September marks the 60th anniversary of World Food wholesaler Wanis
1964 was a year for the history books: Muhammad Ali became the Heavyweight Boxing Champion of the World, America was in the throes of “Beatlemania” … and Wanis opened its first shop in London’s old East End.
Mr and Mrs Wadhwani – or “Wani” as they affectionally became known – were the parents of Kapil and Sanjay, the current Directors. It was then that they took the first steps in the family business that, after six decades of long working hours, stress and sacrifice, has become one of Europe’s leading World Foods distributors, employing over 200 people and creating thousands of jobs and business opportunities worldwide.
Mr and Mrs Wadhwani in 1984
Proudly taking its name from founder Tulsidas Wadhwani (aka Mr Wani), Wanis began when he started to import small quantities of exotic foods from Africa and the Caribbean to sell to London’s newly-arrived migrant community in his retail store in Holloway.
It wasn’t long before the enterprise outgrew the original site, and Mr Wanis relocated to Commercial Street in the early 1970s, close to the site of the original Spitalfields Market, which at the time sold an unparalleled range of exotic fruits and vegetables, drawing in customers from across the UK. Mr Wani’s wife and his two sons then joined the firm, making it a real family business.
By the early 1980s, the business had grown further and acquired a storage warehouse which became the UK’s one-stop shop for specialist ethnic food before relocating again in the 1990s to even larger premises in East London. Wanis began delivering goods to its customers in the UK and in 1994, also identifying a huge opportunity to export British and global brands around the world – and the export side of the business was launched.
Today, Wanis is one of the largest specialist food and drink wholesalers in Europe with an annual turnover exceeding £140,000,000, servicing all UK trade sectors in addition to 35 overseas markets across Europe, West Africa, The Caribbean and the USA.
With sites in East London and Milton Keynes, Wanis commissioned a new £20million state-of-the-art distribution centre in Rainham in 2021 as part of their long-term growth plans. Constructed on a brownfield site in Essex, it was completed in April 2022, significantly increasing the capacity of the distribution and delivery function of the business. The Rainham site features dedicated facilities which position the company to further grow the export side of the business including unique stock locations, bulk container handling, picking and racking.
The business is now led by Mr Wadhwani’s two sons – Kapil (Business Development Director) and Sanjay (Managing Director) They are supported on the board by George Phillips (Commercial Director), Adam Reader (Finance Director) and Alam Ameer (Operations Director)
Wanis is Europe’s leading World Food and Drink Wholesalers. Foods of the world have been a star performer in grocery over the past decade with consistent double-digit year-on-year growth. With increasing diversity among our population, allied to Brits continuing to embrace an ever-wider range of cuisines, this doesn’t look to be slowing down anytime soon. With the widest range of World Food brands and products available in the UK, they have seen significant growth in volume based on the trend seen from some 10,000 products stocked by Wanis across all categories and cuisines. World Foods is such a broad category, from Caribbean hero-products like Jerk Seasoning to West African staples such as Fufu Flour and South Asian basmati rice, as well as drinks, snacks and so much more that it is impossible to cover the entire category!
Among their 200-strong team across all the Wanis sites, they number 28 nationalities and ethnicities with 25 languages spoken, making them a truly inclusive employer. The business serves many communities across the UK and further afield, and it is through having members of these communities in the Wanis family that they feel they are really able to connect with the range of people who are ultimately their customers.
Wanis believes community starts with their team and strongly believe in the ethos that the staff are all part of the “Wanis family”. They value everyone equally, and this is illustrated by the results of their annual employee satisfaction survey.
They know each other’s children and spouses and regularly celebrate together at various events, one of the most popular being the summer BBQ where staff are encouraged to bring their families to a day of games, fun, music and food.
They are proud to be a valued part of the local community, both as an employer and in their work with local stakeholders such as Counsellors, MPs and Mayors to support their initiatives.
Their new warehouse in Rainham has resulted in more sales space in their Leyton Cash and Carry, including a large range of frozen products.
Charity
To celebrate their 60th year Wanis is donating £60,000 of grants to charities and community groups. They are also hosting a party for their suppliers, customers, and partners to say thank you to those who have helped the company to grow over the years.
One of the charities Wanis supports in Waltham Forest embodies the firm’s philosophy in its cross-community, inter-faith approach to tackling poverty, cultural deprivation and isolation in the borough: PL84U provides hot meals, companionship, food and clothes to the elderly, homeless and those in need with both financial and ancillary support. They give the charity – recently praised for its “remarkable work” by Her Majesty the late Queen – a monthly budget that can be spent in the cash-and-carry warehouse on items to distribute from its food bank. Recently the company proactively increased the monthly budget as they are acutely aware of the cost-of-living crisis and the increased demand for PL84U’s services. Wanis also helps PL84U to promote itself via their marketing and public relations team to increase the charity’s profile and boost funding and donations.
In addition, Wanis supports several other food banks across London and the U.K, including Peckham Pantry, Brixton Soup Kitchen, Made in Hackney and the Birmingham Care Group.
Their portfolio of brands includes many traditional Asian, Caribbean and African food products, and whilst these are becoming increasingly popular with customers from all backgrounds, they recognise that many of their customers are of black and south Asian heritage. As such, Wanis wants to help serve and engage these communities. This is what led the team to work with the NHS at the height of the pandemic to encourage people of black and south Asian heritage to donate much-needed blood at a time when donations were worrying low. They also worked on a campaign to encourage conversations around the often-taboo subject of organ donation where there are sometimes cultural or religious barriers to this life-giving gift.
They put stickers on 100,000 bags of rice to encourage donations and also utilised their marketing and Public Relations expertise to recruit celebrities and influencers to create and post content across social media channels.
Last year when Pakistan was struck by devasting flooding, Wanis provided 150 water pumps to rural villages.
Mrs Wadhwani and Sanjay reflect on key milestones in the Wanis journey:
“My mum and my Dad, they were the guys who started this. Mum was always very strict and dad was very soft. They imported fresh fruit and vegetables and the location close to Spitalfields Market was ideal because we benefited from passing custom but because we weren’t officially part of the market we didn’t have to pay their levy, which gave Mum and Dad a price advantage.” – Sanjay
“Sometimes shipments were delayed so the produce would go off, or the wrong shipment came in at the wrong time. I realised that importing fresh produce from abroad was a very precarious business to be in, so I told my husband we needed to change and that’s when we started trading in tinned stuff. ” – Mrs Wadhwani
Mrs Wadhwani in 1984
“In the 1970’s there were lots of industrial action and strikes which resulted in power cuts. This was a disaster for my parents because our fresh stock would spoil when the fridges and freezers would go off. All their money was tied up in stock so they’d lose all their money. In those days they got money and put it into stock, got money and put it into more stock…that’s what you did. So, everything was destroyed and that happened to them three times!” – Sanjay
“By the 1980s we were selling products mainly from the Caribbean. I noticed that East London had more and more people from West Africa, so I asked my husband to start importing foods from that part of the world, business picked up and our customer base increased, it was really successful” – Mrs Wadhwani
“In 1991 Spitalfields Market moved to East London, so we had to move too, we found a large warehouse on Waterden Road, which is now the Olympic Park. It was owned by the Brook Bond Company; they accepted our low-ball offer with the proviso that we had to complete within 7 days. We didn’t have time to organise finance with the bank so we went to a loan shark with a crazy rate of interest. We borrowed the money from him, bought the building and sorted out the mortgage with the bank afterwards so that we didn’t lose the deal. The building was too big for us, we couldn’t afford the overheads like the rates and mortgage, so we did it in stages. We took one part of the building and rented out the back part. As we grew, we took back more and more of the space. That’s what we did, we kept knocking the walls down!” – Sanjay
Sanjay, Kapil & Dad's Merc
“My brother Kapil and I still enjoy coming to work every day, so we have no plans to retire to the golf course just yet. Having said that as we continue to grow its natural that we have brought in key individuals to be responsible for the running of the business and strategy. Kapil always says that our people are our USP.” – Sanjay
“We made a name for ourselves, people would say 'the stuff you can’t get anywhere else, you’ll get at Wanis'.”
Premier Foods reported robust sales of its host of well-known brands during the Christmas period and is now forecasting that its annual profit will come in at the upper end of analysts’ expectations.
During its third quarter to 28 December, the group saw its total sales grow by 3.1 per cent, driven by branded sales that increased by 4.6 per cent. After recent investments in innovation and promotional pricing, its performance was driven by volume growth, which was 7 per cent for its branded lines.
The group’s Grocery division saw overall sales increase by 2.2 per cent after branded growth of 3.5 per cent offset a 9.3 per cent fall in non-branded.
Premier Foods noted that its premium Ambrosia Deluxe and Bisto Best ranges performed well as consumers traded up over the Christmas period, while its Loyd Grossman cooking sauces delivered sales growth after benefitting from the roll-out of new lines.
The group’s recently acquired brands grew double-digit, helped by new product launches by The Spice Tailor and FUEL10K.
Meanwhile, Premier Foods said that non-branded sales had declined mainly due to the exit of some lower-margin contracts.
The group’s Sweet Treats division reported strong volume-led branded revenue growth of 8.9 per cent , with both its Mr Kipling and Cadbury ranges said to have grown faster than the market. Non-branded Sweet Treats sales were in line with the same period a year ago.
Premier Foods overseas businesses enjoyed another strong quarter, with sales climbing 29 per cent after its brands saw double-digit growth in all target regions.
“We are pleased to report another very good quarter of volume-led branded revenue growth, accompanied by further market share gains, as our branded growth model continues to deliver well for us,” said Chief Executive Alex Whitehouse.
He noted that the business had benefitted from consumers trading up and treating themselves in recent months after cost of living pressures started to ease for some people.
Whitehouse concluded, “Having delivered very good volume led, branded revenue growth in our key third quarter, we’re now guiding trading profit to the upper end of expectations for this financial year.
As we look to the rest of FY24-25 and to the medium term, we expect to deliver further progress as we continue to execute against our five pillar growth strategy.”
The Compleat Food Group, one of the UK’s leading food manufacturers, has achieved a significant milestone in its sustainability journey by removing plastic trays from its pork pie packaging.
The initiative, which spans both branded and own-label products, is set to reduce plastic use by 110 tonnes annually. The group produces an estimated 200 million pork pies annually under its own label and through its portfolio of brands, which include Pork Farms, Wall’s Pastry, and Wrights.
The rollout is part of the company’s aim to reduce its environmental impact while maintaining food quality and safety. Following a substantial investment in automation equipment at its Tottle site, the company implemented a new, innovative trayless packaging process, which eliminates 75 per cent of the plastic previously used in high-volume pork pie packs. This is expected to result in a carbon saving of approximately 430 tonnes of CO2 equivalent each year.
“Our move to trayless packaging for pork pies is a prime example of how innovation and investment can drive meaningful sustainability improvements. While the automation required careful consideration of speed and efficiency, the result is a significant reduction in plastic use without compromising on product quality or freshness,” David Moore, head of ESG at The Compleat Food Group, said.
“This marks a huge step forward in our efforts to reduce plastic packaging across our portfolio, supporting our wider purpose to make food to feel good, taste good and do good.”
In addition to the trayless packaging initiative, The Compleat Food Group is driving innovation in flexible films, a material that remains a key challenge for the food industry due to the lack of collection and recycling infrastructure. The group is transitioning to mono-material films for specific product packaging, such as chorizo. These films can be recycled through supermarket collection points and are expected to be kerbside recyclable from 2027.
A signatory of WRAP’s UK Plastics Pact, The Compleat Food Group said it is committed to addressing the challenges of packaging by removing unnecessary materials, increasing the use of recycled content, and improving recyclability. The company uses over 4,000 tonnes of plastic annually and has a clear strategy to reduce this figure through targeted innovations, while maintaining product quality and freshness.
The company’s broader ESG goals include exploring new packaging solutions, trialling recyclable alternatives, and embedding sustainability across its operations. Recent achievements include replacing rPET plastic trays with recyclable paper-based board in its Squeaky Bean range, cutting plastic use in that range by 82 per cent.
Businesses are facing a sharp rise of "140 per cent" in property costs due to the government's decision to cut relief for the retail, hospitality and leisure sector from 75 per cent to 40 per cent, property consultancy Colliers has warned.
The government’s decision to reduce business rates relief from 75 per cent to 40 per cent will see thousands of shops, restaurants, pubs, gyms, and nightclubs grappling with bills surging by over 140 per cent from the beginning of April.
This significant increase is expected to place further strain on an already pressured high street.
John Webber, head of business rates at Colliers, cautioned that the reforms could exacerbate challenges for retailers.
“The Labour government’s business rates policies will soon put even further pressure on the high street as bills for the new rating year start to drop through the letterbox next month.
“Labour said if it came into power it would save the high street. This slashing of reliefs will sadly do just the opposite as we’ll sadly see when the bills drop through the letterbox in the month ahead," The Times quoted Webber as saying.
The Conservative government introduced the retail, hospitality and leisure relief scheme in November 2022 to cushion the sector from high rates bills.
It provided eligible properties with 75 per cent business rates relief up to a cap of £110,000 per business. Rachel Reeves announced in October that this would be reduced to 40 per cent.
Colliers has calculated that this will mean that retailers benefiting from the relief will find their business rates bills increasing in April on average from £3,751 a year to £9,003.
Restaurants will face a rise on average from £5,563 to £13,351 a year. The rates bill for the average pub will also go up from £4,017 to £9,642 a year.
The business rates system, forecast to raise £26 billion in England this year, is a property tax charged on most commercial properties, including shops, offices, warehouses and factories.
Labour’s manifesto pledged to replace the business rates system by raising the “same revenue but in a fairer way” to “level the playing field” between the high street and huge online companies and to tackle the scourge of empty properties.
A Treasury spokesman said, “Without our action, business rates relief for retail, hospitality and leisure would have ended completely in April this year.
"Instead, we are protecting one in three business properties from paying business rates, extending 40 per cent relief for 250,000 properties in retail, hospitality and leisure and introducing a new permanently lower business rate in 2026, while more than half of employers will either see a cut or no change in their National Insurance bills.”
Edmonton city council is discussing what it would take to ban knives from being sold in convenience stores, state recent reports.
A key issue during the community and public services committee held on Monday (20) was wading through the potential legal ramifications of defining what a knife is and whether some businesses owners may try to find loopholes to be able to sell knives.
The bylaw amendments would not apply to the sale of "basic cutlery."
"I'd be interested in sort of redefining the definition of knife, rather than defining basic cutlery," said Coun. Jo-Anne Wright during Monday's meeting.
Council previously voted to create a new convenience store business licence category, but implementing the changes can only happen when a licence is up for renewal. Full implementation of the bylaw could take years.
Amendments to the bylaw were heard in Monday's meeting.
The bylaw also sets out new $2,000 fines if knives are sold at a convenience store.
The working definition of knife put forward as an amendment is "a tool composed of at least one blade fastened to a handle, where the blade may be fixed to the handle, or may open through a deployment mechanism, including automatically by gravity or centrifugal force or by hand pressure applied to any part of the tool."
"To me, it's very cut and dry when you look at the definition of knife, and so I wonder if we're also overthinking this a little bit," Coun. Erin Rutherford said during the meeting.
"We knew that it was problematic and challenging in and of itself, both coming up with a definition of convenience store and coming up with a definition of knife."
The matter of knives being readily sold in convenience stores was brought into the spotlight last April after community members from the central neighbourhood of Alberta Avenue came forward with their safety concerns about how easy it was to purchase one.
Edmonton police seized 79 prohibited weapons and illicit tobacco from a central Edmonton convenience store in December, according to a news release on Monday.
On Dec. 17, 2024, EPS' Community Safety Teams, previously known as Healthy Streets Operations Centre, executed a search warrant at a convenience store located at 97th Street and 107th Avenue that was known to be selling prohibited knives and contraband cigarettes.
There were 71 prohibited knives seized, which included a variety of butterfly and spring-assisted knives.
In addition, eight prohibited brass knuckles with spring-assisted knives concealed within, known as "trench knives" were found.
With just 70 days left to go until the government’s new Simpler Recycling reforms are implemented, most businesses are not prepared for the changes in the rule, claims a leading business waste management service.
Although the UK's overall recycling rate has seen a significant rise, reaching 44 per cent in 2015 compared to just 17 per cent in 2008, progress has plateaued in recent years, with indications that the rate may now be declining.
Department for Environment, Food & Rural Affairs (DEFRA) new initiative Simpler Recycling reform aims to simplify recycling processes, reduce landfill waste, and tackle illegal waste activities, creating a more sustainable and environmentally conscious society through improved recycling efforts.
According to the Simpler Recycling reform mandate released by DEFRA, by 31 March 2025, businesses and relevant non-domestic premises in England will need to arrange for the collection of the core recyclable waste streams, with the exception of garden waste (glass, metal, plastic, paper and card, and food waste).
The new Simpler Recycling rules affect any business with 10 or more full-time employees. The rules apply to businesses regardless of how many employees are on-site at once.
For example, if you have two locations with five full-time employees at each, you must still comply with the Simpler Recycling regulations, as you’ll have 10 employees in total.
Businesses that fit under this category must arrange separate collections of food waste, paper and cardboard (can be combined), and other dry recycling (glass, plastic, and metals, which can be combined).
It means businesses can no longer throw any of these materials away with general waste.
Micro-firms (businesses with fewer than 10 full-time equivalent employees) will be temporarily exempt from this requirement. They will have until 31 March 2027 to arrange for recycling of core recyclable waste streams.
The new default requirement for most households and workplaces will be four waste containers (including bags, bins or stackable boxes) for:
residual (non-recyclable) waste
food waste (mixed with garden waste if appropriate)
paper and card
all other dry recyclable materials (plastic, metal and glass)
This is the government’s maximum default requirement and is not expected to increase in the future. However, councils and other waste collectors will still have the flexibility to make the best choices to suit local need, DEFRA states.
Using commercial waste collection services and licensed waste carriers should ensure compliance with the new plans.
Businesses can use separate bins for each recycling stream or use dry mixed recycling bins to combine plastic and metals for ease (such as food packaging). Paper and card must be collected separately from other dry recyclables.
What can businesses do to transition and keep costs low?
Business Waste sent out communications to over 15,000 customers to make them aware of Defra's new Simpler Recycling reforms and response data suggests only 1 per cent are aware of the new laws.
Mark Hall, waste management expert at Business Waste, shares his thoughts, “It’s a big win for the environment and it aligns well with the government’s sustainability goals.
"We’re geared up to help businesses comply with these regulations, ensuring a smoother transition to greener waste management practices.
"It’s important to implement any changes your business needs in plenty of time. This way you’ll be able to spot and fix any teething issues as they arise, and before the rules are enforced.
"A great place to start is to conduct a waste audit to understand how much waste your business produces, what types of waste you generate, and what bins and collections you need. Business Waste offers a free waste management audit that can help.
"Following on from this, you can then look to create a waste management plan that will help ensure your business manages its commercial waste safely, appropriately, and efficiently.
"All staff must understand the new laws and what changes are being made in the business to follow these. Educate staff about the waste you generate and its impact on the environment, so they understand the reasons behind the changes.
"Set clear guidance to follow and provide instructions or labelling that helps staff segregate and dispose of waste correctly.
"Reducing waste is cheaper and better for the environment than removing it. Look for ways your business could reduce its waste at the source. Rethink packaging, switch from single-use products to reusable options, or evaluate your inventory management.
"A waste broker can help you understand your waste needs, arrange any collection and disposal services, and work with their suppliers to find you the best price.
"Using a waste broker should ensure you meet all the requirements of Simpler Recycling and removes a lot of the admin and time spent arranging waste collection.
"Business Waste can also help companies with their transition to the new rules by providing millions of free bins to customers. There are no delivery fees or hire charges, you only pay for the collection costs.
"Any business using our services can access a wide range of free bins to separate their waste."