Speciality Food Jan/Feb 2026

3 specialityfoodmagazine.com My hope for 2026 is simple: let’s cherish the things that make our towns and our food culture truly ours. Let’s support the small businesses that bring life, flavour, and identity to our communities. CAROLINE KEOHANE, HEAD OF INDUSTRY GROWTH AT THE FOOD & DRINK FEDERATION There are over 12,000 dynamic and innovative food and drink businesses of all sizes here in the UK which underpin our food security, support healthier diets, drive a more sustainable future and provide long term careers in every corner of the country. But 2025 has been a challenging year, with businesses in our sector facing very high productions costs, alongside regulatory pressures, including the new EPR packaging tax and changes to National Insurance Contributions, alongside low consumer spending. As a result, we’ve seen food prices rise. The antidote to build resilience in our sector is productivity growth. In every part of the country, food and MARK KACARY, OWNER OF THE NORFOLK DELI It’s been fascinating to see big names like M&S andWaitrose pouring serious investment into glamorous food halls. It proves what many of us have known for years: there is a real appetite for better food experiences something beyond the fluorescent aisles and conveyor belts. But my hope is that this renewed appetite leads people not just to admire the big players, but to rediscover what independents offer. In shops like ours, food isn’t simply bought – it’s experienced. You talk to someone who truly knows their cheese; you can have a slice cut fresh for you, taste it, discuss it, learn something. It's slower, more human, more joyful. And frankly, far more memorable than scanning a barcode under artificial lighting. I’d also love to see a government that genuinely understands what small businesses bring to this country. Napoleon once called Britain “a nation of shopkeepers” and I’d argue that’s something to be proud of. Independent shops bring identity to a town; they foster pride, community, and a sense of belonging you simply don’t get from faceless national chains. When local shops disappear and empty units get filled with corporate lookalikes, something important is lost. Pride slips. Care slips. That connection between the person behind the counter and the community they serve starts to drinkmanufacturing could be an engine for economic growth and we want to see that potential realised over the next 10 years. We have all the ambition and all the potential, and with strong partnership between industry and government there’s the opportunity for our country to be the most competitive place in the world to start, grow and invest in a food and drink business. ANDREWGOODACRE, CEO OF BRITISH INDEPENDENT RETAILERS ASSOCIATION Speciality food shops along with the rest of independent retail, hospitality and leisure, are the heartbeat of our high streets, bringing individuality and community spirit that no online platform can replicate. As we look to 2026, the government has a unique opportunity to champion these businesses and secure their future. Our hope is clear: create an environment where independents thrive. That starts with reforming business rates – a system that has vanish. Family-run businesses and owner-operators have skin in the game; they care deeply because this is their home too. More than anything, I hope 2026 is kinder to those wanting to start something small andmeaningful. It shouldn’t feel like climbing Everest just to open a shop. We needmore encouragement, more support, and far fewer barriers for people prepared to take the leap. Every part of the UK has its own soul. Norfolk is not Cornwall, Cornwall is not Yorkshire, and Yorkshire isn’t the West Midlands. Those differences are what make travelling through this country so fascinating. But when every high street becomes a carbon copy of the next Costa, McDonald’s, Greggs, repeat, that richness is lost. It’s ironic, really. Some people voted for Brexit to protect sovereignty and identity, yet we quietly hand over the character of our towns to multinational chains chasing shareholder returns. The result? High streets that could be anywhere and therefore feel like nowhere. “Success in 2026 means embracing change” Key industry players share their hopes for the new year long held back growth. Sadly, the so-called transformation of business rates announced in the November budget is not good for the smaller independents, withmost business rates rising. However, we asked for more support to deal with large increases and this will be available in the form of the small business support scheme. But rates reformalone isn’t enough. We need vibrant high streets: better infrastructure, accessible parking, and safer spaces for shoppers and staff. Policies that encourage innovation, investment, and reward sustainability will help independents lead the way in supporting their local communities and independent supply chains. Retailers also have a role to play. Success in 2026 means embracing change: investing in digital tools to reach customers online, creating memorable in-store experiences, and collaborating locally to strengthen community ties. Consumer value delivered by a combination of quality products and quality service should be central, with staff development and education the priorities to deliver truly exceptional service. By innovating and adapting, independents can showwhy they remain the beating heart of Britain’s economy. 2026 must be the year government turns aspiration into action and the year independents seize every opportunity to shine, the year to #loveyourhighstreet.