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

The post Heading the new charge at Henderson’s 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.

Debra Johnston is going out on a high. Her last full year as Trading Controller at Food Force Ireland saw a record pay day, with just under £2 million paid back to its members.

From the early days of the organisation to the tour de force it is today, Debra has been a critical piece of the journey for independent Nisa retailers of all sizes across Northern Ireland.

When she announced her retirement at this year’s pay day event at the start of April, Debra’s news was met with shock but was swiftly followed by a deep appreciation of what she has achieved over the last 25 years.

Having started out as a merchandiser with Musgrave Distribution Ltd after she graduated, Debra got the bug for buying while working at Wyse Byse in Newtownards as a Saturday job, curious about the journey of the products from where they came from and how they reached stores.

As a buyer with Musgrave, she toured the world, benefiting from a wealth of experience while working in conjunction with their buying team from RoI. She later moved to Henderson’s where she enjoyed what she described as the three happiest years of her buying career working with a great team. She also credits this time as instilling her interest in the art of negotiation.

So, when Food Force got in touch a few years later with an opportunity to come and lead them in a new direction, Debra jumped at the opportunity, joining in June 2001.

“I have been here since; they have been lovely people to work for,” said Debra.

“It has been the most frustrating but the most satisfying job. Our business is about people and relationships. If we do not go that extra mile to see these suppliers, they will go to someone else. I want them to think of us every single time.”

With approximately 60 members covering 90 stores, Food Force is wholly owned by its shareholders. Unique in that there is no central warehouse, their negotiations are for deliveries to be made direct to stores, with stores having their own direct accounts with the suppliers.

“My job is to represent the members, promote their profile, get the best possible pricing, put promotions together and organise and host the trade shows,” said Debra.

“The end of the year work is the pinnacle of this; it is the end of year earnings and the long-term trade agreements. We do it so the individual store can be judged on its own performance, it is not dependent on the success of all the stores together. You need to make things equal and accessible for everyone, and we have done that successfully for everyone.

“In our early years, we were paying out around £150,000 and now it’s up to almost £2 million. It reflects the calibre of the stores in our group – they are the best of the best. They’re investing in their businesses all the time and you are part of that process all the time to help them grow.

“Because they are getting direct access with suppliers, they are back to that agility that suppliers can go in and influence sales in their stores that they can’t do with wholesale.

“There is a real relationship there with the suppliers and the retailers and that is the core part of all of this. There is a triangle with the member, supplier and myself, and we are working with each other to get the best deal for each other.”

READ THE FULL INTERVIEW WITH DEBRA JOHNSTON IN THE APRIL ISSUE HERE

The post ‘It’s time’ – tour de force Debra announces retirement first appeared on Neighbourhood Retailer.

Business owners across the region are working hard to stay open while they battle against these costs, trying to keep prices down, taking care of their staff and is some cases have pivoted their business in some manner to keep drawing consumers in.

Back in October 2024, Chancellor of the Exchequer Rachel Reeves put forward the first Labour Budget in 14 years, announcing a raft of measures which impacted the retail sector and SMEs generally. Since then, these businesses have had to address these financial implications and assess the viability of their businesses.

Having come through the pandemic, praised for being key workers and being on the frontline of an unprecedented lockdown period, retailers have been bombarded with significant challenges from huge rises in energy bills, the cost-of-living crisis and continued rising business costs, leaving the last few years a hardened battleground for SMEs.

On top of this, legislation working through government will see new challenges within the tobacco and vaping sector, while the single-use vape ban has already made its mark, and illicit tobacco remains a thorn in the side of retailers here.

Post Offices across Northern Ireland are also calling out for an increase in their services, stating they have faced a decade of decline, and are asking MLAs for real help and tangible support to battle the challenges they are also facing.

NI President of the Fed, Julie Brown told NR that they had met with Jim Shannon MP to stress the difficulties independent retailers here are facing, and warned that if higher tazes and energy costs weren’t addressed, they would likely lead to shorter shop opening hours and cutting staff hours.

“These have been very trying and testing times, that is what we are all facing generally,” said Julie.

“So far, we have managed to negotiate our way through without many changes, but we are constantly looking for new suppliers, new lines to bring in and ways to keep our costs under control.”

Meanwhile, Stormont is considering whether to bring forward an Employment Rights Bill that proposes to reform 17 separate areas of employment law in one move. As Roger Pollen, Head of the FSB NI told NR, were it to proceed, the Bill could cause extraordinary turmoil within NI’s vital SME community.

“The Department brought forward a massive suite of proposals nearly two years ago, called the ‘Good Jobs Bill’, yet their consultation process has meant that few employers are aware of them in outline, let alone in detail,” said Roger.

“We now await the revised Bill which, once published, will let business owners start to get to grips with what it might mean for them as employers. This matters; not least as the recent actions of Westminster have repeatedly driven up the cost of employing people, with a worrying contraction in graduate jobs offers perhaps being the harbinger of worse things to come.”

SEE THE FULL FEATURE IN THE MARCH ISSUE OF NEIGHBOURHOOD RETAILER HERE

The post What lies ahead for NI’s high streets? first appeared on Neighbourhood Retailer.