MyDaily is Ireland’s newest symbol group, backed by the strength and expertise of O’Reillys Wholesale. Continuing to grow its network, it brings together neighbourhood convenience stores and larger forecourt locations under one recognised brand. So, let’s take a look at why the MyDaily strapline reads as ‘convenience you can depend on’.

With over 65 years of wholesale experience, O’Reillys Wholesale has built lasting relationships with retailers across the island of Ireland by delivering reliable service, strong value and practical support – values that are at the heart of the MyDaily offering. Through its affiliation with the UK-based Sugro Buying Group, a major independent buying group, O’Reillys Wholesale also has the purchasing power to secure the best deals for its wholesale and retail customers.

Significant planning went into establishing MyDaily, with a great deal of care and consideration given to the look and feel of the brand and, importantly, what O’Reillys Wholesale would be offering its retail partners. O’Reillys Wholesale’s forward-thinking approach recognises that change is inevitable, but ambition is constantly growing.

“Whatever we decided to create, it had to be genuinely better and add value to the retailer,” said Arron.

“That started with the brand itself – how it would look, the proposition, the branding colours and the overall feel – but it was always about much more than that.

“We didn’t want to simply create another fascia brand. We wanted to build a proposition that gave retailers a genuine reason to join and offered real value to their business.

“We stock over 6000 lines in our warehouse, but we must make sure they’re the right lines for our retailers. We also had to make sure there were real benefits to joining, because ultimately, it’s about supporting the people behind those businesses.

“Another really important part of building the MyDaily proposition was making sure we had a comprehensive range of central billing suppliers available to our retailers, both north and south of Ireland. It was about building strong partnerships with our suppliers and bringing that together with what O’Reillys Wholesale can offer, so that we could create a really strong and compelling package for the retailer.

“We’re very grateful to all our suppliers who have come on board and supported the MyDaily proposition. Their involvement is an important part of what we’re able to offer our retail partners.”

Key to the development of the brand was putting together a strong team with experience in FMCG and, importantly, an understanding of what a symbol group needs to deliver for independent retailers.

“We want to help independent retailers compete more effectively, attract more customers and, most importantly, feel supported while still retaining their independence,” said Arron.

“For us, it was about looking at O’Reillys Wholesale’s existing customer base and asking what more we could do to support those businesses. We are extremely fortunate to have a strong independent retail base within our customer network, and we want to build on that.

“It was never just about supplying a retailer with more product. We’re still very much a wholesaler, and that’s at the heart of our business. What MyDaily does is give retailers who are looking for a branding opportunity another option – bringing the benefits and support of a symbol group, while allowing them to remain independent and continue to trade with O’Reillys Wholesale.

“That’s what we wanted MyDaily to deliver – the branding, the right range of products and, most importantly, genuine retail support behind it. The fascia design is only one part of the proposition. We want our retailers to know they’re getting an experienced team behind them, supporting their business, helping them grow and continuing to deliver the wholesale service they already rely on.”

Wanting to become a genuine partner to its retailers, O’Reillys Wholesale has invested heavily in its team, bringing significant retail experience and expertise to the MyDaily proposition. Everything is considered. From the initial customer meeting involving the full team, who map the shop layout, propose how it could look, explore and streamline the full range of products available, and provide visual merchandising, whilst always considering the customers’ ideas for change.

While O’Reillys Wholesale is behind the MyDaily brand, Arron said the foundations were already firmly in place through the company’s established wholesale operation and distribution network.

“We’ve always had a wholesale team that is invested in supporting our customers and understanding their businesses. What we’re doing now is taking that experience and expertise to the next stage of the journey with MyDaily.

“We have a team that understands retail, we have the wholesale infrastructure and distribution network behind us, and we have spent a lot of time bringing all of that together to create a proposition that genuinely supports our retailers.

“The brand is modern and fresh, and it gives us a strong proposition to take to independent retailers. We’re giving them more tools, more support and more opportunities to help them compete effectively, but also to grow their businesses.

“We’re not a contract brand, and there’s no fees to be part of MyDaily. Ultimately, retailers are choosing to work with us because they believe in what we’re offering, and we have to continue to earn that trust every day. We have to make sure we’re delivering a proposition that retailers genuinely want to be part of.”

READ THE FULL INTERVIEW WITH ARRON POTTS IN THE OCTOBER ISSUE HERE

The post MyDaily by O’Reillys Wholesale Ltd – one year onboard first appeared on Neighbourhood Retailer.

With over two decades as store manager behind him, Leslie Harte has witnessed a wealth of changes within retail. However, for him, the central purpose of the role remains unchanged – providing the best service to everyone coming through the shop doors.

Having started out working in retail when he was 14, Leslie has built up an enviable background in the industry, something which keeps him focused on ensuring both his customers and staff are respected and valued.

Store manager at Simpson’s MyDaily in Antrim, Leslie has sought to make every person who either shops or works at the well-known store feel heard and supported.

Employing 26 staff overall, there are four full-time and 22 part-time and notably, Leslie is particularly proud of their very low turnover of staff.

“We have one woman who has worked here for 30 years and another who has retired after 35 years,” said Leslie.

“It’s a real family atmosphere, we know everyone who comes through the door, and we always take the time to speak to them and find out how they are – that personal touch makes a big difference.

“We cannot compete with the big guys on prices, but we can make the service more personalised and unique.”

Leslie has shown just how much he values and supports his team. When staff member Nicole had the incredible opportunity to compete in boxing at the Commonwealth Games, Leslie made sure she knew the whole store was behind her. He genuinely cares for his staff and often celebrates their achievements both in and outside of their workplace. Over the years, Simpson’s has become a supportive environment where both staff and customers feel valued and encouraged.

Having served his time working in retail management in Iceland and later at Halfords, Leslie returned to the independent convenience trade in 2004 when approached to come back to Simpson’s, where he has been store manager ever since. A notable difference between the roles for Leslie has been the trust and total responsibility afforded to him in his longest-serving position.

“I am managing the business rather than simply running a shop. In the multiples you are taking instructions from management, whereas here I am making the decisions and implementing them,” he said.

“I do everything here, so it’s given me complete autonomy to run the business as I see fit.”

There have of course been challenges along the way, notably working through the pandemic as a frontline worker.

“Managing through covid was a challenge in terms of keeping my staff happy and making them feel valued and safe, of course.”

As changes and developments have happened in the industry, so too have they been brought into Simpson’s, with Leslie and his team keen to embrace as many innovations as possible while keeping true to their core business aims.

“We have evolved over the years and have brought in new lines; we introduced a hot food and deli counter, which has made a big difference to the business, we’ve seen increased footfall and repeat customers from that.

“We put in a new cigarette gantry and display gantry for vape products; we also got a new till system in recently and we installed new refrigeration last year for our drinks,” said Leslie.

“We try to do something every year to keep evolving and improving so we are not standing still. It keeps the place fresh looking for people, if it looks like you care about your shop, it will keep people coming back.”

READ THE FULL INTERVIEW WITH LESLIE HARTE IN THE AUGUST-SEPTEMBER ISSUE HERE

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The last 12 months have seen a number of new faces across the Henderson Group, a changing of the guard, largely replacing retiring positions and supporting new roles.

Noel Hegarty is the new MD of Henderson Wholesale, overseeing the independent retail arm of the company and taking over from Martin Agnew, who is now Joint Executive Chair of the Group alongside Geoffrey Agnew.

Having joined the company in March this year, Noel’s early days and weeks have been spent immersing himself in getting to know the business, meeting those behind the scenes and getting to grips with the inner workings of Henderson Wholesale. He told NR that his previous experience was key in helping him step into his new role.

“I’ve just completed 12 years at Monaghan Mushrooms, having spent 20 years prior to that working for Kellogg’s. The combined experience of both roles has been really beneficial for my new venture at Henderson Group,” said Noel.

“Monaghan Mushrooms, like Henderson Group, is also a family-owned business, so it’s great having that experience, valuing multi-generational involvement and vision setting for a business. And, of course, Monaghan Mushrooms is a fresh produce business, experience relevant to Henderson Group, with fresh making up more than 50% of the range in EUROSPAR and SPAR today, combined with an important branded goods assortment,” added Noel.

“This is an incredibly successful local business, so I’m looking forward to building on the success and heritage delivered by Martin and the team to date.

“The Henderson family believes passionately in its people, so I’m delighted to be part of forming a new team, combining existing colleagues and some new faces, to drive future growth.”

Noel’s introduction to Henderson Group comes amidst other key changes at the top of the company; former Retail Director Mark McCammond moved into the Henderson Retail MD role in May last year, with George Rankin succeeding him as Retail Director; former Musgrave Directors, Desi Derby and Julie Cherry have joined the business as the new Group Marketing Director and Food Solutions Director, respectively, while Richard Ash, who spent 14 years at Marks & Spencer, has taken on the Sales Director Role.

“As he handed over the reins, Martin’s advice was to take the time to learn about the business, get to know the team, spend quality time with our customers and shoppers, that’s been time well spent. Of course, having a phased handover with Martin has afforded me the opportunity to do that, something I’m really grateful for,” said Noel.

Originally from Moneymore, Noel and his wife have lived in Saval, outside Newry, for the last 25 years. Having moved around a lot in his previous employment, he spent quite a bit of time doing international roles in Russia, Italy and in the Middle East, an experience he said which has allowed him to observe different eating habits and see how different categories are at different stages in their journeys.

“When I joined this business, what I didn’t fully appreciate was the size of the global SPAR family and the way in which that wider family works together, for example, in providing access to an extensive range of quality own-brand products,” said Noel.

“I was particularly lucky that the 69^th International SPAR Congress was held in Northern Ireland in May this year, and that was an incredible opportunity to meet people from the broader SPAR network and also to showcase how the Henderson Group has built and embedded the SPAR brand in local communities here.

“Although SPAR is a global brand, now in over 50 countries with 13,500 stores, its ability to act local makes the brand really special.”

And it is this emphasis on local that Noel wants to keep a focus on.

“Over 75% of our fresh range is local, sourced from over 190 local suppliers. Our supplier relationships are extremely important, the business is built on long-term partnership, so we have to continue to work together collaboratively and transparently to deliver the best quality, competitively priced.

“Returning to the strength of the SPAR network, we’ve recently been able to launch a broader range of over 150 own-brand products, many of which are sourced from local suppliers.

“Own-brand penetration in Northern Ireland is around 45%, as shoppers look for quality affordable alternatives. And with the SPAR brand, shoppers can switch & save up to 30% vs. the branded equivalent. Awareness of our Mega Deals is also really encouraging, a critical component of our value strategy, aimed at providing market-beating value to our shoppers.

“But it’s not all about price, we work to differentiate our product mix with new and exciting options, particularly around food-for-now and food-for later.”

For Noel, stepping into this role along with new directors presents a significant opportunity to combine the huge wealth of heritage there is within the business, while bringing a fresh perspective – describing it as a “unique opportunity to amalgamate different experiences and fresh thinking”.

“It’s very much about building upon the legacy that has been created for us”, said Noel. “We are very fortunate to have the opportunity to do that.

“With all the talk of change, it’s important to mention there is a lot which hasn’t changed, in particular, our relentless focus on the shopper and commitment to retailer partnerships. And as a new team, we are honoured to be custodians of the new charge, and to drive that forward.”

READ THE FULL INTERVIEW WITH NOEL HEGARTY IN THE AUGUST-SEPTEMBER ISSUE HERE

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Cited as an alignment of approaches across the UK with each nation progressing its own legislation, the ban was introduced to deliver “shared health and environmental benefits” while also providing clarity for businesses which had been selling single use vaping products.

However, new data has suggested that the ban has not worked as intended and has instead pushed some vapers towards illicit products or a return to smoking.

Ahead of the ban coming into effect last June, NR had spoken to a number of retailers across Northern Ireland with many stating they had spent time selling their single use stock in order to avoid commercial losses, while also introducing the new compliant vapes early in an attempt to rebuild customer bases.

Almost all of those we had spoken to had serious concerns about illicit vapes and the increase in black market sales.

Twelve months on, a survey of 6000 adults, conducted by Opinium for ELFBAR has found that one in six of those who previously used single-use vapes had relapsed to smoking or started smoking more, with the survey identifying a gradual increase in smoking prevalence: 16% of respondents say they now regularly smoke, compared with 15% in December 2025 and 14% in December 2024.

However, the survey also found that seven in 10 (72%) of daily vapers had switched to reusable vapes, with 79% buying refills each time, while 77% said reusable products helped them cut back or quit smoking.

Elsewhere, a separate survey from Haypp, found that 35% of respondents said they had purchased a disposable vape since the ban was introduced, indicating an active black market for the product.

The main sources for the purchase of illicit disposable vapes are corner shops/convenience stores (51%); car boot sales/market stalls (35%); independent vape shops (28%) and friends or family members (28%).

Additionally, the survey found that the ban has resulted in some reduced demand for vapes, with 61% of respondents saying they have reduced how much they vape and 8% said they had quite vaping altogether.

The data has highlighted a shift in consumer behaviour, with the survey showing that some vapers have replaced disposable vapes with traditional cigarettes (41%); nicotine pouches/snus (44%); refillable vapes (17%) and chewing tobacco (12%).

“By introducing a blanket ban, the government has inadvertently fuelled the black market and, most concerningly, pushed 41% of those who have reduced their vaping to cigarettes,” said Dr Marina Murphy, Senior Director of Scientific Affairs at Haypp.

“While it is positive to see 44% moving to tobacco-free alternatives such as nicotine pouches, we must acknowledge that the negative outcomes from the ban far outweigh the positive. As the government begins to implement the Tobacco and Vapes Act, the lesson from the disposable vapes ban is that blanket bans do not work.”

READ THE FULL ARTICLE INCLUDING REACTION FROM RETAILERS IN THE JUNE-JULY ISSUE HERE

The post Impact of disposable vapes ban a year later first appeared on Neighbourhood Retailer.

Retailers, particularly independent retailers have witnessed an astronomical rise in their costs in the last few years. However, the increase in wages and National Insurance contributions introduced by the Labour government in the last year have put an unprecedented strain on businesses.

Coupled with decreasing footfall on our high streets and consumers continuing to be conscious of when, where and how they spend their money, retailers are battling hard to offer an increasing range of services and offerings as well as value and top customer service.

Indeed, retailers across the region have reported staggering increases in their weekly wage costs and are struggling to find ways to mitigate these rises without inevitably having to pass these onto the consumer.

Belfast retailer, Chris O’Reilly made the very difficult decision to close his Centra Ormeau Road store earlier this year, citing the decisions of government which he said have only punished independent retailers.

“Before the hikes kicked in, our National Insurance bill was £1250 per week. You amplify that to where it is now, pro rata, and our National Insurance bill is £2950 per week,” said Chris.

“This is something that is going to continue to bite – every time the wages go up, it puts up our National Insurance contribution because it’s a percentage metric. This will continue to grow every year, and I do not think that is necessarily something that everyone recognises.”

Accepting that every business has “spinning plates”, Chris said it was hard not to step back and “wonder where it’s all going”.

“Where we were on the Ormeau Road in Zone A, our rates were £350 per sq ft and we were told this was because the shop had windows and high footfall,” said Chris.

“However, I know larger retailers are paying £200 per sq ft and others in the city are paying less. I know there are multiple nuances inside the rating system, but why are they not looking at what the larger retailers are paying? Why are we squeezing small independent retailers?

“Our business has to find £150,000 extra for wages. It really is preventing the appetite of an investor,” added Chris.

“The strategy is not aligned and we are not on a growth strategy, no matter what the government is saying. We are getting levered at every wheel and turn. The retail dereliction in Northern Ireland is off the scale, the percentages are astronomical.”

Recently elected to be non-executive director of the National Federation of SubPostmasters (NFSP), Chris is a passionate advocate for the Post Office service here and as the majority of Post Offices are now based in a retail setting, there are also added pressures on retailers within this setting.

Earlier this year, a 10-point plan to revitalise the Post Office network here was published, calling for practical and tangible support for postmasters here. At a launch event at Stormont, Jim McCafferty of the NFSP revealed that SubPostmasters are being paid less now than they were in 2012.

He added that government has continually removed services which has led to a decade of decline, rendering many Post Offices unviable.

Chris also outlined to those present that a government green paper has already recognised there is a role for the Post Office and called on Northern Ireland’s MLAs to help revitalise that network here.

The Stormont event was hosted by MLAs Diane Forsythe and Matthew O’Toole. A drop-in centre was also hosted at a later date in Stormont which saw about 13 to 14 MLAs drop in, including Paula Bradshaw who described the session as a “useful opportunity to hear directly from Post Office representatives”.

In a social media post, Ms Bradshaw said it was “important that any changes to the network are carefully managed and that the needs of local communities remain at the forefront of decision-making”.

Chris said that MLA Justin McNulty had also reached out and hosted a meeting with him and the CEO of NFSP, with Chris welcoming Mr McNulty’s interest in the issues that were brought to the table.

“He listened keenly to what we had to say and saw the viability in some of the things we were asking for, such as rates exemption for the spaces Post Offices take up in a shared retail space,” said Chris.

“We also discussed the issue with the NI consumer and NI Postmasters being disadvantaged with no DPD courier services and the issues with Evri coverage in NI. We had asked if it was possibly for the Executive or someone from Stormont to contact these suppliers in the hope that political pressure could provide a solution.

“Unfortunately, his message was rather bleak in that regard but ultimately, it was good exposure for us to get to meet an MLA, present him with the document and articulate some of the concerns we, as postmasters, have in NI.”

Chris added that the NFSP and SubPostmasters want to continue the conversation and highlight the issues they are facing.

“The one area that is very much in place is the ask for the rates to be renewed, as that exercise is being conducted again.

“The rating situation has changed in GB and we are addressing the Finance Minister and telling him that we would like to be given a bit more grace and recognition for the social and economic benefits that we bring to the high street.

“We are also wanting to increase our services and increase footfall. For our customers, the biggest challenge here is that in Northern Ireland you have to have a paper copy of your insurance certificate in order to tax your vehicle. During covid it was okay for it to be digital, but then it returned to having to be a paper copy, but we were not given any reason why this is the case other than the DfI Minister has to sign it off.

“We are in a digital age and you can see the customer’s certificate on their phone, but we aren’t allowed to accept that. I cannot tell you the amount of times we have people coming in and giving off to us about this, it’s unbelievable. That is one small barrier to improving the customer’s journey and experience at the Post Office.”

READ THE FULL INTERVIEW WITH CHRIS O’REILLY IN THE JUNE-JULY ISSUE HERE

The post Why are small independent retailers being squeezed? first appeared on Neighbourhood Retailer.