ENACTING CHANGE IN EDIBLE OILS

As a trusted global leader in oilseed extraction, CPM|Crown provides advanced technologies, processing equipment, services, and solutions for industries including food, feed, aqua, energy, industrial, and specialty products. 

More specifically, these markets focus on oilseed processing, including the extraction of soybeans, canola, sunflower, and other oilseeds; green energy and renewable fuels, such as biodiesel and renewable diesel; food, feed, and aquaculture, comprising food-grade processing, specialty proteins, animal feed, and aqua feed; and chemical and pharmaceutical applications, which utilize specialized solid-liquid separation, refining, and specialty processing across many diverse products. 

The company offers a comprehensive portfolio of oilseed processing and refining solutions. Prior to refining, oil must be extracted from the oilseeds, which involves seed preparation, solvent extraction, and desolventization processes.  

Seed preparation includes cleaning, dehulling, conditioning, cracking, and flaking, each critical to enabling effective extraction.  

Next, the extraction process uses a counter-current flow where prepared flakes and liquid solvent wash in opposite directions inside an efficient and reliable, patented Crown extractor. The liquid stream yields a rich mixture of oil and solvent called miscella, alongside the solvent-wet solid meal.   

The meal is desolventized and toasted for use as a feed ingredient, while the miscella is pumped to the distillation process to separate the solvent from the crude oil. The solvent is subsequently reused in the process. Meanwhile, the oil undergoes a stripping process to remove any residual solvent – making it available as crude oil feedstock for further refining. 

In the oil refining process, the first step involves degumming the oil to remove phospholipids and other components. From there, neutralizing steps remove free fatty acids and bleaching removes color bodies and residual impurities, creating a lighter appearance.  

Deodorizing strips volatile compounds to secure a stable, palatable flavor profile, while also improving the color. Finally, crude filtration and winterizing involve the removal of solid impurities and wax fractions, respectively.   

“This detailed refining process ensures the customer can provide high-quality products on a consistent basis,” opens Bill Morphew, VP Sales – Liquids Segment. 

CPM’s vast global structure is supported by over 1,700 employees from its international headquarters and Global Innovation Center in Blaine, Minnesota, as well as worldwide locations such as the UK, Netherlands, Argentina, Brazil, and China. 

FEEDING A BETTER WORLD

Increasing biofuel demand, feedstock volatility, tighter quality standards, and evolving sustainability expectations are continuing to shape the edible oil refining sector in North America.  

As a result, food applications remain essential, while other sectors such as renewable diesel, biodiesel, and sustainable aviation fuel compete for soybean oil, canola oil, used cooking oil, animal fats, and other feedstocks. 

This restricted supply environment is pushing refiners to improve yield, flexibility, uptime, and feedstock optionality, and adapt to changing products, where oil has gained strategic importance, and the food produce markets move more independently.   

Within this landscape, CPM|Crown plays a key role.  

Crown is a brand division of the CPM organization whose systems support core refining steps such as degumming, neutralizing, bleaching, deodorizing, winterizing, dewaxing, enzymatic degumming, hydrogenation, fractionation, and fat modification.  

By helping refiners process variable crude oils, remove key impurities, protect yield, and maintain product stability, CPM|Crown supports the industry’s move toward more flexible, efficient, and sustainable refining capacity.   

“CPM|Crown’s full suite of solutions positions the company as a strategic partner in a market where food, fuel, and sustainability priorities increasingly overlap,” Morphew outlines. 

SUSTAINABLE AND ECONOMICAL

In October last year, CPM|Crown launched Monarc Clean Oilseed Processing™ (Monarc™) – a revolutionary alcohol-based solvent extraction technology.  

Monarc™ provides customers with a competitive advantage because it solves the central trade-off that has limited the clean oilseed processing sector for decades.  

“Processors have wanted safer, more sustainable, clean-label alternatives to petroleum-derived hexane, but alcohol-based systems historically struggled to match hexane’s economics at commercial scale. Monarc™ changes that by combining a patented ethanol-based extraction process with the scale, economic viability, and familiar plant configuration customers expect from modern Crown crush and protein plant offerings,” highlights Marc Ulery, Global Product Director – Monarc™.  

Historically, hexane became the industry standard because of its efficient, high-volume, and affordable oil extraction qualities. However, Monarc™’s use of ethanol maintains these attributes while also ensuring cleaner production, with a process that is on par from both a capital investment and an operational cost perspective.  

This allows Monarc™ to be positioned as much more than a niche sustainability upgrade, but a commercially viable platform for mainstream oilseed processors.  

The technology’s aforementioned characteristics also make adoption easier for processors, investors, and engineering teams because it does not ask them to choose between sustainability and economics. 

Moreover, the design and operation of Monarc™ oilseed processing facilities are very similar to Crown’s existing crush or protein plant systems. This makes the solution more familiar to customers evaluating retrofits, brownfield improvements, or greenfield construction and presents it as an evolution of established extraction infrastructure rather than a risky departure to an unfamiliar processing platform. 

“Crown provides the process know-how needed to make ethanol extraction economically viable while leveraging established and well-known technologies. This combination reduces perceived technology risk and improves our ability to win strategic projects,” Ulery points out.

CLEAN-LABEL MOVEMENT

The clean-label movement continues to permeate the food and beverage industry, with consumer awareness around food production processes growing, and the edible oil sector playing a key part in this increased focus. Fortunately, Monarc™ closely aligns with the consumer-driven shift.  

“As expectations on food manufacturers continue to rise, Monarc™ creates a market-facing advantage by supporting the production of high-value clean-label ingredients and products, including the potential for organic labeling, which are permitted by supply chain and regulatory compliance,” Ulery says.  

The technology’s use of ethanol, which is already associated with food and beverage applications, gives processors a more consumer-aligned processing story compared to petroleum-derived hexane. 

This also supports the goals of brand owners and ingredient suppliers as they seek to communicate simpler processing, cleaner ingredients, and more responsible production.   

Such advantages extend across a broad range of markets, including oils, meals, white flakes, protein concentrates, animal nutrition products, and biofuel-related value chains, all of which can benefit from a hexane-free processing narrative. 

“The potential for clean manufacturing strengthens CPM|Crown’s value proposition beyond equipment sales by giving customers a scalable route into premium, differentiated markets and helping them advance broader growth strategies tied to cleaner, more responsible manufacturing,” he expands. 

CIRCULAR CARBON MODEL

As a clean oilseed processing technology, Monarc™ also offers a meaningful environmental step forward by enabling ethanol extraction as an alternative to petroleum-derived hexane.  

Because ethanol can be produced from plant-derived renewable sources, the technology enables processors to better align extraction operations with corporate sustainability goals, renewable energy strategies, and broader industry decarbonization commitments, while also being more scalable, efficient, and economical.  

Renewable ethanol additionally supports a departure from fossil-based extraction solvents in favor of a more circular carbon model.  

“Alcohol-based extraction can draw on agricultural or bio-based ethanol supply, reducing exposure to fossil-carbon inputs while allowing producers to maintain scale. Rather than introducing additional petroleum-derived solvent demand into the production chain, alcohol extraction draws on an agricultural-based ethanol supply, helping processors reduce exposure to fossil-carbon inputs,” explains Ulery.  

This ultimately supports decarbonization while allowing producers to maintain the processing scale their businesses require.  

Monarc™’s alcohol-based approach also creates practical advantages for permitting and environmental review. 

In the US, hexane appears on the Environmental Protection Agency’s List of Hazardous Air Pollutants. Ethanol is not identified as such, making it better-positioned for facilities facing tighter air emissions targets, regulatory uncertainty, or heightened community scrutiny.   

Furthermore, for producers located in populous areas or markets where permitting timelines and public acceptance can influence project viability, using ethanol can support a smoother path through environmental approvals and reduce the perceived risk associated with new extraction capacity.

SAFETY ADVANTAGES

Monarc™ also offers myriad workplace safety advantages, helping customers transition from petroleum-based hexane exposure risks to an alcohol-based process, which has more favorable safety and handling properties.  

“By eliminating toxic hexane exposure concerns, the technology can improve plant safety profiles and essentially remove the risks of processing with hydrocarbons, which are traditionally used to strip or clean any residual hexane from the oil,” Ulery tells us.  

On top of this, ethanol is non-toxic and not classified as a carcinogen, thus reducing worker health risks during operations, maintenance, material handling, and storage. 

It also provides an added fire safety advantage because the chemical’s   autoignition temperature of 363 degrees Celsius (°C) is significantly higher than hexane’s at 223°C, creating a wider margin against unintended ignition.   

Furthermore, since water is miscible in ethanol, sprinkler or deluge systems can both cool and dilute it, while water applied to hexane can only provide cooling and cannot dilute the solvent.  

These advantages support customer goals around worker safety, operational risk reduction, and responsible manufacturing.   

As such, for processors facing growing expectations around safety, the operating profile of Monarc™ can become a meaningful project driver.   

“By enabling safer, more confident day-to-day operations, the technology creates an opportunity for increased employee engagement, stronger safety culture, and improved conditions for successful plant performance,” Ulery notes.

CONNECTING INNOVATION AND EXECUTION

CPM|Crown’s Global Innovation Center provides a low-risk path to develop, validate, scale, and commercialize new products and processes.  

Located at its Blaine headquarters in Minnesota, the 15,000-square-foot pilot plant, analytical lab, and training facility replicate production environments while providing expert support, confidential testing space, and full-scale processing insight.   

The company’s world-class value comes from combining production capability with deep technical expertise. With systems for preparation, extraction, and liquids refining, customers can progress from feasibility work to continuous pilot-plant testing with data representative of commercial operations. 

The Global Innovation Center operates 24 hours a day, five days a week, enabling scale-up testing under real-world production conditions.  

It offers a complete innovation ecosystem with an analytical lab, engineering, fabrication, piloting, and R&D teams translating results into process designs, equipment selections, and return on investment (ROI) analysis for efficient implementation. 

Through the Center, CPM|Crown combines forward-thinking, proprietary technology, engineering knowledge, aftermarket experience, and full-scale support to help customers anticipate megatrends, improve continuously, and bring products to market with confidence.    

The facility also strengthens workforce readiness through classroom and hands-on training in controlled environments that mirror plant realities while reducing risk and disruption.  

“The Global Innovation Center connects innovation with execution. It gives producers a state-of-the-art production plant for innovation, real-world testing before implementation, engineering, ROI analysis, confidential product sampling, and workforce training,” surmises Alex Danelich, CCO. 

ADDITIONAL PRIORITIES

With Monarc™ moving from the development stages into commercial execution, the first commercial plant contract was awarded to Elian in Barcelona, Spain in August last year.  

CPM is supplying equipment for Elian’s commercial-scale facility expansion to produce soy protein concentrate at the Port of Barcelona, supporting clean-label, plant-based protein production capacity using Monarc™’s alcohol-based extraction system. 

Elsewhere, the company is continuing to advance equipment innovations that improve reliability and optimization in oilseed processing plants.  

For example, Crown’s Flexible Control Tray™ Oil Stripper maximizes active tray areas while reducing the risk of fouling and plugging that can lead to costly shutdowns.   

Initially focused on stripping hexane from crude oil, the technology is expanding into additional applications where improved stripping performance, uptime, and energy efficiency are priorities.   

“Compared with conventional disc-and-donut style systems, it can deliver a 35 percent or greater reduction in energy requirements while maintaining or improving residual hexane performance, and its adjustable orifice layout provides flexibility across different plant conditions and operational rates,” details Danelich.  

With customers looking to purify and pretreat renewable oil feedstocks for sustainable aviation fuel and renewable diesel production, CPM|Crown’s projects demonstrate how it is positioning its technologies to support both conventional oilseed processors and emerging renewable fuel markets.  

EXCITING NEW ERA

Looking ahead, Rosebank Industries’ recent acquisition of CPM marks an important new chapter for the company, bringing a renewed focus on long-term growth, commercial discipline, and the customer experience across the full plant lifecycle.  

“As CPM becomes part of Rosebank Industries, the transition is an opportunity to strengthen its core commitments. The coming year will be defined by a clearer emphasis on helping customers maximize the value of their equipment well beyond the original sale with practical support that keeps their operations running confidently, reliably, and efficiently,” says Kris Knudson, President. 

The acquisition will be most visible in the company’s aftermarket support – comprising service, parts, components, technical expertise, rapid downtime response, and refurbishment – which will lead to clearer processes, stronger parts planning, and reduced lead times. 

Utilizing Rosebank Industries’ resources, CPM will strengthen its delivery across key markets by combining local expertise with its broader engineering, technology, and technical network to help customers extend equipment life, improve uptime, and reduce unplanned downtime. 

Customers will also benefit from a stronger CPM that has a greater ability to support equipment performance over time. The organization’s future priorities are aimed at extending equipment life, improving uptime, and delivering more predictable support through better processes and planning.  

“With Rosebank Industries’ backing, CPM is positioned to combine commercial focus, local service, global resources, and technical expertise in a way that reinforces its commiorces its commitment to long-term customer value,” Danelich concludes.

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SHAPING THE STUDENT EXPERIENCE

Virginia Tech is the commonwealth’s most comprehensive university and leading research institution, with around 38,000 students and 280 undergraduate and graduate degree programs.

As a core part of daily life at the university, Virginia Tech Dining Services (Dining Services) makes a meaningful impact on the student experience.

“Every innovation, enhancement, and interaction contributes to creating memorable dining experiences for our students,” introduces Brian Grove, Director.

“Being part of an organization that helps shape campus life through food, hospitality, and community engagement is what makes this work so rewarding.”

Dining Services is an award-winning dining program spanning nine distinct buildings that offers an unparalleled variety of culinary experiences through 36 unique retail dining concepts, ranging from national brands to chef-driven.

Complementing its retail portfolio are two all-you-care-to-eat dining centers featuring 19 diverse dining concepts, delivering an exceptional array of cuisines, flavors, and experiences.

“Together, these venues create a dynamic foodservice program widely recognized for its quality, variety, innovation, and commitment to meeting the evolving needs of our campus community,” Grove outlines.

TRUSTED TO LEAD

Grove himself started out as a student employee at Dining Services in January 1988, working his way up to Associate Director by April 2007.

Then, when the COVID-19 pandemic hit, the department’s operations pivoted and Grove was made Senior Associate Director by Ted Faulkner, who was Director of Dining Services at the time.

“I was trusted to lead the department out of the final stages of the pandemic and completely humbled and honored that Ted and others had full faith in me,” recalls Grove.

“He became my greatest mentor prior to and during this period of my career. When I moved into my new office, there was a handwritten note – “Wishing you great success in your new role!… The keys to the finest automobile are yours.” – I share this because it’s really where I thought about what my legacy would be for Dining Services and Virginia Tech.”

Grove became Director of Dining Services in January 2024 and now oversees and heads the department.

His vision is for Dining Services to be the leader in collegiate dining by delivering exceptional food, innovative facilities, meaningful programs, and outstanding service that enriches the student experience.

“I firmly believe we can achieve this by continuously adapting to student needs, creating welcoming spaces that foster connection and belonging, investing in student and employee development, and embracing innovation that enhances convenience, sustainability, and operational excellence,” Grove sets out.

After more than 35 years with Dining Services, Grove recognizes his role today is as much about preparing for the future as it is about leading the present.

“I want to leave the organization stronger than I found it by developing future leaders, modernizing our facilities and programs, and creating a culture that embraces innovation while staying true to our commitment to students,” he affirms.

“My goal is to ensure that 10 years from now, Dining Services is still recognized as a national leader – not because of any one person, but because we have built an organization that continuously develops its people, adapts to changing student needs, and creates exceptional dining experiences that strengthen the Hokie community.”

LEAVING A LEGACY

People are the first of three focus areas for Dining Services, creating opportunities for professional growth, leadership development, and succession planning so the next generation of leaders is prepared to continue advancing its mission.

The department’s success has always been driven by its talented and dedicated employees, of which there are 2,200, so ensuring it cultivates future leaders is essential.

“My goal is to foster a culture of leadership development, continuous improvement, and empowerment that prepares the next generation of Dining Services leaders for success,” Grove emphasizes.

“If our team is stronger, more capable, and better-positioned to thrive because of the investments we make today, then we will have built a solid foundation for the future.

“Our operation serves as a living-learning environment where students gain leadership, customer service, teamwork, and professional skills through employment opportunities. We should continue investing in training, mentorship, and leadership development programs that prepare students for success beyond Virginia Tech,” he tells us.

As well as student staff, Dining Services offers the same type of training and professional development for its full and part-time staff, preparing them to take the next step in the organization as supervisors and management.

Second is the continued evolution of the department’s facilities and dining environment. Today’s students have different expectations than they did even a few years ago, and those will continue to change.

By strategically planning renovations, new concepts, and flexible dining spaces, its facilities will remain relevant, welcoming, and supportive of student engagement.

The third and final focus area is Dining Services’ commitment to fostering a culture of innovation and continuous improvement.

“I want us to remain proactive rather than reactive – embracing change, testing new ideas, and consistently seeking ways to enhance the student experience,” urges Grove.

“I hope to leave Dining Services with a strong foundation that balances tradition with innovation. While we should continue to evolve and adapt to changing student needs, we must also preserve the values that have made us successful – our commitment to excellence, hospitality, teamwork, and the student experience.

“If my legacy is that I helped to develop future leaders, strengthen our culture, and position our staff and organization for continued success, then I would consider that my greatest accomplishment,” he prides.

PRIORITIES FOR FUTURE SUCCESS

While Dining Services has built a strong foundation, several opportunities and challenges will shape its future.

Workforce development remains a top priority; recruiting, developing, and retaining talented and dependable employees is essential to the department’s long-term success.

“We will continue investing in leadership development, employee engagement, and succession planning to ensure we have a strong team prepared to meet future needs,” Grove confirms.

At the same time, there are ongoing financial pressures facing the industry to navigate, including rising costs for food, labor, utilities, and supplies.

Maintaining operational efficiency and sound financial stewardship will be critical as Dining Services delivers the high-quality dining experiences its students and guests expect.

“Today’s customers expect exceptional food quality, convenience, technology-driven solutions, and strong value. We will continue enhancing the dining experience through customer-focused service, expanded technology offerings, and flexible dining options that meet the changing needs of our campus community,” assures Grove.

Health, wellness, and sustainability will also remain important areas of focus, with students increasingly seeking fresh ingredients, allergen-friendly options, locally sourced products, and environmentally responsible practices.

This is exemplified by the introduction of a certified top nine allergen-free dining concept in D2 at Dietrick Hall, opening in fall 2026. A new menu, alongside existing favorites, will be served by committed and trained staff, with all recipes tested and reviewed by students.

“The concept reinforces our commitment to students self-identifying with food allergies and promotes success, well-being, and a sense of belonging on the Virginia Tech campus,” Grove highlights.

Innovation and continuous improvement, meanwhile, will be central to the department’s future success.

“Whether through consumer waste technology, robotics, data-driven decision-making, new dining concepts, facility enhancements, or operational efficiencies, we will continue looking for ways to evolve and improve,” he states.

As one of the largest auxiliary enterprises on campus, Dining Services also plays an important role in student satisfaction, community engagement, and the overall Virginia Tech experience.

“We will continue to strengthen that impact by providing welcoming spaces and meaningful connections for students and the broader campus community,” closes Grove.

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BRINGING THE FLAVOUR TO THE BIG DAY

With some of the biggest celebrities making their way down the aisle this summer, 2026 has become a year of saying “I do” – and McDonald’s is getting in on the wedding season.

The fast-food brand is giving nearly-weds the chance to put a McDonald’s twist on their special day with Wedding Flavours, a limited-edition wedding favour centred around the brand’s iconic sauce pots.

Designed to keep guests fuelled long after the first dance, the personalised pots offer couples a playful alternative to more traditional wedding favours. And, unlike sugared almonds, they are designed to be enjoyed on the night or kept as a personalised keepsake.

The campaign, developed in partnership with Red Consultancy, features photography by Henry Redcliffe, best known for capturing Charli XCX’s tours, in what McDonald’s describes as a first-of-its-kind creative collaboration behind the camera for the brand.

PERSONALISING THE SAUCE

The Wedding Flavours sauce pots can be customised with a bespoke message on the pot lid, while an outer sleeve provides even more space for couples to create something unique to their big day.

The result is a wedding favour that brings together two increasingly social aspects of modern celebrations – personalisation and shareable moments – while giving guests something they can actually enjoy.

McDonald’s suggests the limited-edition keepsakes could make their way onto guests’ social feeds, adding a distinctly McDonald’s touch to wedding photography and celebrations.

The initiative also taps into a familiar wedding tradition in an unexpected way. Rather than guests making a late-night trip to McDonald’s after the celebrations, the brand is bringing the experience directly to the wedding party.

WINNING WEDDING FLAVOURS

To mark the launch, @McDonald’sUK Instagram is giving 20 couples the opportunity to win their own bespoke Wedding Flavours.

The competition opened at 5pm on 10 August, with couples given just 48 hours to enter for the chance to secure their personalised wedding favours.

For the winning couples, the prize includes up to 150 personalised sauce pots, ready to distribute to guests on their special day, alongside 150 portions of large Fries for dipping.

With the initiative, McDonald’s is taking a familiar product and putting it at the centre of a highly personal occasion, transforming its sauce pots into a limited-edition memento for couples and their guests.

As wedding celebrations continue throughout the summer, Wedding Flavours offers a distinctly McDonald’s answer to the traditional wedding favour – combining customisation, food, and a little late-night Maccies spirit in one keepsake.

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A PAIRING OF TWO ICONS  

La Vieille Ferme, affectionately known as the ‘Chicken Wine’ amongst its loyal drinkers, is joining forces with fried chicken giant KFC for a new London pop-up, aptly named Coq au Vin. 

Taking place at Kachette Annex in Shoreditch from 28^th to 31^st August, the four-day event will combine KFC’s signature chicken with a selection of wines from La Vieille Ferme. 

The partnership brings together two brands with a shared poultry novelty, but the experience will go beyond this by matching individual KFC dishes with complementary wines. 

CHICKEN, WINE, AND A NEW WAY TO PAIR  

Each 90-minute session will offer guests the opportunity to sample a selection of KFC favourites alongside La Vieille Ferme wines. 

The menu includes Popcorn Chicken served with La Vieille Ferme Sparkling Rosé, Hot Wings accompanied by La Vieille Ferme Rouge, and Original Recipe Tenders paired with a choice of Rosé or Blanc. 

Diners will also have access to a selection of sauces, including Original Sauce, Supercharger, and Texas BBQ. 

The experience is designed to offer an alternative take on conventional wine pairings, bringing together familiar fried chicken dishes and French wine in an unexpected combination. 

Guests will enjoy “La Vieille Ferme’s most-loved selection, alongside finger-lickin good KFC, in a menu that’s here to challenge everything you thought you knew about wine pairings.” 

THE RETURN OF THE CHICKEN WINE  

For the occasion, La Vieille Ferme is also reviving its limited-edition ‘Chicken Wine’ label, which will be available exclusively at the Coq au Vin event. 

The collaboration plays directly on the nickname that has become synonymous with La Vieille Ferme, whilst creating a limited-time experience around the connection between the two brands. 

Phoebe Syms, Fame & Partnerships Lead at KFC UK & Ireland, said: “We’re iconic fried chicken. They’re the iconic Chicken Wine. Coq au Vin is one of those partnerships that just makes sense – and frankly, we can’t believe it’s taken this long. This August bank holiday, it’s poulet all day!” 

Tickets for the Coq au Vin pop-up are priced at £15 per person and include the full 90-minute chicken and wine experience. 

A limited number of walk-in spaces will also be available each day, although with restricted seating, advance ticket purchases are recommended for those hoping to experience the unusual combination of KFC’s fried chicken and La Vieille Ferme’s wines. 

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THE CHOICE OF CHAMPIONS

Specialising in the production of refreshing beverages, including fruit juices and flavoured drinks – all without added sugar – Al Rabie Saudi Foods (Al Rabie) is one of the largest Saudi closed joint stock juice manufacturers in the Middle East.

The company emphasises quality and natural ingredients, which cater to health-conscious consumers seeking delicious and thirst-quenching options. Taking pride in its heritage and commitment to providing pure flavours that resonate with the essence of nature, Al Rabie’s products are designed to evoke feelings of spring and summertime.

The company’s headquarters are based in Riyadh, the Kingdom of Saudi Arabia (KSA), where it has been one of the pioneering organisations in the production of dairy products, juices, and foods across the nation since 1980. Al Rabie’s commitment to the highest international quality standards in all fields – from production to marketing to management – is the primary reason it is cemented as a leader amongst its peers and consumers.

Additionally, the company has 100 percent Saudi capital, directly showcasing its dedication to the nation through world-class beverages that masterfully balance taste and nutrition. Since its establishment, Al Rabie has successfully kept pace with the latest developments in the beverage and food industry in order to work towards an innovative and sustainable future.

The company’s main priority is the manufacturing and provision of healthy, quality products to meet the needs and requirements of the consumer. As the choice of champions, every flavourful sip of Al Rabie’s beverages is rooted in originality and pride that extends from the company’s beginnings to its thriving present.

COMMITMENT TO INNOVATION

Since its inception, Al Rabie has been dedicated to applying comprehensive quality and services to the inauguration of its high-tech factory. When production began, distribution networks were installed to ensure that products would be available across the nation, whilst also maintaining exports to the Middle East and North Africa (MENA) region, with recent expansion covering other countries as well.

Al Rabie has proudly achieved this development and succeeded in increasing its market share. It has also obtained a wide recognition of its products due to the quality of raw materials used and the strict control system applied in order to guarantee high-quality products, which are available in all sales outlets across KSA with a one billion-plus turnover.

The company’s production capacity is approximately one million litres per day, which is more than enough to satisfy the demands of the entire MENA region. Through these accomplishments and commitment to innovation and quality, Al Rabie has succeeded in occupying a distinguished position and securing confidence amongst its customers, to the extent that it remains a first-choice beverage.

To further differentiate itself from the competition, the company places its integrated management system (IMS) code of conduct and policy at the forefront of its everyday business and decisions.

Al Rabie endeavours to ensure the manufacture and distribution of high-quality drinks, nectars, juices, milk, milk products, and other food products of high specification, hygiene, and quality without compromising the best interest of public health, service to customers, and any adverse effect on the environment.

A PIONEER IN JUICE

Al Rabie’s commitment to quality, environment, occupational health and safety, and food safety is reflected through its initiatives and programmes, which focus on continual improvement and compliance with industry standards.

The company strives to achieve these commitments through regular reviews of system effectiveness, the improvement of work processes via continuous training, waste minimisation, pollution prevention, using eco-friendly chemicals, preventing injuries and ill health, and open communication. Ultimately, this allows Al Rabie to work towards its goal of customer satisfaction in every sip.

In 2014, the Saudi Quality Council (SQC) awarded the Golden Corporate Membership to the company, highlighting its fulfilment of comprehensive quality principles and authentication of standards throughout its main sectors.

Additionally, the company won the Best On-The-Job Training Programme Award for small to medium-sized enterprises (SMEs), as part of the second version of the Work Award Programme organised by the Ministry of Human Resources and Social Development (HRSD).

The award aims to motivate SMEs to invest in developing their own national human resources, increasing the sustainability rate of employees, and enhancing career development. Notably, Al Rabie was ranked the number one food and beverage company in terms of having the best work environment in KSA, and 13th across all categories amongst 400 companies across the nation.

Equally, in December 2019, the company signed an agreement with Saudi Basic Industries Corporation (SABIC) to provide proper training for newly graduated students entering the workforce. Specifically, the initiative teaches them the appropriate skills to develop their capabilities and provides them with both experience and practical knowledge within a professional work environment.

The agreement represents the company’s strategic initiatives to motivate and qualify the national youth in line with the major ambitions of KSA within its Vision 2030.

FIRST CHOICE IN QUALITY

Inspired by Al Rabie’s towards KSA’s Vision 2030, and in line with the activation of international investment partnerships, the company signed a Memorandum of Understanding (MoU) with Tetra Pak – a Swedish multinational food packaging and processing company – for business development.

Ammar Altaf, Assistant Deputy Minister for the Ministry of Investment, HE Petra Menander, the Ambassador of Sweden to KSA, and Adolfo Orive, CEO of Tetra Pak, attended the signing ceremony with Baseem Sabra, CEO of Al Rabie. The aim of the partnership is to make the company’s factory more advanced with automation and digitisation operations at the regional level.

A further example of the company’s dedication towards progress and innovation is Al Rabie’s participation in the largest annual trade event in the food, beverage, and hospitality services sector, Gulfood 2023, which showcased major global brands from 125 countries across the Gulf region. At the exhibition, Al Rabie displayed some of its most distinguished products and participated in the exhibition’s sessions, activities, and strategic seminars to discuss pivotal issues for the development of the industry, whilst assuring the health and safety of its consumers.

Al Rabie is considered one of the pioneering companies that represented KSA at Gulfood 2023, coordinating with partners across the export sector to market its brand and introduce different developments to the juice industry.

Recently, the company has funded several activities to help maintain its leading position in KSA, countries in the Gulf Cooperation Council (GCC), and the Middle East. These include using technologies to produce healthier options and setting agreements with international suppliers to obtain the highest quality raw products. As part of a relentless effort to enhance its offerings, Al Rabie prides itself on launching new products and continuously developing its current ones to remain at the leading edge of trends within the sector.

AL RABIE SAUDI FOODS PARTNER

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NURTURING NUTRITION

The food industry is going through one of its most transformative periods in decades. 

Consumers are increasingly informed, health-conscious, and demanding greater transparency from brands.   

At the same time, however, businesses must navigate economic pressures, sustainability challenges, and rapidly evolving consumer expectations. 

“Romania is a particularly dynamic market. We are seeing a clear shift towards products supporting digestive health, protein intake, and functional benefits,” introduces Delia Corniciuc, Marketing and Growth Acceleration Director for Central and Eastern Europe at Danone Romania (Danone). 

Categories like kefir or high-protein yogurt, which until recently were more niche, are now becoming everyday choices for many consumers. 

“Meanwhile, across Europe, we see similar patterns, alongside a growing interest in plant-based alternatives and products that combine health with taste and convenience,” she insights. 

However, for Danone, one of the most important shifts is the move from reactive healthcare to proactive well-being.  

Now, more people are not waiting to fix issues – they are actively shaping their habits through everyday choices.  

“I find this shift particularly powerful because it places food at the centre of long-term lifestyle decisions,” Corniciuc sets out.  

LEADING THE WAY 

Today, Danone is one of the leading players in the dairy, plant-based, and baby food categories, with a strong mission to bring health through food to as many people as possible. 

At its inception, the company acquired the Miorița dairy factory in Bucharest in 1996 and produced its first yoghurt in 1999, after three years of investments in modernisation and technological upgrades.  

Today, 1.5 million yoghurts are distributed to Romanian consumers, as well as 18 other European markets. Danone processes over 65,000 tonnes of 100 percent locally sourced milk each year, collected from 22 large farms and more than 100 small household producers. 

“Danone is present on the Romanian market with a portfolio covering a wide range of everyday products that are deeply embedded in consumer routines – ranging from fresh dairy such as yoghurts and desserts to functional products that support immunity and digestive health, as well as a growing plant-based offering,” acclaims Corniciuc. 

Some of company’s well-known brands include Activia, Actimel, Danette, YoPro, and Alpro, each addressing different consumer needs and consumption moments – from health and nutrition to indulgence and on-the-go convenience.  

On top of this, Danone provides baby food and specialised nutrition brands such as Aptamil, Milupa, and Forticare. 

“In Romania, we operate as part of Danone’s Central and Eastern Europe cluster, with our main office in Bucharest and a nationwide commercial footprint, serving millions of consumers through modern retail, traditional trade, and e-commerce channels,” she adds. 

The company’s extensive client base spans key international retailers as well as strong local partners, ensuring broad accessibility across the country. 

THE PERFECT FORMULA 

Ultimately, Danone is defined by its combination of strong local roots, global expertise, and commitment to quality, nutritional expertise, and sustainability.  

“We aim to offer simple, nutritious, and accessible food choices for the whole family, whilst continuously improving our impact on health and the environment,” Corniciuc affirms. 

Furthermore, what truly differentiates Danone is its tried and tested combination of nutritional expertise, purpose, and ability to translate both into products that are relevant in everyday life. 

As one of its many unique qualities, the company is deeply rooted in science and nutrition.  

“Our products are not just about taste; they are designed to support specific needs – digestive health, immunity, or protein intake – which makes them increasingly relevant as consumers look for food that contributes to their well-being,” she continues.  

Danone also has an extremely versatile dairy and plant-based portfolio across multiple occasions, from breakfast and snacking to indulgent treats, which allows it to stay connected to consumers throughout the day.  

This positions the company as a ’repertoire brand’ that people return to across different needs. 

“In addition, purpose and sustainability are deeply embedded in how we operate. For us, sustainability is not an add-on – it is integrated into our business model, from how we source ingredients to how we design our products and packaging.  

“This builds trust with consumers, who today expect transparency and responsibility from the brands they choose,” Corniciuc acknowledges. 

What also enables Danone to remain an established and strong player is its ability to continuously evolve through innovation, strong brand building, and close connection to consumers.  

“We combine global expertise with local relevance, which allows us to stay competitive, even in very dynamic and price-driven markets like Romania. Overall, I believe our strength comes from consistently delivering on a very simple but powerful promise – making it easy for people to eat well every day,” she excites. 

DELICIOUS INNOVATION  

A key priority for Danone at present is developing innovation that responds to real consumer shifts whilst creating value for the category.  

One example is the launch of Activia Kefir, which has allowed the company to expand into the growing fermented space whilst simultaneously building on its strong credentials in digestive health.   

More consumers are rediscovering kefir and incorporating it into their daily routines, making it more accessible in a convenient format.  

Danone is also accelerating its plant-based agenda with innovations such as Alpro Matcha, responding to a growing demand for natural, functional, and trendy plant-based options.  

“By combining the benefits of plant-based nutrition with ingredients like matcha, we are bringing something new and differentiated to the category, targeting consumers who are looking for both health and experience,” states Corniciuc. 

Parallel to this is heavy investment in Danone Greek, one of the most dynamic segments in the market.  

Here, the brand’s focus is on expanding the range and building stronger consumer relevance in a category where shoppers are increasingly trading up for taste, thicker textures, higher protein content, and a more satisfying experience, particularly for breakfast or snacking. 

“Across all these initiatives, there is a common thread – we are leveraging our nutritional expertise and strong brands to innovate in areas where we see long-term growth potential, whether it’s functional health, plant-based, or benefit-led dairy,” she explains. 

At the same time, Danone ensures these innovations remain accessible and relevant for everyday consumption, which is key in a market like Romania. 

PROUD HERITAGE 

Danone has created a strong and meaningful heritage in the food industry, built on a simple but powerful belief – that nutrition can play a fundamental role in improving people’s health. 

Since its inception, the company has been deeply rooted in science and understanding the link between food and well-being.  

This long-standing commitment is reflected in its continuous focus on improving nutritional quality and developing products with proven health benefits, supported by research and innovation. 

At the same time, Danone has always been a mission-led company.  

“The idea of bringing health through food to as many people as possible has guided our decisions for decades – not only in terms of what we produce but also how we operate and the impact we want to have on society,” Corniciuc elaborates. 

In Romania, this heritage translates into a strong connection with consumers through trusted brands that have been part of everyday life for generations, whilst continuously evolving to meet new expectations around health, taste, and convenience. 

Looking ahead, the legacy Danone wants to build is about remaining relevant and responsible in a rapidly changing world. 

This means continuing to lead in areas like gut health, functional nutrition, and plant-based products, whilst also making sure healthier choices are accessible to as many people as possible.  

“It also means going further in sustainability and ensuring the way we produce food has a positive impact on both people and the planet,” she clarifies.  

ONE PLANET, ONE HEALTH 

The company believes its role goes beyond products – it aims to help people build healthier habits in a way that feels simple and accessible.  

“This is embedded in our vision of ‘One Planet, One Health’, which reflects the connection between personal well-being and the broader environment we live in,” Corniciuc prides.  

“What really matters to us is making this philosophy tangible in people’s daily lives through what we offer, how we communicate, and how we engage with communities.”  

When Danone succeeds in this regard, the company not only grows its business but also contributes in a meaningful way to society. 

“At Danone, we believe the future belongs to brands that can successfully combine scientific credibility with genuine human connection,” she concludes optimistically. 

The post Danone Romania : Nurturing Nutrition appeared first on Food & Beverage Outlook.

FROM FARM TO FUTURE DAIRY DOMINANCE

From the Neolithic era to modern times, farming has been the foundation of societies. As agricultural practices evolved, the dairy sector in particular has seen significant strides in efficiency and productivity through automation.  

Today, there is a strong focus on organic and sustainable methods that aim to reduce carbon footprints, enhance animal welfare, and improve resource use.  

Additionally, technological innovations such as precision agriculture are now being implemented to boost productivity and sustainability further. DN AGRAR exemplifies this evolution by combining modern techniques with a commitment to sustainability.

In 2008, current CEO Peter de Boer’s father founded the company with the aspiration to become the largest milk producer in the EU, including the UK. Remarkably, this goal was achieved five years ago.  

“Initially, the company was established with the support of Dutch investors, starting with just a few hectares (ha) and the creation of the APOLD Farm. Over time, additional farms were added with different investors and facilities,” opens de Boer.  

“Moreover, in 2022, the business went public on the AeRO market of the Bucharest Stock Exchange (BVB), achieving a valuation of over €18 million. Since then, the share price has grown approximately 400 percent, resulting in a current market capitalisation of around €115 million,” he adds. 

Since DN AGRAR’s listing, it has achieved fivefold growth in earnings before interest, taxes, depreciation, and amortisation (EBITDA), and it aims to double this by 2030 compared to 2025.  

As one of Romania’s fastest-growing companies, DN AGRAR has one of the largest shareholder bases in the market, both individual and institutional. Next year, it plans to upgrade to the BVB’s main market to attract larger institutional investors and further support the development plans of the company using capital market instruments.  

“At present, we are trading at a price-to-earnings ratio of seven, indicating that our company is undervalued relative to the market average of 15. This situation presents a strong opportunity for new investors,” de Boer outlines.  

Notably, the family maintains majority ownership, holding 66 percent of the shares, whilst the remaining 34 percent is distributed amongst approximately 5,500 investors, including large asset managers and other institutional investors across all of Europe. 

Recently, the company was shortlisted for the Investor Relations (IR) Impact Awards in London and was ranked number one in Europe in the small cap category for its annual report for 2025, becoming the first Eastern European emerging-market company to achieve this distinction amongst global competitors such as Unilever and Heineken.  

Building on this recognition, DN AGRAR was also shortlisted for Best Investor Day at the same gala, further highlighting the company’s commitment to exceptional communication and strong engagement with its investor community.  

UNIFIED AND FUTURE-PROOFED

Currently, DN AGRAR operates over 10,000 ha and has nearly 20,000 animals.  

“A key strength of our business model is full integration, combining milk production, crop cultivation, composting, renewable energy and, increasingly, food processing. Furthermore, our farms are strategically located within an hour of each other, which enhances our logistics efficiency in transporting our own milk,” clarifies de Boer.  

“Last year, we produced 70 million litres (L) of milk. Following my transition to CEO, we have set ambitious goals. Importantly, our 2025-2030 strategy targets net zero milk production, with significant investments aimed at making us one of Europe’s most sustainable food producers.”  

The group consists of 10 companies, including five farms and two compost production facilities, with plans to expand its composting capacity to five facilities by 2030. Animals are raised on-site rather than purchased from the market to ensure quality control.  

In addition, the company uses sexed semen to focus on breeding female cows.  

“Our operations heavily rely on technology; for instance, all cows are fitted with chips that use artificial intelligence (AI) to predict illnesses with five days’ notice and have 80 percent accuracy, allowing for timely pre-treatment.  

“This technology gathers data on each cow’s behaviour, such as walking, eating, and sleeping patterns. We also have farm hospitals staffed 24/7 with veterinary personnel to monitor animal welfare closely,” de Boer insights.  

REVOLUTIONISING DAIRY

To secure feedstock for its dairy operations, especially amidst climate change and market fluctuations, DN AGRAR has partnered with Logiqs, a company that develops greenhouse systems globally, to create Europe’s first large-scale wheatgrass production facility at its CUT Farm, which currently houses 2,200 dairy cows.

This €3 million facility aims to produce 40 tonnes (t) of wheatgrass per day, with constant protein and sugar levels, thereby providing 30 percent of the farm’s feedstock, subsequently increasing a secure food supply.

“As wheatgrass requires 90 percent less water and does not need herbicides or pesticides, this nutritious fresh feed has the potential to replace around 500 ha of conventional crops and the import of rapeseed, and increase milk supply whilst consuming less food,” de Boer explains.

“There have been success stories and challenges with this technology, especially in the US and China; that’s why we built a test facility in the Netherlands. Through trial and error, we have reduced capital expenditure (CAPEX) significantly, from nearly €19 million to approximately €3 million.”

Impressively, wheatgrass can thrive for the first four days without light or fertiliser, maximising food quality. There is also no need for machinery or manual labour; it’s fully automated from seeding to harvesting.

DN AGRAR plans to test the facility at 40 t for one year before scaling up to 200 t, with an additional €20 million investment by 2030.

“We also aim to sell this technology not only to the dairy sector but to the poultry and pork industries all over the world. We expect to produce the first feedstock by early Q4 2026,” he mentions.

“In a nutshell, we are building a fully integrated circular agriculture business by generating value from every stage of the production chain, from raw milk to processed dairy products, organic fertiliser, and involvement in producing biomethane, whilst targeting approximately 15 to 20 percent of Romania’s raw cow milk production by 2030.”

INNOVATING SUSTAINABLY

All DN AGRAR’s farms are committed to sustainability, using solar panels to meet 50 percent of their energy needs, amongst other initiatives.  

“Currently, we produce 14,000 t of organic fertiliser annually; however, we have plans to expand this to 28,000 t with two additional units starting from next year,” de Boer reveals. 

Moreover, the company’s operations employ no-till technology, meaning no ploughing of the land across all its ha, reducing land disturbance and yielding nearly €1 million in crop production savings last year.  

This sustainable method integrates preparation, seeding, and fertilisation, cutting fuel costs and enhancing soil water conservation, both of which are crucial in the face of climate change. “We primarily use our own fertilisers to reduce chemical usage.  

Currently, we’re focused on two main business lines. In the dairy sector, we’ve increased our production to 80 million L this year through organic growth.  

“With new financing from ING, we aim to reach 150 to 200 million L by 2030, addressing Romania’s milk and dairy deficit and relying less on imports,” emphasises de Boer.  

The company is also developing a food cluster to boost local production of fruits and vegetables, as the nation currently imports 80 to 90 percent of these products. 

A market study is underway to identify the best vegetable mix for Bucharest’s metropolitan area, which has nearly seven million residents. DN AGRAR aims to supply 40 to 50 percent of the most-consumed vegetables year-round. 

This initiative will provide shared services such as packaging, storage, and marketing, similar to those in its dairy operations.  

“Besides land acquisition, we’ll explore energy sources like geothermal, solar, and biomethane, boosting greenhouse growth with carbon dioxide (CO₂) from our biomethane plant.” 

DN AGRAR is advancing its strategic growth with plans to finalise its first merger and acquisition (M&A) transaction this summer: the acquisition of a 1 ha hydroponic lettuce greenhouse facility, which has an estimated annual yield of 1.7 to 2 million crops and offers the potential to double capacity within one year.  

The company currently holds established contracts with the country’s largest retailers, presenting strong export potential into Hungary, Serbia, and Bulgaria, alongside the Romanian market. 

Looking ahead, construction for the additional crop facilities – focused on a product mix of four to six core varieties including tomatoes, cucumbers, peppers, and paprika – will commence in 2027, with production slated for 2028.  

Furthermore, DN AGRAR aims to build 10 ha of modern greenhouses annually in strategic partnerships with leading European growers. 

“They are currently imported; therefore, we want to focus on quality. Greenhouse construction starts next year, and this requires an estimated investment between €2 to €3.5 million per ha, depending on the type of crop,” de Boer sets out. 

DN AGRAR has invested over €150 million in Romania and plans to double that figure by 2030. 

“In European dairy farming, larger farms are the future due to their focus on sustainability and animal welfare as demand for cheese and high-protein foods rises. Producers are challenged to adapt to climate change whilst managing resources effectively, highlighting the importance of shared services and sustainable practices,” de Boer observes.  

ENVIRONMENTAL CONSIDERATIONS

By introducing innovative production facilities, such as those utilising wheatgrass, DN AGRAR contributes to enhanced food quality whilst also reducing water extraction from the environment.  

Research indicates that this approach could reduce cows’ CO₂ emissions, further underscoring the environmental benefits of these methods. 

Moreover, animal welfare is prioritised by ensuring calves receive ample veterinary attention and are allowed to spend their early years in natural settings to promote their health.  

“Efforts are made to keep the cows’ diets stable and predictable by providing a year-round mix of fresh feed, which is fundamental to their well-being and milk production,” de Boer informs. 

From an environmental, social, and governance (ESG) perspective, the company emphasises sustainability not only in environmental terms but also in its impact on local communities.  

As the largest producer and a major employer in the region, DN AGRAR provides stable job opportunities, significantly improving the livelihoods of many villagers.  

Its commitment to sustainability and social responsibility illustrates a comprehensive approach that balances economic growth with community welfare. 

“We have made significant contributions to the Maria Beatrice Hospital, the only facility in the region serving children and infants with disabilities, totalling nearly €1.5 million. This commitment positions us as the hospital’s second-largest contributor after Mercedes-Benz, helping ensure that disabled children receive a strong start in life despite their challenges. 

“Additionally, we support local communities by sponsoring playgrounds and similar initiatives, reinforcing our commitment to social welfare,” he prides. 

CULTIVATING GROWTH

DN AGRAR is currently implementing a five-year strategic plan, which includes key milestones for 2026 and 2027, with the expectation of significant financial growth beginning in 2028.  

Last year, the company reported a profit of €13 million, turnover of nearly €43 million, and EBITDA of €21 million under International Financial Reporting Standards (IFRS). 

“We secured around €20 million in financing for various projects, including a €10 million dairy farm – CUT 2 – supported by ING. Additionally, our wheatgrass facility and milk processing plant are set to become operational this year,” de Boer reports. 

“By the end of 2027, we aim to implement about 80 percent of our 2025 – 2030 Strategy, focusing on developing our food cluster and transitioning into a sustainable industrial enterprise. To support this, changes to our hiring strategy will focus on data and optimisation roles, enabling us to innovate and double our milk output in the coming years.” 

Looking further ahead, by 2030, DN AGRAR expects 35 percent of its EBITDA to come from manure treatment.  

This value creation will be driven by a fully integrated circular model: utilising manure to produce biomethane, processing the resulting digestate into high-value organic compost at its own facilities for markets like wineries, and using manure to fertilise the 10,000 ha of land and monetising these sustainable practices through voluntary carbon credits.  

The company is also planning to expand into fruit and vegetable production, strengthen its position in the EU, and increase the number of animals by close to 30,000.  

Romania has all the ingredients to become one of Europe’s leading agri-food producers, and DN AGRAR’s development proves that. 

With long-term investment, modern technology, and a strong focus on operational excellence, Romania can build internationally competitive agribusinesses whilst making an increasingly important contribution to Europe’s food security. 

“Construction of our sixth farm, which will house 5,000 dairy cows, is set to begin in September, and will be operational by 2028 and produce 150,000 L of milk, adding 55 million L annually in addition to the other farms. By 2030, we aspire to produce 80 to 90 million L for local sale, and the same amount out for exports mainly to Greece and Northern Italy. 

“At the Straja Farm, we developed a processing plant producing skimmed milk and cream to diversify DN AGRAR’s client base, selling to ice cream factories, bakeries, and food processors such as Nestlé. Furthermore, being able to extract water from milk will reduce transportation costs,” de Boer tells us.  

Starting from 2030, to optimise distribution, DN AGRAR will implement a dual strategy: in-house processing 90 million L into skimmed milk and cream, for export to European markets like Italy and Greece, whilst directing the remaining 90 million L of raw milk to local processing partners. 

“Finally, last year, we achieved a profit margin of 29 percent and an EBITDA margin of 49 percent under IFRS. We are actively transforming, not only from being a food producer but also entering into solar energy and biomethane production to enhance our business model diversification further,” de Boer emphatically concludes. 

The post DN AGRAR : From Farm to Future Dairy Dominance appeared first on Food & Beverage Outlook.

CHICKEN TO IMPRESS

As consumer demand for convenient, high-quality protein continues to evolve in North America, food manufacturers and operators are under increasing pressure to deliver products that balance taste, consistency, sustainability, and value.  

Meeting these expectations requires a reliable supply partner with the relevant expertise, scale, and innovation to help customers stay ahead of changing market demands.  

For more than 100 years, Brakebush has built its reputation on doing just that.  

Reimagining what it means to be family-owned since its founding in 1925 by brothers Bill and Otto Brakebush, the company has grown from a single Chevrolet delivery truck service in Wisconsin (WI) to one of North America’s leading producers of value-added chicken products.  

Today, Brakebush serves restaurants, fast-food franchises, distributors, retailers, and industrial customers from its multiple production facilities across the US, employing more than 2,500 people while remaining committed to the values that have shaped its first 100 years in business. 

Dedicated to producing high-quality chicken products through responsible sourcing, state-of-the-art manufacturing, and exceptional customer service, the company has established itself as a trusted long-term partner to customers seeking innovative poultry solutions.  

As it celebrates its recent centennial, Brakebush continues to build on its legacy by investing in the people, technologies, and sustainable practices that have positioned the business for continued success.   

LEADING THE FLOCK 

From its fully cooked, ready-to-eat products to raw, marinated, grilled, roasted, breaded, and specialty chicken offerings, Brakebush provides an extensive portfolio designed to meet the evolving needs of the modern food industry.  

The company’s diverse product range enables it to respond quickly to changing consumer preferences while maintaining the quality and consistency its customers have come to expect.  

Whether supplying quick-service restaurants, causal dining chains, healthcare providers, education facilities, convenience stores, or industrial manufacturers, Brakebush develops products that simplify kitchen operations without compromising on flavor or performance.  

Product innovation remains central to this approach, with the company continuously developing new formats and recipes that reflect emerging menu trends, changing dietary preferences, and the growing operational efficiencies demanded by today’s commercial kitchens.  

From premium grilled fillets and crispy breaded offerings to products tailored to meet specialty dietary requirements, Brakebush focuses on delivering solutions that create value throughout the supply chain.  

Supporting this diverse portfolio is a sophisticated manufacturing network featuring cutting-edge processing technologies, rigorous quality assurance programs, and advanced food safety systems.  

Automated production equipment, precise portioning capabilities, advanced inspection technologies, and comprehensive laboratory testing help ensure every product consistently meets the highest standards of quality and safety.  

Combined with Brakebush’s nationwide distribution network and strategic sourcing capabilities, these investments have allowed the company to deliver dependable service while maintaining the flexibility required to support its customers across the region. 

BUILT ON TRUST 

Brakebush celebrated its 100th anniversary in 2025, which represents far more than longevity – it reflects a business that has remained true to its founding principles while continually adapting to meet the challenging needs of today’s food industry.  

As a fourth-generation, family-owned company, Brakebush continues to place significant emphasis on the values of faith, unity, empathy, legacy, and success – principals that influence every aspect of the organization, from employee development and customer relationships to supplier partnerships and long-term strategic decision-making.  

This culture has helped the company establish long-standing relationships across the poultry supply chain built on collaboration, transparency, and mutual trust.  

It also saw Brakebush named on Deloitte’s Wisconsin 75 list for 2025, which recognizes the 75 largest privately held companies headquartered in WI and celebrates their significant socioeconomic contributions.  

Rather than focusing solely on individual transactions, Brakebush seeks to become a long-term partner by understanding customers’ operational challenges and delivering tailored solutions that support their continued growth.  

Equally important is the company’s commitment to responsible animal welfare, sourcing chickens from suppliers that follow stringent animal care standards and industry-recognized welfare guidelines, supported by regular third-party audits and continuous monitoring throughout the production process.  

For example, all Brakebush facilities are Global Food Safety Initiative (GFSI) Safe Quality Food (SQF)-certified with the highest rating of excellence, while its microbiology food testing laboratory in Westfield, WI has attained ISO 17025:2017 accreditation. 

In addition, multiple technologies – including X-ray bone detection equipment – ensure its products are among the safest in the industry, resulting in finished products and raw materials that are traceable from supplier to customer. 

This responsible approach not only reflects the company’s values but also contributes directly to product quality. By prioritizing healthy birds, consistent farming practices, and responsible stewardship throughout the supply chain, Brakebush maintains the consistent quality, safety, and reliability its customers have come to expect.   

RESPONSIBLY PRODUCED 

Alongside product quality and customer service, sustainability has become an increasingly important focus in Brakebush’s long-term strategy.  

Recognizing that responsible business practices benefit employees, customers, communities, and the environment alike, the company continues to invest in initiatives that reduce its environmental footprint while strengthening social impact.  

Across its manufacturing operations, Brakebush works to improve energy efficiency, reduce water consumption, minimize waste, and increase recycling efforts.  

Continuous investment in modern processing equipment enables greater operational efficiency while supporting responsible resource management throughout production.  

Food safety remains another cornerstone of the company’s sustainability journey, with comprehensive quality management systems, microbiological testing, product traceability, and continuous process monitoring ensuring Brakebush consistently delivers safe, reliable products to customers nationwide. 

Beyond its facilities, the company remains actively engaged within the communities where it operates. Through charitable giving, employee volunteering, food donations, scholarship initiatives, and partnerships with local organizations, Brakebush supports programs that strengthen education, address food insecurity, and improve community well-being. 

By combining environmental stewardship with community engagement and responsible governance, Brakebush continues to demonstrate that long-term business success and corporate responsibility go hand in hand. 

THE NEXT 100 YEARS 

Having successfully navigated over a century of industry change, Brakebush remains focused on preparing for the opportunities ahead.  

As consumer expectations evolve, the company is investing in product innovation, advanced manufacturing technologies, supply chain resilience, and consumer collaborations to remain at the forefront of the poultry industry. 

At the same time, Brakebush remains committed to preserving the family values that have underpinned its success since 1925.  

By balancing innovation with tradition, it continues to build lasting partnerships while providing high-quality poultry solutions that help customers succeed in an increasingly competitive marketplace.  

Celebrating over 100 years of service represents both a significant milestone and the beginning of the company’s next chapter.  

Guided by its enduring values and supported by continued investment in its people, products, and operations, Brakebush is ideally positioned to continue serving North America’s food industry for generations to come.

The post Brakebush : Chicken to Impress appeared first on Food & Beverage Outlook.

PHILADELPHIA’S FAVORITE LOCAL SPORTS BAR

Sports bars serve as essential community anchors – they transform isolated digital media consumption into a collective, shared ritual, fostering social inclusion and local economic support.

As pillars of any local community, these sacred and vital spaces allow fans to share the triumphs of a win and the misery of a loss together, building social cohesion in an electric and friendly atmosphere – paired with great food and drink.

Part of this great tradition, Chickie’s and Pete’s is a sports bar and restaurant chain privately owned and headquartered in Philadelphia, Pennsylvania.

Spanning almost 50 years, Chickie’s and Pete’s has grown to become a national powerhouse, synonymous with one-of-a-kind menu items and an unmatched game day experience for sports and food fans alike.

What started out as a single corner bar has transformed into one of the most recognizable brands in the entire food and beverage industry, receiving countless awards from both local and national media, including TV, radio, magazines, and more.

Indeed, in 2011, TV broadcaster ESPN crowned Chickie’s and Pete’s the number one sports bar in North America.

THE ORIGINAL CHICKIE’S AND PETE’S

The brand’s story started in 1977 when Pete and Henrietta Ciarrocchi purchased the Robbins Avenue taproom in the Mayfair neighborhood of Northeast Philadelphia.

Pete set about making a few personal changes, adding stools to the standing-only bar, lifting the ‘men only’ rule, and naming it after himself and his wife, whom everyone called Chickie.

Over the next few years, Pete worked on perfecting the brand’s trademark crabfries, experimenting with leftover crab seasoning until he created the perfect blend.

When Pete passed away in 1987, it was Chickie who encouraged Pete’s son, Pete Jr., to run with his own business ideas, launch his spin on crab-seasoned seasoned fries, and whatever else he wanted to try for the business.

Vowing to make sure his parents’ legacy would live on, he then became the face of Chickie’s and Pete’s with the help of his brother, Tom.

Utilizing a strong sense of community, a natural knack for hospitality, and a menu that resonated with the city, Pete Jr. tapped into what Philadelphia loves most – good food, passionate sports, and community.

Furthermore, the company’s mantra is that it’s more fun to eat at a bar than drink at a restaurant.

Today, Chickie’s and Pete’s has expanded beyond its Philadelphia roots to include numerous locations across the country, primarily operating as large-scale sports bars, boardwalk stands, and stadium concessions.

A CULTURE OF SPORT

Philadelphia’s sports culture is defined by unparalleled passion, blue-collar grit, and deep, communal devotion to its teams across all major leagues and disciplines.

The city is notorious for its high-energy, high-intensity, ride-or-die mentality, where fandom is an extension of its people’s civic pride.

As a regional hub that hosts teams in all five major North American sports, residents view games not as casual entertainment, but as a core collective identity and way of life.

The history and prestige of Philadelphia’s teams are exceeded only by the passion and fervor of their ardent fans. This bond can best be summed up in the words of former Philadelphia Flyers ice hockey coach Fred Shero – “Win today and we walk together forever”.

Fans congregate at the South Philadelphia Sports Complex, where the state’s four top major football, baseball, basketball, and ice hockey teams all play. Citizens Bank Park – a core part of the complex – is widely considered one of the most beautiful venues in baseball, while the intimidating Lincoln Financial Field stadium has sold out every game for the last 25 years.

As such, the city’s passionate fanbase makes Philadelphia the perfect location for a franchise of sports bars, as any supporters not lucky enough to be spectating live in person must find a place to watch the action.

Chickie’s and Pete’s offers a comprehensive social experience for these avid fans who can watch, eat, and drink in the ideal setting.

Such is the connection between the brand and the city’s sports teams, Chickie’s and Pete’s is now affectionately known as the official sports bar of the Philadelphia Eagles NFL team.

WORLD CUP IMPACT

After years of meticulous planning and anticipation, Philadelphia recently hosted over 400,000 fans during several electrifying 2026 FIFA World Cup matches.

Over the space of three weeks, the South Philadelphia Sports Complex hosted six games, drawing supporters from myriad countries, including five consecutive sell-out crowds at the Lincoln Financial Field stadium.

From the packed stands to joyous celebrations across the city, Philadelphia truly embraced the iconic tournament and has reaped the rewards in terms of tourism and financial upswing through hospitality and other sectors of its economy.

Capitalizing on this monumental opportunity, Chickie’s and Pete’s turned its focus to the 2026 FIFA World Cup during this time, covering the local fixtures as well as other games across the tournament in its various locations.

This represented a chance to introduce the brand to the vast traveling fanbases arriving in the city, spreading awareness of its tasty offering and unrivaled sports bar atmosphere.

Ultimately, Chickie’s and Pete’s continues to expand into exciting new spaces, creating a legacy that remains true to the foundational concept behind its humble beginnings.

CHICKIE’S AND PETE’S PARTNERS

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AFRICA’S PET CARE PIONEERS

“The international pet food industry is one of the most exciting growth categories in consumer goods right now, and South Africa (SA) is very much part of that story. In fact, we are living proof that emerging markets can lead, not simply follow.”

This confidence, as voiced by Johan van Jaarsveld, Managing Director at Montego Pet Nutrition (Montego), reflects the growing prominence of premium pet nutrition in recent years, as pets steadily become more integrated into family settings.

Across North America, Europe, Africa, and Asia, the humanisation of pets is reshaping the home, with owners demanding premium nutrition, ingredient transparency, and purpose-driven brands. Specifically, in SA, urbanisation and a fundamental shift in how people view their furry companions as family members are accelerating this transformation.

“What makes our market particularly compelling is the dynamic between global players and established local manufacturers, which drives innovation and lifts quality standards across the board. Local producers are uniquely positioned to combine global best practices with deep regional insight, building products that resonate both at home and across continents,” expands Van Jaarsveld.

Montego, a proudly South African, family-founded business, sits right at the centre of this emerging market, dedicated to establishing Africa as an important player in the global pet industry.

Founded in 2000 by Hannes van Jaarsveld, Montego’s passion for pets has driven the company’s commitment to premium pet nutrition. What began as a small, family business producing dry dog food has grown into a leading pet care brand producing more than 350 nutritional and complementary products across economy, premium, and super-premium categories.

With over 800 employees across 10 facilities and a production capacity approaching 100,000 tonnes (t) annually, the company’s portfolio spans nine brands: Monty & Me, WUMA!, Karoo, Karoo Wild, Classic, Bags O’ Wags, Packs O’ Purrs, XenPet, and licensed brand PAW Patrol.

“We export to over 35 countries and distribute across North America, Europe, the Middle East, and Africa. Ranked 62nd amongst the world’s top pet food companies by Petfood Industry, our growth trajectory is one we are incredibly proud of,” Van Jaarsveld states.

FROM THE HEART OF AFRICA

Having grown up in the business, Van Jaarsveld notes that his positive outlook has been shaped by his involvement in a forward-looking family business. As he witnessed firsthand his father’s discipline, ambition, and belief that anything is possible with hard work, Van Jaarsveld’s growth to Managing Director was a natural progression.

“I have always believed that Montego’s success exists to support others. Together with my brothers, we have the privilege to run this company for the betterment of all,” he prides.

“What truly energises me is taking Africa’s story to the world. I approach every product development session like a schoolchild looking forward to art class; there is enormous freedom to challenge ideas, and that freedom keeps bearing fruit.”

This daily enthusiasm is just one of the traits that differentiates Montego. What also continues to set the company apart is its identity: a proud African business with a passion for pets and an unshakeable belief that Africa can produce the world’s finest pet nutrition. Montego’s purpose, ‘To Better Our Own, Our Society, and Our Industry Every Day’, is not just a positioning statement; it’s how every decision is made.

The company combines world-class nutritional standards with a deep understanding of the markets it serves, allowing it to develop products that are relevant, accessible, and tailored to the realities of pet owners.

“We are also, at our core, innovators. Our novel African proteins and agile formulation capability have earned us a reputation that opens doors. People want to partner with Montego, not just because our products are exceptional, but because they trust who we are,” Van Jaarsveld explains.

Equally, the company’s commitment to superior quality and food safety cements its position as an industry leader. For Montego, these are non-negotiable traits.

Its production facilities are Food Safety System Certification (FSSC) 22000-accredited, and every product is formulated using A-grade ingredients underpinned by rigorous science.

Ingredient decisions are deliberate. For instance, the company distinguishes between South African and UK-sourced poultry for its dry food and treat ranges, respectively, ensuring each format meets its specific quality requirements.

“Knowing where every ingredient comes from, how it was sourced, and how it was processed is not just good practice – it is a promise to every pet owner who chooses Montego,” asserts Van Jaarsveld.

BEING BETTER EVERY DAY

Recently, Montego reached two defining milestones. The first being Karoo Wild, a product born from the vast landscape of the South African Karoo and created with free-roaming African antelope, which is ethically sourced from game ranches in a way that balances ecological stability and preserves biodiversity whilst creating a sustainable income stream for regional suppliers.

The second milestone is the company’s pioneering work to unlock the Gulf Cooperation Council (GCC) market.

“This was a complex regulatory undertaking that made South African pet food accessible to the GCC for the first time – a trade route opened, not merely a market entered. The region represents a high-growth, premium-oriented opportunity, and our early entry positions Montego exceptionally well for the next chapter of international growth,” notes Van Jaarsveld.

Additionally, the company has expanded into the US and EU markets with its dog treats, validating years of investment in world-class manufacturing and product innovation.

In 2024, Montego entered the US market with its Karoo Wild dog treat range, listing on the world’s largest online pet retailer, Chewy.com, in April 2025. The company’s European footprint was established through the Netherlands, where Karoo Wild has resonated strongly with health-conscious pet owners, and is now stocked in over 500 stores across the continent.

“The success of these launches reflects both the quality of our products and the growing global appetite for premium, purpose-driven pet treats. This is not a new chapter; it is the culmination of two decades of global ambition,” highlights Van Jaarsveld.

Alongside these milestones exist other exciting developments for Montego. Specifically, in partnership with leading South African specialist pet retailer Petshop Science, the company recently earned the Guinness World Records™ title for the largest donation of pet food in 24 hours, with 67,200 kilograms (kg) of Monty & Me dog food donated to eight worthy animal welfare organisations at Bloem Skou in Bloemfontein in May.

With SA’s shelters receiving minimal government support, this initiative is only one of Montego’s responses to the growing challenges of pet food supply.

“We also secured the rights to produce and distribute PAW Patrol-branded treats across Africa, Europe, and the GCC, a significant licensing feat that opens our products to an entirely new audience,” Van Jaarsveld adds.

FORGING A SUSTAINABLE FUTURE

For Montego, giving back is as natural as the Karoo landscape it calls home. Montego Cares, its registered non-profit programme, is focused on people and the environment via community feeding schemes, vegetable gardens, gender-based violence support, education, and youth development.

One special project the company is working on is the waste-to-worth initiative that keeps plastic out of landfill, with over 4.6 t collected in 2025.

Additionally, Montego made a ZAR22 million solar investment in 2019, which now covers 95 percent of its office roof in Robert Sobukwe and cuts nearly 3,000 t of carbon dioxide. Since the company is based in an arid region, it draws water from boreholes, running it through reverse osmosis and effectively producing dog food with mineral water.

“For animal welfare, we donate over 28 t of dog food and 1.7 t of cat food to rescue organisations annually. Through the Montego Power Store, members of the public can purchase food for shelters at a subsidised rate. In the past year, this amounted to 55 t of dog food and almost five t of cat food,” says Van Jaarsveld.

Finally, 80 percent of the company’s packaging is recyclable, with its Bags O’ Wags tubs having earned a silver medal at the 2024 Gold Pack Awards, making Montego eligible for the global WorldStar Awards.

As the company continues to look ahead, its focus is on building momentum whilst staying true to its foundations. Locally, the priority is to keep strengthening its position in the country, deepening relationships and ensuring the consistent delivery of high-quality, accessible nutrition.

“In Europe, Karoo Wild is gaining strong traction. In the GCC, we are building on the regulatory groundwork already in place to establish a sustainable presence in one of the world’s fastest-growing premium pet care markets,” concludes Van Jaarsveld.

“Underpinning all of it is the same entrepreneurial spirit that built this company from 11 people in a small town. The next chapter for Montego is ambitious, but the foundations have never been stronger.”

MONTEGO PET NUTRITION PARTNER

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FRESHLY BAKED AND READY TO GO

The UK baked goods sector has continued to expand over the last five years as consumers increasingly desire convenient but tasty pastries and pies with a distinct, handmade quality.

“Convenience and on-the-go have always been key factors when it comes to baked goods, but I believe the resurgence of home baking during the COVID-19 pandemic – plus the perennial appeal of the ‘Great British Bake Off’ – has ignited a demand for high-quality products that are more closely aligned with the consumer perception of what a ‘home’ or ‘handmade’ product should deliver,” insights John Ruddock, CEO of Cooplands Bakery (Cooplands).

Indeed, customers are increasingly hungry for more artisan, hand-crafted products, whether from a frequently purchased item like bread or more of a sweet treat.

“We are working hard to strike a balance in meeting this need across the core values of quality, value, and convenience, whilst still continuing to innovate,” he adds.

“Our focus on including regional specialities in different geographical areas of our business is a fantastic example of this,” he expands.

Today, the business serves 154 shops across the Northeast of the UK, including Yorkshire and Lincolnshire.

Supported by approximately 1,500 team members, Cooplands can be found in a variety of locations including high streets, retail parks, travel hubs, and local community shops – it even has a shop in the University of Leeds campus.

As a fully vertically integrated business, Cooplands serves all its shops from two bakeries based in Scarborough and Durham, managing its own supply network to ensure daily deliveries meet customer demand and minimise waste in the process.

HERITAGE BAKED IN

Cooplands is a bakery business with real heritage.

Established in 1885 by Frederick and Alice Coopland, the company began as a humble pork butcher and pie shop on Scarborough’s Market Street.

Over the years, Cooplands has evolved into a modern bakery business with an extensive range of delicious goods, including classic bakery offerings such as bread and a wide range of sweet and savoury items like pastries, cookies, and cream cakes.

It also has breakfast and lunch offers, including sandwiches and salads, personalised cakes, and sandwich platters for local events and celebrations.

Cooplands remains true to its roots by retaining a focus on hand-crafted ranges, particularly across sweet pastries and savoury elements. For instance, the bakery is distinguished by the fact it makes its own sausages and sausage-meat for use in its breakfasts and sausage rolls.

However, Cooplands also recognises the need to strike a balance between staying true to its heritage of traditional baking skills and quality goods whilst meeting customer demand for new and innovative products – especially trends driven by social media.

“We have a brilliant product development team led by Emily Anderson, who dig deep into future trends and then work out how to incorporate elements of those trends into products our customers already know and love,” Ruddock smiles.

Once Cooplands has developed a product it is proud of, the company works cross-functionally to ensure it can be produced at scale without compromising on quality, as well as guaranteeing goods and packaging are suitable for transportation.

“Our Victoria sponge muffin, which we introduced in February, is a great example of a twist on a classic – a traditional bakery item evolved to suit modern life,” Ruddock adds.

A RECIPE FOR GROWTH

Cooplands has evolved in recent decades through a combination of organic growth and acquisition, like the purchase of Skeltons Bakery in 2007 – a Hull-based bakery with 37 shopfronts.

Although the business has gone through some ownership changes during its 140 years of trading, Cooplands returned to local ownership in October 2025, reaffirming its commitment to those it serves delicious goods to every day.

“The business is now run by a Board of Directors who know and love the business, including myself – I started at Cooplands in 2001, when I was 17. I’m also delighted that we have Paul Coopland on the board as a non-executive, as he was responsible for so much of the company’s growth and success between 1984 and 2022,” Ruddock celebrates.

Coopland’s long-standing supplier relationships have additionally played a vital role in the company’s history and continue to be key to its ongoing success.

The recent shift in ownership has also brought forward a focus on serving local communities, demonstrated by stocking ranges and products that resonate with local customers.

“The recent change to localised ownership has helped provide a renewed focus on our commitment to providing bespoke ranges that support local specialities. For example, reintroducing Maids of Honour – sweet puff pastry tartlets – to our Hull and Northeast shops has proven to be extremely popular with these customers.

“We can also tailor our ranges to the local demographic, like introducing iced coffee-based beverages to shops which are local to a younger and more affluent audience,” he insights.

MORE THAN A BAKERY

As the food and beverage industry continues to better its environmental impact, Cooplands works hard to minimise waste – particularly as it fosters a growing presence in food manufacturing.

A noteworthy example is the company’s partnership in the nationwide ‘Too Good to Go’ anti-food-waste scheme, ensuring excess food stock is distributed effectively within the local community for a reduced price.

Cooplands also recently took part in a clean-up on Scarborough Beach, collecting over 17 kilogrammes of rubbish.

“The team thoroughly enjoyed taking part. These sorts of activities that deliver good in our communities will always have a role to play in Cooplands’ ongoing success.”

Elsewhere, the company has announced a new charity partnership with Candlelighters – a Yorkshire-based charity that supports children with cancer.

“All our shops will be fundraising for Candlelighters and we are looking forwards to helping make a difference to this worthwhile cause.”

SERVING THE HEARTLAND COMMUNITIES

Continuing to offer freshly baked goods to hundreds of loyal customers every day, Cooplands’ focus will remain on the heartland regions of the Northeast, Yorkshire, and Lincolnshire, identifying new opportunities and communities where the shop can resonate.

Case in point, the business opened its first store in Armthorpe, Doncaster, this month.

“There’s some work to be done on standardising our shop-front fascias and Armthorpe will be the first to feature our new livery, which we hope will appeal to customers old and new,” Ruddock adds.

On top of this, the new Board of Directors’ primary focus over the next year will be to ensure that it supports Cooplands’ continued success as a bakery that plays a key role in its heartland communities.

“We will be particularly focusing on quality, heritage, and the localised products that make Cooplands a destination bakery,” Ruddock concludes.

“Applying a customer lens to all we do is a priority – we want to ensure everyone feels welcome and well served by their local Cooplands.”

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DELICIOUS SCENES FOR SHAWARMA

The North American foodservice landscape has faced its fair share of volatility over the past few years, particularly since the COVID-19 pandemic.

However, it is a sector defined by its resilience and is returning to prosperity.

Ben Osmow, CEO of Osmow’s Shawarma (Osmow’s), the rapidly growing Canadian fast-casual restaurant chain specializing in modern Mediterranean and Middle Eastern cuisine, believes that being adaptable and open-minded is a critical ingredient for success.

“We move quickly as a company and, during what has been a few challenging years for many, we have actually experienced some of our strongest growth,” updates Ben, who we previously interviewed in November 2023.

“Working closely with our franchise partners is a responsibility we take very seriously. For the past 10 years, we’ve averaged over 25 percent sales growth annually, which is something very few can say. One brand we closely observe is Chipotle, and we often describe ourselves as the Mediterranean or Middle Eastern equivalent,” he explains.

Mediterranean food and diets are gaining significant traction globally, and that trend strongly favors Osmow’s. Customers today are far more health-conscious, which has always been part of the company’s DNA.

For Ben and his family, who are Egyptian, becoming larger in North America than any shawarma brand globally is both surprising and deeply exciting.

Despite shawarma being a household staple across the Middle East, there is no single chain in the region approaching this scale, which makes Osmow’s growth in North America even more remarkable.

“Our menu is built around quality ingredients, with no genetically modified organisms (GMOs) or preservatives, and our food is something parents feel good about serving their families,” Ben acclaims.

By modernizing the category, Osmow’s has become the largest global shawarma franchise, an achievement Ben sees as only the beginning.

“We’ve started our growth journey and are also working toward international expansion beyond Canada and the US. Hopefully, one day, we’ll make our way to the UK as well,” he lays out.

PASSION FOR PERFORMANCE

Ben has recently embraced a keen focus on new areas of the business along with his sister Bernadette, who is also part of the family business, taking on a larger role overseeing operations and the smooth running of the company’s production plant.

“There has been a lot of change over the past couple of years – I’m still CEO of the organization, but I’ve taken a much more hands-on role in marketing.

“We made some key changes to our marketing team and brought in new people, with a strong focus on keeping the brand top-of-mind and ensuring our franchise partners remain profitable and successful,” he recalls.

Like most restaurant businesses, Osmow’s remains nimble – everyone at leadership level wears multiple hats and, while they each have areas of focus, these vital members of the team stay involved in all aspects.

“The difference now is we’re at a size where we can hire experts in specific disciplines, but we’ll never step away from being hands-on,” Ben assures.

Osmow’s continues to grow at a strong pace and, since featuring in 2023, has opened approximately 70 new restaurants.

“June also marks our 25th anniversary as a brand. While we’ve only been franchising for about 10 or 11 years, it’s been a quarter of a century since Osmow’s first began,” Ben sets out proudly.

Osmow’s plans to celebrate primarily with its franchise partners and internally as a family. Then, later this year, it aims to introduce a special in-store initiative across all locations to mark the milestone.

“It’s about honoring our journey and the people who helped us get here, rather than creating a big media spectacle.”

SHAWARMA WITH A DIFFERENCE

The biggest differentiator for Osmow’s is how it has modernized shawarma – a cuisine that has historically been associated with inconsistent service, questionable hygiene, and small-scale operators.

“We have completely changed that perception. Our restaurants are clean, contemporary, and operationally tight, and we offer strong customer service and consistency across every location,” Ben acclaims.

“As such, we took a category that was never seen as franchisable and scaled it successfully. In Canada, shawarma is now a mainstream, household option, and Osmow’s has played a major role in making that happen,” he excites.

Having overcome the stigma that surrounds shawarma, Osmow’s operations strive to hit the highest possible levels of consistency at every store.

This way, customers can trust they’re going to get the same meal across its entire geographic footprint, whether in Canada, the US, or new regions and countries the company expands to in the future.

“Our approach in the US has been deliberately slow and organic. We receive thousands of franchise applications annually, but quality and sustainability always come first,” Ben affirms.

“We test new markets through corporate locations before opening them up to franchise partners.”

This year, Osmow’s already has seven US locations signed, including Texas, New Jersey, and Ohio.

“A major milestone for us was opening our first US production plant – a facility which allows us to control quality, improve margins for franchisees, and support expansion more confidently,” states Ben.

INNOVATION AND PARTNERSHIPS

In addition to the company’s ongoing expansion, Ben highlights the brand’s partnerships as another major source of pride.

“Osmow’s has collaborated with several NBA and NHL athletes, as well as prominent national soccer players, but one of the most significant milestones has been our partnership with Doritos,” he expands.

As one of the brand’s first major collaborations, Osmow’s worked with Doritos’ parent company, PepsiCo, to create a unique, co-developed product which will be launching in June this year.

The result of this exciting collaboration is the ‘Walking Shawarma’ – a bag of Doritos prepared in-store and filled with a choice of shawarma, toppings, cheese, and Osmow’s’ signature sauces to create a fully handheld meal.

“Following a successful soft launch last year and strong customer demand, the product is set to return nationally in June 2026.

“These kinds of partnerships are a powerful reminder of how far the company has come – from a small, struggling ‘mom-and-pop’ shop to a brand capable of attracting household names and global partners,” Ben reflects.

With the FIFA World Cup taking place in North America this summer, Osmow’s sees this as a massive commercial opportunity, and the company is aligning the launch of Walking Shawarma with the tournament.

“Capitalising on such a global platform, we’ve secured locations near stadiums and planned activations well in advance. You can expect Osmow’s to be very visible during the tournament,” he reveals.

“We never miss an opportunity to market ourselves during one of the world’s largest events, and the World Cup is definitely something we’ve been excited about since it was announced.”

HOPE AND LEGACY

Giving back has always been part of who Osmow’s is as a brand, and corporate social responsibility (CSR) has always been vital to its identity.

As the company has grown, its charitable efforts have expanded at the same pace.

“Beyond the business, we’re deeply committed to giving back through the Osmow’s Hope Fund. This year, our goal is to provide meals for over 8,000 children across several developing countries,” Ben elaborates.

“Within this, 100 percent of donations go directly to feeding children as we cover all administrative costs ourselves,” he tells us.

Alongside its commendable CSR work, Osmow’s has transformed shawarma into a truly scalable and desirable food category.

The brand has now grown to surpass 225 restaurants, an achievement that is virtually unheard of within the shawarma space.

“With a strong operating system now firmly in place and improving year after year, we’re excited to begin engaging with future international franchise partners and taking the next step in Osmow’s’ evolution,” Ben concludes.

The post Osmow’s Shawarma : Delicious Scenes for Shawarma appeared first on Food & Beverage Outlook.

GREY GOOSE HITS THE RUNWAY

A highly sophisticated beverage best served ice-cold, GREY GOOSE is the epitome of premium French vodka, which has evolved since its inception in 1997 to become a go-to in the luxury drinks category and mainstay of the Bacardi brand.  

Upheld by this elevated reputation, GREY GOOSE recently collaborated with one of the world’s most beloved film franchises on its recent release of The Devil Wears Prada 2 that parallels the chic sophistication the vodka brand’s consumers represent.  

Launched on the big screen at the beginning of this month, The Devil Wears Prada 2 is the much-awaited sequel to 20th Century Studios’ 2006 film that shaped the cinematic landscape of the early 2000s.   

Combining the ever-growing appeal of two high-end brands, GREY GOOSE’s partnership with The Devil Wears Prada 2 saw a vibrant multi-platform programme that united fashion, film, and cocktail culture.  

More than 20 years after the original film, the campaign with GREY GOOSE featured celeb forward-content from the likes of supermodel Heidi Klum, as well as interactive pop-up experiences, speciality cocktails, in-theatre activations, and limited-edition bottle packaging. 

Aleco Azqueta, Vice President of Global Marketing for GREY GOOSE, believes the campaign with the hotly anticipated film is a natural extension of the drink’s already-elevated legacy, having positioned itself at the intersection of culture and craftsmanship. 

FASHION IN A COCKTAIL GLASS 

Leveraging its French heritage and longstanding connection to the world of fashion, GREY GOOSE launched The Devil’s Roast espresso martini – the perfect sip for fans to celebrate the return of the iconic film.   

A cocktail that feels both timeless and modern, The Devil’s Roast sits at the centre of the campaign and is a simple yet delicious reimagining of Miranda Priestly’s iconic coffee order with a tantalising GREY GOOSE twist.  

It is a reinterpretation of the classic espresso martini, which is often referred to as the ‘model martini’ due to its origins in fashion culture.  

Created with GREY GOOSE vodka and garnished with three gold-dusted coffee beans, The Devil’s Roast is sleek and sharp; bursting with rich, bold flavours, the cocktail is the ultimate fashion moment in a glass.  

Eager fans were able to sample the drink for themselves at numerous GREY GOOSE Devil’s Roast pop-ups across New York City.  

Each glass was complemented by gold-dusted popcorn, adding to the chic, cinematic atmosphere of the events by combining fashion polish with an indulgent cinema treat.  

What’s more, a select number of theatres also offered speciality GREY GOOSE cocktails on the opening night of the film, giving movie lovers the chance to sip Runway-approved serves. 

STAR POWER 

Epitomising the modish vibes of both cultural touchpoints, Heidi Klum brought the campaign to life by starring in an original content piece in the form of a short film.  

Created in partnership with New York-based advertising agency Bartle Bogle Hegarty (BBH), the content takes place in the world of The Devil Wears Prada 2 and features Klum clutching The Devil’s Roast. 

The film and photography was been purposefully crafted to align with the precise, high standards of Runway Magazine – the fictional fashion publication that once again takes centre stage in the sequel – and the sleek, model-esque aura of the fashion industry.  

Reflecting on the campaign, Klum admires how both fashion and film tell a story and craft a lifestyle, and it this same level of craft that makes the GREY GOOSE collaboration so special.  

Indeed, the campaign is a natural extension of the drink brand’s longstanding presence in the fashion industry.  

Since its creation in the 1990s, GREY GOOSE has partnered with some of the world’s biggest names in fashion, including industry titans, institutions, and designers, and supported globally relevant fashion moments in Paris, New York, London, and more.  

More broadly, The Devil Wears Prada 2’s marketing campaign span striking billboards across New York City that evoked the film’s signature wit and fashion-forward energy.  

Coordinating with the film’s release, The Devil’s Roast was also featured globally on the menus of premium bars and restaurants in London, timed with other UK-based special events.

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INSTRUMENTAL TO PROCESS INSTRUMENTATION

The modern oil and gas industry is incredibly dynamic.

With the world having changed significantly following the COVID-19 pandemic, what was once referred to as simply the oil and gas sector is now more accurately described as the energy industry, encompassing conventional hydrocarbons alongside renewable and low-carbon energy sources.

This transition is happening against the backdrop of global economic shifts and ongoing geopolitical uncertainty, which are further reshaping supply chains, investment priorities, and risk management.

KROHNE has proudly established itself as an industry stalwart, leading the way in these new and ever-evolving challenges.

“We are a global manufacturer and solution provider for process instrumentation, measurement solutions, and services across multiple industries,” introduces Jason Yew, Managing Director – Malaysia.

Founded in 1921 and headquartered in Duisburg, Germany, KROHNE operates in over 100 countries, supporting projects of all sizes with local expertise. The group is a fully independent, family-owned organisation, headed by the third generation of the Rademacher-Dubbick family, who began the journey as a small enterprise over a century ago.

Since then, KROHNE has evolved into a global supplier and leading innovator for measuring devices, poised to face whatever challenges lie ahead in a perpetually changing sector.

“The world is evolving – and that evolution is already well underway. To succeed, companies must remain agile, innovative, and capable of adapting quickly,” details Yew.

“New challenges inevitably create new opportunities, and by leveraging digitalisation, the Internet of Things (IoT), and artificial intelligence (AI), KROHNE is actively developing the next generation of technologies and solutions to support this new energy landscape.”

RELIABLE PRODUCTS, MODERN SOLUTIONS

Yew began his career as a custody transfer flow engineer with KROHNE after graduating with a bachelor’s degree in industrial technology. He found the role suited him immediately, as oil and gas is a highly technology-driven industry with a strong emphasis on process safety, accuracy, and engineered solutions.

“I found that combination both challenging and rewarding, and from that point on, I never looked back,” Yew enthuses.

After several years in engineering, he embraced a new challenge – moving into sales and business development, where he was responsible for building KROHNE’s oil and gas business, eventually positioning the Malaysia office as the group’s Asia Pacific hub.

The key to Yew’s career success has been bridging technology with people, translating complex measurement technology into practical value for customers, fostering long-term partnerships, and consistently delivering solutions that add measurable value.

KROHNE’s family-owned culture aligns very well with Asia and has played an important role in this journey.

“Even after more than 20 years in the industry, the complexity of oil and gas and diversity of cultures continue to motivate me – there are always new challenges and constant opportunities to learn,” expands Yew.

The group works to differentiate itself in this competitive market through three primary areas. The first is innovative and proven technology, wherein KROHNE consistently brings reliable, field-proven technologies to industry, supported by a strong local presence. Second is KROHNE’s highly competent people, with continuous investment in training and human capital, ensuring customers receive world-class technical support locally.

The final area is long-term partnerships; as a family-owned group, KROHNE prioritises sustainable, long-term relationships, which have consistently proven successful.

Additionally, a key milestone in the group’s journey has been technology transfer from Europe to Asia.

“KROHNE Malaysia started as a small sales office, with turnkey solutions such as flow metering systems engineered in Europe. For the solutions business, this model proved unsustainable – solutions must be close to customers,” explains Yew.

By building a strong business case supported by customer testimonials, the group secured management approval to establish a full engineering and operational solutions hub in Malaysia, including a complete transfer of know-how and expertise.

“The early years were challenging – technically, operationally, and culturally. The biggest lesson learnt was that success ultimately depends on people. Trust, respect, and recognising individual strength are what enable teams from different cultures to work effectively together,” furthers Yew.

BRIDGING TECHNOLOGY AND PEOPLE

KROHNE’s business is structured around three integrated portfolios – products, solutions, and services – which, in turn, form a true one-stop shop for customers.

The former is a complete portfolio of process instrumentation, including flow, level, temperature, pressure, and process analytics; meters, sensors, systems, and accessories; and a wide range of proven measurement technologies.

Within the solutions portfolio, KROHNE delivers engineered, turnkey solutions for process control and automation, from single measurement points to complex metering skids and packaged systems. The group takes responsibility across the entire project lifecycle – from early consultancy through engineering, fabrication, and commissioning.

Lastly, its comprehensive services portfolio covers the full asset lifecycle. Through structured service level agreements, KROHNE provides flexible service offerings, from standard support to premium services, ensuring maximum system availability and plant uptime.

“These three portfolios work together to deliver reliable products, modern digital solutions, and world-class service, which today’s industries demand,” asserts Yew.

Equally, through its time-tested expertise and innovation-driven mindset, KROHNE addresses cross-industry challenges through a structured division approach. Each key sector has distinct requirements and drivers, whilst dedicated industry managers continuously feed customer needs to R&D.

“At a global level, these industry divisions collaborate to harmonise requirements into common technology platforms, with tailored features for specific applications. Beyond technology, effective communication and teamwork across disciplines are critical to delivering successful solutions,” explains Yew.

EXPANDING GLOBAL COVERAGE

Currently, KROHNE is expanding its manufacturing facilities in Asia in order to enable global coverage.

With the energy, data centre, and food and beverage industries all remaining strong growth sectors and demanding shorter lead times and cost-effective solutions, KROHNE’s expanding manufacturing capabilities in Asia allow it to be closer to the value chain and improve responsiveness whilst maintaining quality standards.

“Using our decades of experience in both Europe and Asia, KROHNE leverages the strengths of both regions to support global customers more effectively,” affirms Yew.

Additionally, the group utilises its expertise to provide solutions that help customers enhance operational efficiency, reduce environmental impact, and meet the challenges of the energy transition.

KROHNE is often involved early in projects, starting at the conception and technology selection stages, where good engineering decisions have the greatest impact. The group’s subject-matter experts combine field experience with application knowledge, translating lessons learned into optimised design criteria.

Over time, this continuous learning approach drives higher efficiency, reduced emissions, and improved lifecycle performance.

“Today’s market demands solutions that are not only reliable but also cost-effective and sustainable, which requires constant innovation and customised engineering – a core strength of KROHNE,” details Yew.

As the group continues to look ahead to another century of success and innovation, the team is seeking to strengthen its foundation to ensure it will be strongly positioned to meet the market challenges of the future.

“KROHNE will remain strongly focused on oil and gas, particularly the liquefied natural gas (LNG), gas, and floating production, storage, and offloading (FPSO) markets, whilst continuing to expand into renewables and new energy sectors. At the same time, further growth in the Southeast Asia region remains a key priority,” Yew proudly concludes.

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A STORY OF AFRICAN MANUFACTURING

Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.

As it evolves, the nation’s FMCG space is experiencing strong demand, granting burgeoning local brands room to gain ground.

“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the largest FMCG manufacturer in the country.

It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.

“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.

A ZAMBIAN SUCCESS STORY

Built from the ground up, Trade Kings began in 1995 from very humble beginnings.

The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision.

In the last three decades, the company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.

“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.

“That is what Trade Kings has been working to do for 30 years.

“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” Patel divulges.

A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.

This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.

Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.

A UNITING, CENTRAL STRENGTH

Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.

“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.

Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline, and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.

Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.

For instance, BigTree Beverages has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.

Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.

“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.

Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.

“We are building an African manufacturing model designed around African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”

BIGTREE BEVERAGES

BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.

“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.

“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.

“This is where BigTree Beverages has become strong.”

The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.

To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.

The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.

This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.

For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a strong marker of the brand’s product competitiveness and regional relevance.

LOCALLY DRIVEN INDUSTRIALISATION

Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.

“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.

Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.

The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery, beverages, dairy, processed foods, pharmaceuticals, paper, adhesives, textiles, and animal nutrition.

As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.

At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually, substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.

“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”

BUILT ON TRUST

A robust and purpose-built supply chain is fundamental to the success of Trade Kings.

“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.

The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.

For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.

“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale increasingly depends on trade, not isolation,” he informs.

This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.

“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.

Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.

“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”

STRENGTHENED BRANDS

Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.

This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.

It also means ensuring Kingsworth delivers for the group, namely stronger input security, more competitive downstream manufacturing, and a more stable industrial base.

Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.

“We believe Africa cannot continue to only be a consumption market – it must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.

TRADE KINGS GROUP PARTNER

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