Leading independent forecourt group MPK Garages has partnered with cash handling solutions business Volumatic to help streamline its cash handling.
The group, which completed the roll out of Volumatic’s one-touch cash solution CCi (CounterCache intelligent) at their entire estate last month, said the move has transformed the business on every level and cut cash loss by 96 per cent.
the CCi cash solution checks, counts and safely stores banknotes at the point of sale, minimising cash contact for safety and creating a closed-cash loop.
“Volumatic’s CCi has really made transactions much easier in our sites thanks to its one-touch element. At the point of sale, once we have deposited the cash, we don’t touch it again; only the bank does during processing. We love that cash exposure in our stores is minimised to just the customer transaction,” commented Wayne Harrand, retail director at MPK Garages.
Significantly, the safe, tamper-evident storage allows store staff to focus on customer service and provides the convenience stores the peace of mind that the risk of theft is reduced, and staff are not responsible for scrupulous forgery checks. Instead, the CCi does the forgery checks, aligned with the Bank of England forgery framework.
Cash is still a prominent payment choice for MPK Garages with more than 60 per cent of all transactions made in cash.“We removed all cash risks from the business. So much so, in the last six months, we have reduced cash loss by 95 per cenrt across our whole estate. In terms of theft of cash, we have saved so much money as access to cash is so limited,” Harrand added.
As convenience stores and forecourt sites look to increase colleague safety while also increasing cash efficiency, cash handling technologies in-store can be transformative. As well as cutting cash loss across the MPK estate, CCi has also significantly helped the business during the pandemic.
“The CCi has absolutely been a benefit during Covid with total visibility and control. At the height of the pandemic, we had failed collections due to restraints, so the CCi gave us an extra level of security. Colleagues feel much safer as their contact with cash is reduced and reduces the risk of theft,” said Harrand.
Mike Severs, sales and marketing director at Volumatic, said: “MPK Garages strong focus on growth and operational efficiencies has been greatly helped by ensuring they have a clear cash position. Utilising our CCi alongside their CashView Enterprise software means that MPK Garages have complete cash visibility, essential for cash flow and for analysing cash within the business.
“Our goal is to deliver intelligent cash handling products that increase convenience stores’ profits through improved process efficiency, enhanced security and reduced theft. We are seeing a huge increase in the number of convenience stores using CCi to improve efficiency of how they handle cash. CCi saves time and saves money and it enhances security because it is in a security deposit device at the till point. If an independent convenience business is serious about reducing cash loss and wants to grow efficiencies, they should be looking at CCi as an option.”
The CCi from Volumatic is one the successful global intelligent deposit systems with over 35,000 units installed and 10,000 lanes scheduled for this year.
Jack Daniel’s owner Brown-Forman Corporation has announced a series of measures including the restructuring the executive leadership team and an approximately 12 per cent reduction in its global workforce.
The company will also close its Louisville, US-based barrel-making operation, Brown-Forman Cooperage.
“In 2025, Brown-Forman celebrates 155 years of delivering Nothing Better in the Market. We have achieved this impressive milestone in part because of our relentless focus on evolving our strategy, our portfolio, and our organisation to grow and thrive,” said Lawson Whiting, president & chief executive officer.
“Today’s announcement will ensure we have the structure and teams in place to continue on this path, while also making investments that we believe will facilitate growth for generations to come.”
Brown-Forman has restructured its executive leadership team, consolidating and streamlining its commercial structure to leverage greater synergies and effectiveness in its markets.
Under the changes, Jeremy Shepherd has been named chief marketing officer. Shepherd previously led the company’s USA & Canada commercial division.
Michael Masick has been named president, Americas. Masick will continue commercial leadership for Mexico, South and Central America, and the Caribbean. In his expanded role, he will add USA & Canada to his remit.
Yiannis Pafilis has been named president, Europe, Africa, Asia Pacific. Pafilis currently leads teams across Europe. In this expanded role, he will add Africa, the Asia Pacific region, and global travel retail.
Chris Graven has joined the executive leadership team as chief strategy officer. Graven has held roles in Brown-Forman’s HR, finance, marketing, and commercial organisations in her 20 years with the company.
Brown-Forman said it has made the “difficult decision” to reduce its global workforce by approximately 12 per cent of its 5,400 employees worldwide. The company added that it is “deeply committed” to supporting departing employees with comprehensive transition agreements.
The closure of Brown-Forman Cooperage, set to take effect by 25 April, is expected to impact approximately 210 hourly and salaried employees, part of the overall 12 per cent workforce reduction. The company added that it will source barrels from an external supplier in future.
Collectively, these actions are projected to deliver approximately $70 to $80 million (£65m) in annualised cost savings, a portion of which is expected to be reinvested to accelerate growth. In addition, the company will receive more than $30 million in proceeds in connection with the sale of the cooperage assets. The company expects to incur approximately $60 to $70 million in aggregate charges for severance and related costs associated with the workforce reduction and cooperage closing.
“I want to express my sincere gratitude to our employees, particularly those impacted by these changes, for their dedication and contributions to Brown-Forman,” said Whiting. “We are committed to supporting them through this transition and are confident that these strategic initiatives will ensure the company endures for generations to come.”
Asda has announced a revamp of its leadership team as the beleaguered retailer refocusses on its mission to “satisfy the daily and weekly shopping needs of ordinary working people and their families who demand value”.
The retailer said Liz Evans will take up the position of chief commercial officer, non-food and retail, leading its large store operations on a permanent basis, alongside her continued leadership of the George clothing brand.
Asda has also created a new position on its executive team – chief supply chain officer – to oversee all its food and general merchandise operations. The position is yet to be filled.
To bolster the food team under Kris Comerford, chief commercial officer – food, Ade McKeon rejoins Asda as vice president – ambient, with beer wines and spirits, core grocery, impulse grocery, non-edible and healthcare teams reporting to him.
McKeon previously spent four years with Asda in commercial and brand leadership roles, before joining Accolade Wines as UK and Ireland general manager in 2017. He left Accolade in 2020.
Gemma Lightbody will also be rejoining Asda from Marks and Spencer as business unit director for impulse grocery reporting to McKeon.
Matt Shields will join from Aldi in due course as business unit director for core grocery and current Asda colleague Matt Wood will take on the role of SD commercial operations reporting directly to Comerford with immediate effect.
Commenting on the revamp, Allan Leighton, Asda's executive chairman, said: “Asda's mission is to deliver the value ordinary working people, and their families demand from us. To do this, we need to be and are rediscovering our 'Asda-ness'. I'm delighted to be announcing these leadership changes as we start this journey.”
Asda continues to face significant challenges, with sales declining by 5.8 per cent in the 12 weeks to December 29, 2024 - the steepest fall among the major multiples. This marked nearly a year of consistent sales decline for the supermarket, which has struggled to maintain momentum since early 2024.
As UK and European retailers gear up for 2025, the grocery sector is poised for transformation, driven by renewed focus on fundamental retail practices, new revenue opportunities, and the growing demand for health and sustainability initiatives., highlights a new report.
A new report from IGD outlines six key trends that are set to shape the future of the grocery sector across the UK and Europe.
1. Optimising Retail Fundamentals for Success
While new technologies capture attention, UK and European retailers are reinforcing core retail fundamentals like stock availability, pricing, and promotions. Innovations like shelf-edge cameras and AI-driven stock management are improving these essential areas, ensuring a seamless shopping experience.
2. Exploring New Revenue Streams
As operating costs rise, UK retailers are diversifying their revenue sources by leveraging e-commerce technology, data monetisation, and B2B services. Tesco’s launch of Transcend, enabling other grocers to use its fulfilment tools, exemplifies the growing interest in non-traditional retail income streams.
3. Evolving Store Formats for Greater Flexibility
Retailers are adopting adaptable store designs that cater to evolving consumer needs and seasonal trends. The rise of modular store formats that feature event spaces, like FairPrice Finest in Singapore, is gaining traction in Europe, offering dynamic, customer-focused shopping experiences.
4. Seamless Connected Commerce
UK and European retailers are enhancing the integration of physical and digital retail, focusing on omnichannel experiences, loyalty programmes, and smart checkout solutions. AI-powered tools, like Target’s Store Companion, are simplifying store operations while enhancing customer engagement.
5. Health and Wellness Products Lead the Charge
Driven by growing health-conscious consumer demand, retailers in the UK and Europe are introducing more functional foods and health-focused products. The rise of initiatives like Cycle.me demonstrates a shift towards combining wellness with convenience, offering consumers greater choice in healthy, sustainable products.
6. Accelerating Sustainability Commitments
Retailers are intensifying their sustainability efforts, with a focus on reducing food waste, plastic packaging, and energy usage. Germany’s EDEKA Dorfmann sustainability store sets a new benchmark for eco-conscious retail, inspiring UK and European retailers to meet ambitious sustainability goals through innovative practices.
Stewart Samuel, Director of Retail Futures at IGD, commented, “As we move towards 2025, retailers must build on the foundation of global trends while ensuring they stay agile to rapidly evolving consumer demands.
"Focusing on the basics – stock availability, pricing, and promotions – remains critical to success. But at the same time, leveraging new revenue streams, embracing technological innovation, and championing health and sustainability are no longer optional; they are essential to staying competitive.
“Retailers who can successfully integrate these areas will not only future-proof their businesses but also build stronger relationships with increasingly conscious and demanding consumers.”
E-commerce has become a central channel for wholesalers, with a significant portion of foodservice and retail operators now shopping exclusively online, shows a recent report.
According to Lumina Intelligence’s new UK Wholesale Online Report 2024, wholesalers should prioritise eB2B strategies that deliver seamless digital experiences and ensure product visibility.
Economic pressures continue to challenge spending growth in the sector. However, targeted offers, loyalty programmes, and operational efficiencies are being used to drive more frequent purchasing and boost customer retention.
The report showcases how wholesalers such as Hancocks and Parfetts have modernised their platforms to enhance user experiences, while initiatives like Mason Foodservice’s adoption of advanced logistics software have reduced costs and improved customer satisfaction.
Lumina Intelligence further emphasises the importance of digital engagement, noting that online order frequency is increasing.
Suppliers can take advantage of this trend by implementing clear and targeted promotions on digital platforms, including personalised ads and push notifications, to capture operator attention.
Branded searches dominate the retail segment, while foodservice operators face higher search failure rates, underscoring the need for suppliers to provide comprehensive product data and align their marketing with trending search terms, such as sustainability-focused keywords.
Retailers are also more likely than foodservice operators to make impulsive purchases, presenting opportunities for suppliers to maximise conversions through compelling promotional offers, digital banners, and strategic new product placements.
The report identifies several key opportunities for the future, including the expansion of digital loyalty initiatives, such as Sugro UK’s e-loyalty scheme collaboration with b2bStore, which rewards digital purchasing behaviours to drive customer traffic and sales.
Mobile commerce continues to see strong growth, making app optimisation and mobile-specific strategies critical for wholesalers and suppliers alike.
Additionally, there is increasing demand for sustainable products, including compostable packaging, presenting suppliers with opportunities to lead in the eco-conscious market.
Cash usage is thriving as withdrawals ratcheted up for the third year in a row since the pandemic, data from Nationwide showed. The recent surge comes as many people opt for cash to budget at a time the cost of living remains high.
Britain’s biggest building society recorded around 32.8 million cash withdrawals from the 1260 ATMs at its 605 branches last year – a 10per cent increase on 2023. The average amount of cash taken out on each withdrawal from Nationwide ATMs was £112 last year.
“The rising cost of living continues to impact people and many are opting to budget with physical money to avoid getting into debt,” Otto Benz, director of payments at Nationwide Building Society, said.
“Nationwide has the largest branch network in the UK, which allows us to support customers who want access to cash, whether that be from our ATMs or over the counter.”
The busiest time of the year for cash withdrawals was the week before Christmas (w/c 16 December) where £97.9m (up 1.8 per cent on last year) was withdrawn – this is the highest amount dispensed in a week since pre-Covid.
The week leading up to Black Friday (w/c 25 November) saw £85.3m withdrawn – a 12 per cent year on year increase and the second highest weekly dispense since pre-Covid.
Prior to 2022, the number of cash withdrawals at Nationwide had been steadily declining from its 2014 peak. This fall was most pronounced when the pandemic struck, when withdrawals dropped by more than 40 per cent in a year (26.4m in 2020 v 44.5m in 2019).
Nationwide cited bank branch closures as a reason for the rise in ATM usage, which has seen vital free services being removed from high streets up and down the country. This has led to a 16 per cent increase in withdrawals from non-Nationwide customers and a four per cent increase from Nationwide customers looking to access cash, as unlike the major banks, it hasn’t closed significant numbers of branches in recent years.
Nationwide has reaffirmed its commitment to communities by continuing to offer face-to-face service, with its Branch Promise meaning everywhere it has a branch; it will remain until at least 2028.
“The major banks have closed branches in towns and cities across the country taking away many of the free ATMs that people rely on, which is why the biggest rise in withdrawals comes from non-Nationwide customers,” Benz said.
“The resurgence of cash shows why we need to continue having a physical presence on the high street, enabling customers to access their money on their terms, whether digitally or in branch.”
The biggest increase in cash withdrawals were recorded in Chiswick, West London (up 140%), Shotton, Flintshire (up 115%) and Fakenham, Norfolk (up 96%). However, many areas where Nationwide is now the last branch in town have also seen sizable increases, including Henley-on-Thames, Oxfordshire (95%), Cupar, Fife (66%) and Bromborough, Merseyside (61%). See notes to editor for top ten biggest increases2.
The rise in multi-use ATMs mean that cash withdrawals are only part of the picture. Nearly half (43%) of all transactions are for other services – from printing mini-statements and paying bills and changing PINs to paying in cash and cheques.
When it comes to depositing cash, over the last five years (2020-2024) Nationwide has seen a 21 per cent increase in the number of times its ATMs are used to deposit cash into accounts with the average amount deposited rising to £278 – 0.5% per cent increase on five years ago. However, the amount of cash being deposited is down 4 per cent compared to the peak seen in 2022.