot of interaction with the charity whilst I was at Coca-Cola. I was on the president's fundraising committee for about three or four years,” he adds, demonstrating his deep connection to the charity.
Despite his success as a senior executive, Hemsworth felt the need to broaden his knowledge base, leading him to pursue an MBA later in his career. “When you get to a certain level in an organisation, there are all sorts of trends that are happening, but you never have the time to properly get to grips with those trends,” he notes.
The year at Bournemouth University allowed him to dive into crucial topics like sustainability and digital marketing, trends that were becoming increasingly relevant in the grocery sector.
“I thought it was going to be easy, but it wasn’t!” Hemsworth admits, reflecting on the rigorous academic work required. “It was quite tough, but extremely rewarding, and I learned so much.”
A year of remarkable impact
Under Hemsworth's leadership, GroceryAid has seen remarkable growth in both its reach and impact. The charity last year provided 78,000 “incidences of support”, a staggering 93 per cent increase from just two years ago. This surge in demand has been met with a corresponding increase in welfare spending, now exceeding £6 million per year.
“It just goes to show how much of a need is out there for a charity that looks after the welfare of the people that work within grocery,” he says. “I think we'll spend £6.5m this year, but we could only match the level of demand out there thanks to the generosity of the people who support us as a charity.”
One of Hemsworth’s key realisations during his first year was just how much GroceryAid had evolved in recent years. “The welfare team have done an amazing job to change our offer, which was originally focused more on pensioner beneficiaries, to one that’s much more focused on the needs of grocery workers and their families,” he notes.
This shift reflects the growing recognition that grocery workers require comprehensive support, and GroceryAid’s support comes in three forms: financial, emotional, and practical. This holistic approach ensures that beneficiaries receive comprehensive assistance tailored to their specific needs.
Financial support includes grants for those facing sudden income drops due to factors like illness, relationship breakdowns, or housing issues. The charity also offers one-off grants with a specific remit, such as the cost-of-living grants and school essentials grants. “If you're on benefits and you work within grocery, you can apply for £150 per child grant to ensure that children go back to school with a new school uniform and new kit, which is great,” Hemsworth says.
To receive financial support, people should have worked in the grocery industry consistently for the past six months.
Emotional support is another crucial pillar of GroceryAid’s offerings. The charity provides access to trained counselors through its care line, offering up to six counseling sessions for those struggling with mental health issues. They have also partnered with charities like Relate, which offers counselling for relationship problems and Shelter, the housing and homelessness charity.
“If you phone up our care line, you'll speak to a trained counselor, and that trained counselor work out what's the best route for the help that it's required. So, if you've had a relationship breakdown, they will put you into somebody like Relate. If you've got an issue with housing, they will put you in contact with Shelter,” he explains.
Practical support rounds out the charity's offer. This includes access to specialists who can provide guidance on tax issues, financial problems, and even legal matters. “We will pay for people’s legal advice,” Hemsworth says, highlighting the breadth of practical support available.
Reaching the Independent sector
While GroceryAid has made significant strides, one of the ongoing challenges is raising awareness of the charity’s services, particularly among frontline grocery workers. “We did some research where we talked about the sort of services that we offer, and only 18 per cent of frontline grocery workers had heard of GroceryAid,” Hemsworth reveals.
This statistic is a driving force behind Hemsworth's ambitious vision for the charity. “Our vision is to help everybody within the grocery industry that needs us,” he states emphatically. “Now we think that is roughly 10 per cent of people who work in the industry. So instead of the 78,000 instances of support, we think actually what we should be helping is about 260,000.”
To bridge this awareness gap, Hemsworth and his team are approaching GroceryAid “a little bit like a consumer brand.” This involves not only leveraging their existing supporters to spread the word but also venturing into paid media on digital platforms, targeting frontline grocery workers through platforms like Facebook and Instagram.
A significant focus for Hemsworth and GrocryAid is expanding the charity's reach to independent retailers and their staff - a sector, often characterised by smaller operations and tighter margins, which can be particularly vulnerable to financial and emotional stresses. As he took the reins at the organisation last year, his immediate action was to launch a leaflet aimed at raising awareness among independent stores.
“Last year, from a financial grant perspective, we helped just over 650 people working in the independent sector, and we spent about £350,000 on financial support for them,” Hemsworth shares. “On the care line, we helped about 900 people who work in the independent sector.”
However, he acknowledges that this is just scratching the surface of the potential need. “If you take that as a percentage of the totality, it's not enough, and we want to grow it,” he says.
To boost awareness among independent retailers, GroceryAid offers free promotional materials. “If you run an independent store and you want to use our services, you can download from our website posters, leaflets and wallet cards to put up in store, we will send you all of this,” Hemsworth explains. “All you need to do is supply your name and address, and these services are open to everybody who works within your store. It's a great welfare offer for everybody.”
Independent retailers, often family-run businesses, face a unique set of challenges. The charity is careful to differentiate between personal financial struggles and business challenges. While the charity cannot provide direct financial support to save failing businesses, it does offer practical advice on managing business debt.
“Part of the practical offer that we have is how you manage small business debt and issues relating to the financial performance for a smaller business with advice,” Hemsworth notes. This practical advice can be a lifeline for retailers juggling both business and personal financial hardships, offering them a way to navigate their difficulties with professional guidance.
He also touches on a critical issue within any charitable organisation providing financial aid -ensuring that the support does not unintentionally enable harmful behaviors such as gambling. “We don’t like to turn people down, but we would turn somebody down if there is a high level of gambling, on the bank statements,” Hemsworth clarifies. In such cases, the charity signposts individuals to relevant addiction support services to help them address their underlying issues.
“There's a check, just to make sure that we're giving the right people the right sort of financial support, but also the right sort of emotional and practical support that go with that as well.”
Fundraising and celebration
GroceryAid's events play a crucial role in both fundraising and industry engagement. The crown jewel of these events is the Barcode Festival, which exemplifies the charity's growth and ambition.
"Barcode is just the most brilliant event,” Hemsworth enthuses. “The reasons why people go to Barcode is maybe slightly different from some of the other events that we run. More and more it's because people want to celebrate as a team, give a bit of reward and recognition as a team.”
Looking ahead, Kieran’s focus is also on scaling up GroceryAid’s events, particularly the Barcode Festival.
“If our vision is to try and help everybody, and we were successful in terms of growing the level of awareness, then I've got to increase the welfare budget to match that,” he notes.
Described as a day of celebration for the grocery industry, Barcode has outgrown its previous venue near The O2, which has a capacity of about 5000, and will be moving to a larger greenfield site at Kenwood House, in Hampstead, London, next year. This move will increase capacity to around 6,000 or 7,000 attendees, with potential for further growth in the future.
The festival serves multiple purposes, and increasingly as an opportunity for brands to showcase themselves in a unique, emotive way.
“In the last Barcode, we had over 1000 retailers there. So, it's a great opportunity to showcase your brand in an emotive way, rather than just talk with a presenter, do it in a proper way whilst everybody has enjoyed themselves as well,” Hemsworth explains.
But Barcode is just one of many events in GroceryAid's calendar. From challenge activities like coast-to-coast cycling and rowing across Lake Windermere to gala events with major retailers, each event serves to bring the industry together while raising crucial funds for the charity's work.
Focus on diversity
GroceryAid's commitment to the industry extends beyond direct support to workers. The charity also facilitates the D&I in Grocery programme, which aims to raise the level of diversity across the sector. With over 100 partners now participating, the program provides a platform for companies to learn from each other and drive positive change.
“It's a fantastic programme where the partners learn from the partners,” Hemsworth says. "Some of them a little bit further forward in terms of their D&I journey, but this gives a great opportunity for people who are not so far forward to be able to learn a huge amount from the other partners within the programme.”
The programme includes Learning Labs, mentor sessions, and a large annual live event, D&I in Grocery LIVE! This year's event, took place in early October, featured retail consultant and broadcaster Mary Portas as the keynote speaker.
For Hemsworth, the Asian retail community plays a vital role in the convenience sector, and he is determined to include their experiences in the D&I conversation. “We’re very pleased to have Asian Trader as one of our partners to ensure that representation,” he notes. “The whole programme is across the totality of the industry, and we need to make sure that we are covering everybody from that perspective.”
A message for Diwali
With Diwali just around the corner, Hemsworth offers a heartfelt message to retailers celebrating the festival of lights: “Have an amazing Diwali, but also remember your workers over this time as well. Please help us to get that message out, of our fantastic welfare services that are available to them.
“Sign up to the website, get the pack downloaded, drive that level of awareness of everybody working in your store, to make sure that they really understand that there is an industry charity here that's available to help them, should they fall into need, whether that is financial, emotional or practical.”
It’s a message that underlines the heart of GroceryAid’s mission - supporting those who keep the grocery industry running, day in and day out. By spreading the word and ensuring that workers know where to turn in times of need, Hemsworth hopes that more people will benefit from the lifeline that GroceryAid provides.
Diwali is a time of giving, a time to reflect on the spirit of kindness and community. What better way to embody that than by ensuring your staff are aware of the support available to them through GroceryAid.
The application process
For those seeking support from GroceryAid, the process is designed to be as straightforward and supportive as possible. CEO Kieran Hemsworth walks us through the steps: “If you're suffering that sort of temporary drop in income, in terms of if somebody in the house is ill and you have to reduce the number of hours that you're working, or there's a relationship breakdown or a housing issue, the best thing to do is to go via our website groceryaid.org.uk.” From there, applicants can find information about available grants and how to apply. The website offers a live chat option and a phone number [08088 021 122] for those who need assistance with their application. The application process is designed to be comprehensive but compassionate, considering the applicant’s financial situation, such as savings and bank statements, to ensure the right support is provided. GroceryAid's caseworkers guide applicants through the process, ensuring they receive the most appropriate support for their situation. “The approach from the welfare officers is often the case that we get people applying for like a cost-of-living grant, which is quite a low-level grant, and when they casework it with the individual, they will find out there's another opportunity to apply for an even bigger grant,” Hemsworth explains. “Also, depending on the issue, they will signpost the other services that we can offer as well, so either the practical support that's required to go with it, or any emotional support that's required to go with it. So, it's a more holistic process in terms of what we offer.”
Journalist Nick Wallis has stood by the victims of the Post Office miscarriage of justice for nearly 15 years. Now, as the Inquiry nears its end, he shares his thoughts on the saga – and the guilty
The Post Office scandal is the greatest miscarriage of justice in British legal history, with nearly a thousand wrongful prosecutions, and a massive inquiry is ongoing.
Post Office Ltd (POL) relied on “evidence” from a fatally-flawed Horizon IT system that made it look as if sub postmasters were stealing money from their businesses. And was inclined to believe whatever the Fujitsu programmers said. POL began to prosecute postmasters from early on this century, shortly after Horizon was adopted.
Later, as more and more previously law-abiding sub postmasters turned, without or planning, to a life of hopeless crime – they were contractually responsible for financial shortfalls in their branches, so stealing was nonsensical – patterns emerged that would throw into question the robustness and integrity of Horizon and Fujitsu. But POL, committed to its shiny new IT project, ignored the protests and carried on, prosecution-happy, even after it had lost more than a dozen cases – losses which it kept very quiet about in future years.
All the prosecutions were brought by POL itself rather than the Crown Prosecution Service, and public and legal scrutiny as a result was very limited. Sub postmasters who found themselves in the dock were each lied to by POL that they were the only ones to have lost money; then bullied and blackmailed into pleading guilty, repaying “stolen” sums, or resigning. Many sub postmasters, assured that a guilty plea or a “repayment” would see the end of the matter, found themselves thrown into prison anyway – people such as Seema Misra, who was even pregnant at the time.
Accused postmasters often found themselves vilified within the communities that had come to trust them, and many were subject to racial abuse. POL debt collectors, working on commission, hounded and doorstepped the accused, who began to experience ill-health, family break-ups and mental breakdowns, even suicides.
The sub postmasters’ union was no help, because it was being financed by POL and was interested only in smoothing the way between itself and its paymaster. It merely whispered what the POL advised: give yourself up, computers don’t lie, just come clean.
At one point a slight nervousness entered POL and it hired two forensic accountants – Ron Warmington and Ian Henderson of Second Sight – to produce a report, which made uncomfortable reading in that it highlighted instances where Horizon had plainly been untrustworthy, implying that prosecutions might be unsafe. There was no Third Sight: Ron and Ed were undermined and then sacked.
POL discomfort (or growing terror) was compounded when Simon Clarke, a barrister working for a law firm retained by the organisation, looked into the matter and discovered that the Fujitsu expert witness – Gareth Jenkins – whose testimony had led to the conviction and imprisonment of dozens of luckless sub postmasters, had lied and obfuscated on many matters under oath in the witness box, rendering every conviction unsafe. This was the notorious “Clarke advice”, which POL promptly made vanish until 2020, when it was finally pried from POL’s grasp.
The prosecutions continued for many years and the conspiracy grew deeper with each sub postmaster’s false conviction.
By now, of course, a very bad but limited mistake of over-reliance on experts and technology starting two decades earlier had metastasized into the greatest legal scandal of the century, with literally hundreds of sub postmasters prosecuted, sacked, bankrupted and ruined.
This was partly for the sake of keeping POL – which had been seeking £1.5 billion in new funding from the government – looking competent and professional. Such a scandal breaking might have proven an existential matter for POL. But lethal blowback is now searing its way through the ranks of the Executive great and good (and to an extent, government) as the Post Office Inquiry goes on, wrecking reputations and placing many – one hopes – in the cold blast of serious legal jeopardy.
Sir Alan Bates, Founder, Justice for Subpostmasters Alliance (Photo Andrew Matthews - WPA Pool/Getty Images)
The mood in the country turned decisively against POL after the drama, Mr Bates vs The Post Office, was broadcast on four consecutive days from 1 January 2024. To have the entire saga laid out in a manner the public could grasp – and become outraged over – seemed almost like a miracle.
But from very early on, one man had been keeping the flame alive and doing the serious footwork of investigating and documenting all that was happening. That was Nick Wallis, an ex-BBC journalist, now a freelancer, whose Post Office Scandal website relentlessly exposed all the POL goings on, all the obfuscation, lies and evasions, the injustices and contradictions, the rumours and scandals. For years, Nick kept plugging away, always modestly, always making it clear that he was supporting the victims, the suffering sub postmasters.
In the end he wrote a book about it, The Great Post Office Scandal – in a sense a book that remains very much unfinished as we approach the culmination of the Inquiry and await the findings of its Chair, Sir Wyn Williams; and then subsequently the deliberations of the police and Crown Prosecution Service, to see whether a measure of justice will finally be meted out to the conspirators.
Asian Trader recently spoke to Nick to get his personal view about all that has gone on, and to gain an understanding of the inner workings of this greatest scandal.
Story of a scandal
“I've been following the story since 2010, watching it develop, reporting on it for various outlets, mainly the BBC,” says Nick and explains that it was only after a Court of Appeal judgment in 2021 that the government finally bowed to public pressure and agreed to make the inquiry statutory, “at which point we all knew that that would mean there was at least a possibility that we would start to hear some answers”.
Nick has been in the Inquiry hall at Aldgate House in London as often as possible, live-tweeting, for a process that has been ongoing now for over a year.
"I think one of the best things that happened to the inquiry,” Nick says, "was starting it with the human impact hearing, where you had a parade of downtrodden but honest people who had an extraordinary integrity, explaining step by step, exactly what the Post Office did to them.
“Just one or two of these stories should outrage anyone, but there were hundreds. I mean, dozens of people gave live oral evidence, and then there were many, many more witness statements that were given to the inquiry. And I think for the entire inquiry – the Secretariat, the team of barristers, the Chair and his facilitators – it focussed them on getting to the truth of what happened, and they have carried that spirit.”
The POL and Fujitsu and legal people who did have something to hide and did have to justify appalling decisions “didn't come across so well because they were essentially found out by the evidence”.
REUTERS/Hollie Adams
I suggest that there were two exposures, one of the Establishment and its complacency and self-interest. And there was the exposure of what we've come to see is “professionalism” and all the ills that it can foster within an organization.
“What the scandal exposed is the absolute dereliction of duty by so many different sectors and professions and industries,” says Nick. “The corporate governance of the Post Office was negligent. The Post Office executive withheld information from the Board. The Board was not giving the correct information to the shareholder executive or the government department. The shareholder executive wasn't analysing the data that they were getting or asking the relevant questions. They were, in turn, misinforming the ministers, who again, knew they were sitting on a huge problem at times, but failed to apply themselves properly to investigate. And on top of that were the consistent failures of the legal profession to do their duty with regard to the courts and justice, rather than their own naked self-interest.”
Put like that, it seems pretty damning.
Not Rumpole of the Bailey
The legal profession – with honourable exceptions, such as Lord Arbuthnot and the excellent team of backs and lawyers who have conducted the questioning at the Inquiry – have not been morally impressive.
“The Post Office lawyers appear to have been characterized largely by – I would say incompetence just about shades out malice. And utter indifference, or in fact scorn for the sub postmasters, who were the lifeblood of their organization,” says Nick. “A lot of the litigators acting for the Post Office’s external organizations were particularly gruesome, and the barristers that they employed.”
At one point the POL on advice of its legal team, tried to get a judge who had found against them in an earlier hearing, the excellent and technically knowledgeable Mr Justice Fraser, sacked (“recused”) so that he could no longer adjudicate on the actions regarding the sub postmasters. This backfired very badly on POL.
“It’s a perfect example of lawyers who can come in, get paid an awful lot of money to throw their weight and opinions around, with in most circumstances absolutely no skin in the game. They got caught out because this was such a big scandal. It is the class of person, at the very highest levels of the legal profession and the establishment, who could not give a monkey’s about the truth of what was happening. And we saw this with plenty of the other lawyers,” Nick concludes with justifiable contempt.
(Photo by TOLGA AKMEN/AFP via Getty Images)
I say that, in all this time, nobody at POL wondered about why an entire class of person – sub postmasters – would decide to become criminal, all in the same way, and all with so little chance of profiting from it.
“It's purely cultural,” he answers. “The development of the Post Office and the admission of sub postmasters into the ranks of the Post Office was predicated with a class loathing, which resented their existence from the very start and saw them all as potential risks to the business, potential thieves. When discrepancies were supposedly highlighted by the Horizon IT system, they took the assurances from Fujitsu that there was nothing wrong it and were able to reinforce their prejudices against sub postmasters, by assuming their guilt. It’s culture, and culture trumps everything; culture even trumps the law.
“If you have bad culture in the legal profession, or in the corporate governance environment, or in a political, or governmental environment, that will manifest itself in injustice.”
Very many sub postmasters (and of course sub postmistresses) are of South Asian origin, and I ask Nick whether he believes racism and prejudice played a part in the prosecutions. I quote a witness testimony from a Fujitsu call-centre employee, where distressed sub postmasters would call when they saw something wrong in their accounts.
The testimony recalled how a cry would go up: “We’ve got another Patel!” – to indicate another “crook” had surfaced. There were classifications for “Negroid” in the Post Office HR bureaucracy. What was going on there?
“I had a theory that the Post Office was indiscriminate in who it prosecuted,” replies Nick. “I think the racial classification codes were shocking and appalling. The fact that the Post Office had not updated them from when they were grandfathered into the organization, from the same racist Metropolitan Police identification codes from the late 1970s, speaks volumes about their incompetence.”
Former sub-postmistress Seema Misra (Photo by HENRY NICHOLLS/AFP via Getty Images)
And the ex-coppers they employed to go after the sub postmasters.
“What I do think is particularly interesting, is when those non-white sub postmasters enter the criminal justice system. You've got a cohort of people who've never committed any crimes, because you can't become a sub postmaster if you haven't got a spotless record. Then, when you compare their sentences and the way they were treated by the criminal courts with those of their white counterparts, they seem to get massively disproportionate sentences for their first offense.”
So, it’s in the system rather than personal?
"A white sub postmaster might escape jail,” explains Nick. “A non-white sub postmaster gets a custodial sentence. A white sub postmaster gets a custodial sentence. A non-white one gets a much harsher and longer one. There is now a very interesting cohort of people to be studied because they don't have any previous offending, and therefore you can conceivably compare like-with-like.
Nick has been trying for some time now to get the data out of POL and then the government and has been working with Professor Richard Moorhead at the University of Essex to try to extract that data, but he says, “It’s been like pulling teeth. It's been glacial.”
Birth of a crime
When, I ask, does Nick believe the prosecutions tip over from being a screw-up to being an actual criminal conspiracy?
“Second Sight went in, and after a year, produced an interim report which suggested that there were two known faults with Horizon. One of the external prosecuting barristers saw this report, and within days wrote what became known as the first Clarke advice.
“That was an explosive document, it was an unexploded bomb that had just been handed to the Post Office. Its most senior lawyer read it and did not pass it on to the chief executive or the Post Office Board.
“What we still do not know is how much of the contents of that advice was communicated to the Post Office chief executive and the Post Office Board. But the Post Office CEO, Paula Vennels, wondered whether they should do a proper investigation of all their prosecutions, and she was shut down by their Head of Communications, Mark Davies, who said no, it would create a massive story, and isn't worth it.”
That meant a chain of events was set in motion which “essentially led to them being patted on the back by the various people they were paying to pat them on the back and tell them that that they didn't have a problem.”
Nick says, “That was the point when this went from appalling, terrible, inept, malicious, indifferent cock-up to a conspiracy to pervert the course of justice.”
What next?
Phase Seven of the PO Inquiry his now in session – that's the That's the recommendations and reflections section that will eventually recommend future changes in POL (and hopefully more widely) to ensure nothing like this ever happens again.
But what about punishment for the wrongdoers, now we can pretty much see what happened and who did what in POL and Fujitsu and in various law firms.? Nick lays out how this world of government and big organisations works. Why did the endless ministers responsible apparently never do very much to find out what was going on?
“Information was reaching ministers through non-official means, and they were doing what they could against a machine that was determined to repel any kind of substantive exercise in raising the bonnet or lifting up the rock, and so consistently failed to uncover the problem. There was a vested interest in keeping the problem covered up.”
The system again.
Former Post Office chief executive Paula Vennells arrives to testify at the Post Office inquiry on May 22, 2024 in London, England. Paula Vennells worked as the Post Office chief executive during the key Horizon operating years from 2012 - 2019. (Photo by Carl Court/Getty Images)
“Too many people had too much to lose by saying, Okay, let's, let's do a root and branch investigation into what has gone wrong here. They knew that if they kept digging, what they found could be existential for the government and the Post Office. But when it comes to miscarriages of justice, that's the point at which you should say, I don't care if this loses me my job. I don't care if the whole cabinet has to resign. I don't care if my career prospects are blighted going forward and forever stained by a crisis that will have my name attached to it simply because I did something about it.”
Is it also that beyond this point that if I don't say something, I enter the realm of legal liability? I ask.
“I've long said that it's all very well having a carrot for whistleblowers, and to say that they’ll be protected – which, at the moment they're not – but you also need to have a whacking big stick whereby, if a senior person sees, suspects or comes across a document which even suggests something might have gone seriously wrong, that if they don't do their utmost to investigate it and alert whoever they need to alert, then there's a good chance they might go to jail. And that just simply doesn't exist in this country.”
Do you think that in the police investigation, they're going to do the FBI thing, where they'll try and tip somebody low down and then somebody higher, somebody higher, until they get somebody important
“We were all rather hoping the inquiry would turn into a circular firing squad, but it hasn't. There's no jeopardy for them, apart from maybe a bit of mild criticism or even strong criticism from Sir Wyn Williams when he finally reports.
“They can ride out whatever happens in the public arena as they're giving evidence – it's yesterday's chip paper. But if the Jeopardy is that they may well end up with a criminal conviction or jail time, it is entirely possible that some of the people who have not been as fulsome with their answers as they could have been in the inquiry, will start pointing the finger of blame at people who were directly responsible, and the police may be able to put together a case to charge those individuals higher up the chain.”
Nick’s book is available on Amazon and on his website, and it’s a brilliant, definitive read. What is the next project?
“I'm in talks to write a new book about the Gender Wars,” he says, “which is not such a departure as it sounds because it is all tied up in legal procedurals.”
“You're very brave man,” I say, with genuine admiration.
“Well, I like a scrap, and I would like to say there's no way that I will abandon this story. It's going to be part of my career for as long as the story has legs, and it's certainly got a long way left to run.”
Marketing Manager Amy Heap talks about the c-store heritage brands that set KP Snacks apart from the competition and explains why they are doing so well
Can you please give an overview of your brand?
At KP Snacks, we offer a wide-ranging portfolio of crisps and snacks. One aspect of our range that sets us apart is our selection of classic Heritage Brands. With Nik Naks, Wheat Crunchies, Space Raiders, Roysters, Discos and Frisps, we’re tapping into the growing consumer demand for “Modern Nostalgia”, maintaining the positive associations our consumers have with these brands and making sure they remain relevant in today’s market. As well as being great tasting, fun and familiar, these products offer great value to shoppers with unique and flavourful brands that consumers trust and love.
How is the range currently performing?
Our unique brands are delivering sustainable growth to the Convenience channel. Last year, Nik Naks and Discos were in the UK’s top ten fastest-growing Food & Drink brands, with Wheat Crunchies growing by over 50 per cent1. Space Raiders is also driving sales within the channel, growing at +4 per cent2. Meanwhile, Roysters T-Bone Steak £1.25 PMP is outperforming the PMP segment in both volume and value.3 These unique brands have become staples of the Convenience & Impulse channel, offering consumers a mix of value, familiarity, quality and great taste.
How is the market currently performing?
Bagged Snacks is a strong and resilient category with huge scale, now worth over £4.3bn4 and growing. At KP Snacks, we have a track record of strong performance with our Heritage Brand portfolio currently growing at +6 per cent5.
Now more than ever, consumers are looking for products which are considered to offer good value for money, with retailers saying customers are looking for value and deals6. While our range offers everyday value it also bridges the gap between nostalgia and relevance, making them hugely popular.
How are you supporting your brand?
We’ve recently launched an exciting new £45,000 retailer incentive for our Heritage portfolio. Running until October 13, the new giveaway offers retailers the chance to win one of 90 £500 cash prizes by purchasing cases of Discos, Space Raiders, Nik Naks, Roysters, and Wheat Crunchies.
The incentive showcases our range and the critical role it plays within the Bagged Snacks category as a staple of the Convenience & Impulse channel. We’re also distributing new POS kits to drive standout of Heritage brands in-store and help increase retailer sales.
Our new POS package features the strapline “Extra Taste, Extra Fun and Extra Sales” and includes vibrant dump bins, shelf wobblers and shelf strips to help retailers capitalise on the strength of KP Snacks’ Everyday Value brands, delivering stronger customer visibility to drive sales growth.
We also recently launched brand new packaging across our Discos range, giving this classic brand a more contemporary feel. With vibrant colours and a dynamic design, the new packs deliver a more impactful standout on shelves.
Do you have any new product development?
We are committed to bringing innovation to the category with our NPD strategy, anchored in insight and delivered in a range of formats to bolster retailer sales.
We continue to innovate across our Heritage Brands range to deliver further differentiation.
We recently launched Nik Naks Rib ‘N’ Saucy in Grab Bag format, reintroduced the sought-after Nik Naks Scampi and Lemon in a £1.25 PMP and launched Wheat Crunchies Spicy Tomato, driving consumer interest and sales.
Most recently, we launched Discos Prawn Cocktail £1.25 PMP, capitalising on the considerable growth of Prawn flavours in the UK market. Worth £154m and growing +16 per cent YOY7, Prawn flavours are increasingly in demand.
It’s not just our products we’re innovating – we’re constantly reviewing and improving our packaging in line with our commitment to use as little plastic packaging as possible. This year we reduced plastic packaging across our Discos, Roysters and Frisps six-packs by 35 per cent by implementing new flow wrap equipment. Equivalent to 100 tonnes of packaging saved annually and 620 fewer lorry journeys, our packaging innovation helps to minimise our environmental footprint.
How important are independent retailers to your brand?
Retailers are hugely important to our brands and we are committed to delivering great value to our consumers, while also providing the right products in the right formats to drive sales for our retail partners and incremental category growth.
Heritage brands are a critical part of core ranging, with these products in particular appealing to consumers looking for great value snacks and representing brands that are iconic and well-loved in their own right.
Our new incentive is specifically designed to reward retailers and help them boost their sales by leveraging familiar brands which deliver everyday value and strong consumer appeal.
What trends are occurring in the sector?
PMP formats have seen significant growth in recent years and will stay increasingly relevant as the cost of living remains high. PMPs offer consumers great value for money, with clear pricing reassuring shoppers that they’re getting a good deal. Food to Go missions are also on the rise at +15 per cent8.
We have an extensive PMP portfolio, offering a range of tasty snacks at a variety of prices to suit all budgets and occasions. Our smaller format PMPs include the UK’s number one best value brand, Space Raiders, in a 40p PMP, alongside Discos, Skips and Wheat Crunchies at 50p with Nik Naks Nice ‘N’ Spicy and Nik Naks Rib ‘N’ Saucy available as £1.25 PMPs.
Describe your brand in three words …
Great-tasting, fun, trusted.
1 Nielsen IQ, Total Convenience Bagged Snacks Report, Total Volume, MAT 13.07.24
2 Nielsen IQ, Total Convenience Bagged Snacks Report, Total Volume, MAT 13.07.24
3 Nielsen IQ, Total Coverage, Total Value, MAT 13.07.24
4 Nielsen IQ, Total Coverage, Total Value, MAT 13.07.24
5 Nielsen 52 w/e 10/08/24
6 Figures quoted from KP Snacks/ ACS survey of 28 retailers, August 2022
7 Category – NielsenIQ, Scantrack, 52 w/e Oct 2023 - Total Coverage
Becky Allan, Marketing Manager at snack brand Takis, tells us how the super-fiery chilli flavours of this market-conquering phenomenon are the secret of its hot success
Can you please give an overview of your brand?
Takis first made a name for itself when it went viral in the US, with global sales of the popular rolled tortilla chips surpassing $2bn. Every Takis product is known for its fiery flavour, intense crunch and unique tortilla roll, providing consumers with an exciting and unmatched snacking experience.
The UK convenience sector can now enjoy the brand’s three SKUs: the best-selling Fuego flavour provides a blast of flaming hot chilli pepper and tangy lime, earning it an “EXTREME” rating on the brand’s Heat Meter. Takis’ Volcano variant meanwhile offers an intensely cheesy flavour with a cheeky fiery kick. The newest SKU, Dragon Sweet Chilli, ensures every bite is filled with a spicy sweet chilli flavour combination that tingles your taste buds. Marked as “Hot” on the Takis Heat Meter, these hot and spicy corn chips are sure to thrill true chip lovers.
How is your brand currently performing?
Takis is outperforming the wider snacking market with value growth of +8.1 per cent, making up 18 per cent of the market1. We are currently the fastest selling in the top 50 in the snacking category, driven by our increased distribution (+24 per cent YOY) 2.
When it comes to the convenience sector specifically, Takis is worth over £13 million and is in growth, seeing sales of over 6.1m packs a year3. We see no signs of this slowing, as Takis continues to cater to those looking for an intense snacking experience. In fact, our brand has a 23 per cent market saturation4, helped by our range of formats including the new PMP grab bags. This is a launch we’re particularly proud of, as it broadened our availability into the convenience channel – an area crucial to the snacking market.
How is the category currently performing?
The total market is proving a big profit driver for retailers, worth a huge £2.14bn, seeing 1.46bn packs sold a year5. When it comes to the tortilla sub-category, the convenience channel is seeing growth of +4.3 per cent year-on-year6. In the convenience sector, we’re seeing sharing formats grow at the quickest rate: +14.4 per cent year on year7!
The growth of the market is something that excites us here at Takis – there’s room to continue to expand and innovate, helping retailers provide snacking offerings that cater to a range of shopper wants and needs. There are lucrative profit opportunities to be had by retailers, and we’re here to help them make the most of them.
How are you supporting your brand and NPD?
This year has been a particularly exciting one that has seen us make significant headway in terms of establishing ourselves as a major player in the snacking category. With a marketing focus that sees us go where the consumer is, we are focusing our efforts on where Gen Z spend most of their time – social media. TikTok and Instagram are both incredibly important platforms; they enable us to not only be visible but build a community of fans and followers that we can engage with.
This clear, single-minded focus delivered two milestone for the year, the first being the launch of our third SKU into the market in April – the inimitable Dragon Sweet Chilli. This August then saw us launch Takis into the convenience channel, following a six-month stint exclusive to grocery, with a PMP offering that is bespoke to this sector. In a UK first for our brand, Takis’ three SKUs are available in PMP format, allowing retailers to capitalise on the market that is growing at +17.6 per cent value and +6.8 per cent units year-on-year8. Available to order via Booker Wholesale UK, Fuego, Volcano and Dragon Sweet Chilli are available in a 55g pack, price marked at £1.25.
How important are independent retailers to your brand?
Independent retailers are hugely important to our brand – and we are thrilled to have launched our products into this sector. Our core target audience is Gen Z – we know that they are the super snacking generation and more likely to buy on impulse, with independent retailers being perfectly placed to leverage this. When it comes to shopper attitudes to snacking, bold and strong flavour choices are dominating purchase decisions. While planned purchases lend themselves to “weaker” flavours, impulse purchase (57 per cent of shoppers buy bagged snacks at least once a week9) is where intense flavours, such as chilli and paprika, have their moment to shine10.
What trends are occurring in the sector?
The “Need for Heat” is not showing any signs of stopping, as 33 per cent of snackers are looking to explore new intense flavours in the category11, suggesting a continued interest in spicy flavour profiles. In fact, 35 per cent of consumers say they buy intensely flavoured crisps and bagged snacks with crunch because they like spice, 30 per cent because they like intense flavours and 33 per cent because they like to explore new flavours. This makes clear that NPD around intense flavour will be key to maintaining consumer interest.
Describe your brand in three words
Bold. Fiery. Daring.
1 Circana – Total Market – Total Crisps, Baked & Snacks – L52 w/e 12/05/24
As Scandinavian Tobacco Group enters the next gen arena with its new XQS nic pouches, Prianka Jhingan, UK Head of Marketing at STG, explains how the best things come in small packages
Can you please give an overview of your brand
Earlier this summer STG UK entered the next gen nicotine category with the launch of XQS pouches. This new range has been created in Sweden, the home of nicotine pouches, and has been available from May onwards, competitively priced at just £5.50. XQS has launched in a range four great flavours with a variety of strengths: Tropical, Blueberry Mint, Cool Ice and Arctic Freeze. While the Tropical and Blueberry Mint variants give users a fruity burst of flavour, the Cool Ice and Arctic Freeze variants offer minty flavour and an icy, cooling sensation. All four variants come in fully recyclable packaging and smaller-sized pouches for a better fit.
How is your brand currently performing?
It’s very early days, but the anecdotal evidence we’re getting from retailers and consumers is already very positive. We really believe in this brand and think it genuinely brings something different to the market, and that’s for two specific reasons. Firstly, and most importantly, XQS is all about high quality and long-lasting flavour which we feel confident is better than the other brands out there. We know once consumers try it, they love it! Secondly, it would be the uniquely smaller-sized pouches which ensure a perfect and delicate fit under the lip.
How is the nicotine pouch market currently performing?
Nicotine pouch sales are really gathering pace in the UK, with the category now worth just over £90m* in annual retail sales – and this figure doesn’t include sales taking place online. This is because many adult smokers have been transitioning over to next gen products such nicotine pouches over the last few years, so they have become an increasingly important part of the mix for convenience retailers. And with the upcoming disposable vape ban due in April next year, this is likely to mean many more consumers will be looking for alternative next gen products, so we’d advise retailers to talk to their regular customers to let them know what their options are. Nicotine pouches like XQS are likely to see a surge in sales as they offer consumers a very credible and attractive alternative due to their exciting flavours, discreet nature and ease of use.
I think in general 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. For XQS, we believe our sweet spot is targeting those young urban professionals and trend setters who are existing pouch users and value taste, quality and are willing to try new innovative brands.
How are you supporting your brand and NPD?
Firstly, from a trade perspective, our growing sales force is connecting with thousands of convenience retailers on their visits this summer to talk them through XQS and explain what merchandising and point-of-sale materials are on offer to help maximise sales. To complement that, we also have a series of educational wholesale depot days planned throughout the remainder of the year, when we will visit high-footfall wholesalers to showcase XQS, talk about our strong brand heritage and talk the visiting retailers through the uniqueness of the product. So, watch out for those!
Then, to help drive consumer demand we also have a major summer activation program underway to get “cans to hands” and help bring XQS into the minds and pockets of thousands of consumers in a variety of ways. This will include an exciting mix of sampling at festivals, city sampling takeovers in major cities across the UK, office-drops and social media advertising.
How important are independent retailers to your brand?
Independent retailers are very important, as a large percentage of pouch sales go through them, so our sales reps are working hard to give retailers the information and sales material they need to ensure the launch of XQS is a success in their stores. As it’s a new entry into the category which consumers may not yet be aware of, XQS is best cited in multiple locations in-store. We currently offer three different display solutions to accommodate varying store space availability and to ensure maximum visibility to those entering the store. We’re confident the bold and colourful branding really stands out in store which, along with the prominent RRP communication, should prove attractive to existing nicotine pouch users.
What trends are occurring in the sector?
Nicotine pouch users are motivated by flavour more than anything, which is one of the reasons we feel so confident in the future for XQS. The predominant flavour is definitely mint but fruity flavours are also proving popular with consumers. Aside from flavour, there is also a move towards stronger variants with nearly three quarters of sales classed as “strong” or “extra strong”.
Describe your brand in three words …
Disruptive, Irresistible, Bold
*IRI Marketplace, Value and Volume sales, Time Period: Apr 2024