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'.”
As industry leaders is cash handling, Volumatic has long supported the use of cash and the importance of maintaining access to cash for both consumers and businesses. The company recognises the importance of the new set of rules created by the Financial Conduct Authority (FCA) two months ago, to safeguard access to cash for businesses and consumers across the UK.
Since introduction, the new rules are intended to ensure that individuals and businesses who rely on cash can continue to access it and the outcome has already sparked the creation of 15 new banking hubs across the UK, including one in Scotland, with many more to follow.
These hubs provide shared spaces for consumers to access basic services, such as depositing and withdrawing cash, and are being embraced by businesses keen to support the use of cash, who have been struggling in recent years due to the flurry of bank closures across the UK.
With this in mind, Volumatic welcomes the increase in banking hubs and other facilities but recommends businesses go one step further to make things even easier.
“We have known for some time that more and more people are using cash again on a daily basis and so it’s great that access to cash is being protected by the FCA, something that we and others in the industry have been campaigning for, for a long time,” said Volumatic’s Sales & Marketing Director Mike Severs. “Both businesses and consumers need to have easy and local access to cash, and these new rules ensure cash usage continues to rise and will encourage more businesses to realise that cash is still an important and valid payment method.”
With time being of the essence for most businesses, making a journey to the nearest bank, banking hub or Post Office isn’t always possible on a daily basis, plus there is the obvious security risk to both the money and the individual taking it to consider.
Volumatic offers integration with the G4S CASH360 integration
Volumatic’s partnership with G4S, announced back in April 2024, means every business dealing in cash anywhere in the UK can have access to a fully managed solution. This will be especially relevant to those who currently have to walk or travel a distance to a bank or PO to deposit their cash.
Severs adds: “Although having more banking facilities is fantastic news, Volumatic can help businesses even more by bringing the bank to them through an investment in technology like the CCi that can offer integration with the G4S CASH360 solution. Together, we make daily cash processing faster, safer, and more secure and the combination of solutions will save businesses time and money for years to come, making it a truly worthwhile investment.“
Volumatic offers a range of cash handling solutions, with their most advanced device being the CounterCache intelligent (CCi). This all-in-one solution validates, counts and stores cash securely at POS, with UK banks currently processing over 2.5 million CCi pouches each year. When coupled with the upgraded CashView Enterprise cash management software and its suite of intelligent apps, the Volumatic CCi can offer a full end-to-end cash management solution – and now goes one step further.
It does this by providing web service integration with other third-party applications such as the CASH360 cash management system, provided by the foremost UK provider of cash security, G4S Cash Solutions (UK).
“Ultimately, only time will tell how successful the FCA’s new rules will prove. In the short amount of time the new legislation has been in place, the signs are already looking good, and coupled with the new technology we offer, it is a good thing for businesses and consumers alike in the ongoing fight for access to cash and more efficient cash processing,” concludes Severs.
Retail technology company Jisp has launched an NPD service as part of its new Direct to Retailer business unit.
The new NPD service will allow brands to launch or trial new products in a guaranteed number of convenience store locations, with on the ground review of execution by Jisp’s retail growth manager team, and performance data and insights deliverable through its scanning technology and back-office systems.
Brands will also be able to draw on retailer and consumer feedback on the product and its performance thanks to Jisp’s significant resource in user communication, with over 1,000 retailers and more than 100,000 registered shoppers.
Brands can set the parameters of the NPD activity delivered through Jisp’s new service, selecting the duration of the campaign, the number of stores to launch into and even the geographic spread or demographic make-up of the stores included.
Product merchandising and promotional execution in store is monitored by the Jisp RGM team and full reporting is available to help brands better understand the success of their new product and shape future promotional strategy.
This robust data and insight set means that Jisp can not only provide a reliable view of what is selling in stores, but through its scanning technology can also indicate who is buying the product, when, where and why.
Alex Rimmer
“As part of our recent strategic review and restructure, we identified five key pillars of growth, or business units through which to drive new business,” said Alex Rimmer, director of marketing & communication at Jisp.
“Our existing core business already provided us the means to develop new services efficiently and through discussions with major brands, retailers, wholesalers and industry authorities, we identified a need for guaranteed implementation and execution of NPD in the convenience sector.”
Compliance is further assured using Jisp’s Scan & Save scanning technology along with a retailer reward scheme which pays stores for their participation and commitment to the process.
With 1,000 stores already registered with Jisp, the company is in talks with other businesses about opening the new NPD service to their stores given the benefits of securing NPD and reward for execution.
“This is a Win-Win for the sector,” added Alex Rimmer. “Brands can create a bespoke NPD launch campaign with a guarantee that their product will be instore, on shelf and correctly merchandised and promoted, receiving actionable data and insight to shape future strategy. Retailers secure access to NPD, support in merchandising it and reward for taking part, while customers find more local touch points where NPD from their favourite brands are available.”
With this new service promising to be such a valuable asset to the market, retailers and brands are encouraged to contact Jisp to capitalise on the opportunities.
Tesco is slashing the price of more than 222 own-brand and branded products in its Express convenience stores.
Essentials including milk, bread, pasta and coffee are included in the lines which have been reduced in price by an average of more than 10 per cent at Tesco Express stores. The retail giant has made more than 2,800 price cuts across stores in recent months. With 2,048 of convenience stores at the end of the 2023-24 financial year, Tesco aims to benefit hundreds of thousands of customers from the cheaper deals.
The firm said the move comes in the wake of more than 2,800 price cuts made by the chain across its stores in recent months. From Wednesday, customers will pay £1.45 for a four-pint bottle of milk at their local Tesco Express store (down from £1.55) and a Tesco Toastie White Thick White Loaf is also 10p cheaper at 75p.
There are even bigger savings on Tesco Chicken Breast Portions (300g), which have dropped in price by 25p to just £2.25 and a 200g jar of Tesco Gold Instant Coffee now also costs 25p less at just £2.25. Among the branded products with price cuts are Warburtons White Sliced Sandwich Rolls, with the price of a six-pack cut by 10p to just £1.20 and Domestos Original Bleach 750ml, which is now just £1.19 in Express stores after an 11p price cut.
Tesco CEO Ken Murphy said, “Today’s round of price cuts on more than 200 lines in our Express stores underlines our commitment to offering great value to Tesco customers.
"Whether you are picking up coffee and milk for the office or a loaf of bread and a tin of soup on the way home, our Express stores offer both convenience and great value.”
This comes a week after One Stop, the convenience store chain owned by Tesco, has reported a surge in sales to nearly £1.3bn during its latest financial year. The Walsall-based company posted a revenue of £1.29bn for the 12 months to 24 February, 2024, an increase from the previous year's £1.17bn. Over the course of the year, the number of stores directly operated by One Stop increased from 712 to 733, while its franchised locations also grew from 291 to 317.
1. One in five people who have successfully quit smoking in England currently vape, with an estimated 2.2 million individuals using e-cigarettes as a smoking cessation tool.
2. The increase in vaping among ex-smokers is largely driven by the use of e-cigarettes in quit attempts, with a rise in vaping uptake among people who had previously quit smoking for many years before taking up vaping.
3. While vaping may be a less harmful option compared to smoking, there are concerns about the potential long-term implications of vaping on relapse risk and nicotine addiction. Further research is needed to assess the impact of vaping on smoking cessation outcomes.
ABOUT one in five people who have stopped smoking for more than a year in England currently vape, equivalent to 2.2 million people, according to a new study led by UCL researchers.
The study, published in the journal BMC Medicine and funded by Cancer Research UK, found that this increased prevalence was largely driven by greater use of e-cigarettes in attempts to quit smoking.
However, the researchers also found a rise in vaping uptake among people who had already stopped smoking, with an estimated one in 10 ex-smokers who vape having quit smoking prior to 2011, when e-cigarettes started to become popular. Some of those smokers had quit for many years before taking up vaping.
The study looked at survey data collected between October 2013 and May 2024 from 54,251 adults (18 and over) in England who reported they had stopped smoking or had tried to stop smoking.
“The general increase in vaping among ex-smokers is in line with what we might expect, given the increasing use of e-cigarettes in quit attempts. NHS guidance is that people should not rush to stop vaping after quitting smoking, but to reduce gradually to minimise the risk of relapse,” lead author Dr Sarah Jackson, of the UCL Institute of Epidemiology & Health Care, said.
“Previous studies have shown that a substantial proportion of people who quit smoking with the support of an e-cigarette continue to vape for many months or years after their successful quit attempt.
“However, it is a concern to see an increase in vaping among people who had previously abstained from nicotine for many years. If people in this group might otherwise have relapsed to smoking, vaping is the much less harmful option, but if relapse would not have occurred, they are exposing themselves to more risk than not smoking or vaping.”
For the study, researchers used data from the Smoking Toolkit Study, an ongoing survey that interviews a different representative sample of adults in England each month.
The team found that one in 50 people in England who had quit smoking more than a year earlier reported vaping in 2013, rising steadily to one in 10 by the end of 2017. This figure remained stable for several years and then increased sharply from 2021, when disposable e-cigarettes became popular, reaching one in five in 2024 (estimated as 2.2 million people).
The researchers found, at the same time, an increase in the use of e-cigarettes in quit attempts. In 2013, e-cigarettes were used in 27 per cent of quit attempts, while in 2024 they were used in 41 per cent of them.
Senior author Professor Lion Shahab, of UCL Institute of Epidemiology & Health Care, said: “The implications of these findings are currently unclear. Vaping long term may increase ex-smokers’ relapse risk due to its behavioural similarity to smoking and through maintaining (or reigniting) nicotine addiction. Alternatively, it might reduce the risk of relapse, allowing people to satisfy nicotine cravings through e-cigarettes instead of seeking out uniquely harmful cigarettes. Further longitudinal studies are needed to assess which of these options is more likely.”
Independent retailers association Bira has held a meeting with members of the Treasury team to discuss concerns following its robust response to the Government’s recent Budget announcement.
The Budget, labelled by Bira as "devastating" for independent retailers, was met with widespread indignation from Bira members.
Andrew Goodacre, CEO of Bira, said: “Thank you to all the members who have shared their thoughts on the impact of the budget. Based on this feedback, Bira has been robust in its response and judgement of the budget, especially where it is hurting the medium sized independents by as much as an extra cost of £200K per annum.
“We have also held a meeting with members of the Treasury team to discuss our concerns. Whilst there were no indications that any changes would be made, our concerns were listened to.
“We also discussed the proposed reform to business rates which is due to be in place for April 2026. It was clear from the meeting that Bira will be fully involved with this reform.”
Bira, representing over 6,000 independent retailers across the UK, earlier stated that the reduction in business rates relief from 75 per cent to 40 per cent (capped at £110k) from April 2025 will more than double costs for many retailers.
As a post-budget reaction, Goodacre said on Oct 30, "This is without doubt the worst Budget for independent retailers I have seen in my time representing the sector. The government's actions today show complete disregard for the thousands of hard-working shop owners who form the backbone of our high streets.
"Small retailers, who have already endured years of challenging trading conditions, now face a perfect storm of crippling cost increases. Their business rates will more than double as relief drops from 75 per cent to 40 per cent, while they're hit simultaneously with employer National Insurance rising to 15 per cent and a lower threshold of £5,000, down from £9,100. Add to this the minimum wage increase to £12.21, and many of our members are telling us they simply cannot survive this onslaught."