STRENGTHENING PAPUA NEW GUINEA’S FOOD FUTURE

Despite maintaining a clear level of resilience in the face of economic and logistical hurdles, Papua New Guinea’s (PNG) fast-moving consumer goods (FMCG) industry has become more demanding in recent years.  

Customers are increasingly value-conscious, whilst retailers expect reliable supply, competitive pricing, and stronger promotional support.  

At the same time, foreign exchange (FX) constraints, freight costs, infrastructure limitations, and the high cost of utilities continue to place pressure on imported goods and regional manufacturing.  

“This environment has reinforced the importance of local production, wider national distribution, and disciplined stock planning,” opens Kevin Wright, Group Marketing and Export Manager at BNG Trading (BNG).   

“The company has responded by investing in its branch network, cold chain, and manufacturing capabilities, alongside our own-brand portfolio so that we can improve availability and offer products designed for PNG consumers,” he asserts.  

Having operated in PNG since 1924, BNG’s growth has been achieved by combining its century-long heritage with a strong willingness to invest, innovate, and take a long-term view.  

As one of the country’s most established importers, distributors, marketers, and manufacturers of food and consumer products, the company’s nationwide team and customer relationships are fundamental to the business.  

“Whether we are introducing a global brand, manufacturing a local product, opening a branch in a remote market, or developing a new agricultural industry, the objective is the same: to provide dependable products and services relevant to PNG,” he states.  

“We are proud to be creating employment, building local capability, and contributing to a more resilient food and consumer goods supply chain.” 

Indeed, BNG represents major international brands whilst also developing locally relevant businesses across the grocery, beverages, bakery, frozen and chilled foods, cleaning products, personal care, packaging, and food service markets.  

Through Papua Niugini Freezers, BNG is also a major manufacturer and supplier of meat and smallgoods, supported by a nationwide cold chain.  

“Our customers include supermarkets, wholesalers, trade stores, hotels, restaurants, bakeries, caterers, institutions, and mining operations. We supply more than 600 outlets nationally, operate nine branches and distribution points, and employ approximately 1,000 people across the group,” details Wright.  

GROWING FOOTPRINT  

Since last speaking to BNG at the end of 2023, the company has significantly expanded its distribution footprint – a decision that was central to improving product availability outside of its two largest commercial centres.  

BNG now operates across Port Moresby, Lae, Mount Hagen, Kokopo, Alotau, Kiunga, Manus Island, Goroka, Wewak, and Buka. These locations allow the company to hold stock closer to customers, shorten replenishment timelines, and provide a more consistent service across PNG’s most challenging supply routes.  

“The Buka operation is a good example: it was established to give Bougainville customers more dependable access to essential food products and the same major brands that were available in Port Moresby.  

“The network also supports our merchandising teams, customer relationships, and national roll-out of both international and BNG-owned brands,” Wright insights.  

In parallel, BNG is also expanding its manufacturing capabilities beyond its established smallgoods and meat-processing base into a broader range of convenient, locally made goods.  

These include bakery products such as hot pies and croissants, alongside further developing related ingredients.  

“Our objective is to produce more everyday products in PNG, improve freshness and availability, reduce dependence on imported finished goods, and build local skills and employment,” he notes.  

To achieve this, the company is planning additional manufacturing capacity in both Port Moresby and Lae, with investment focused on modern facilities and production lines that support national distribution. 

Despite the major long-term benefits offered by local manufacturing, operating costs in PNG today remain high.  

“Manufacturers must manage expensive and sometimes unreliable power and water supplies, imported machinery and spare parts, specialist maintenance, freight and packaging inputs, and limited access to FX.  

“Additionally, imported finished products can arrive at a price that is difficult for a local manufacturer to match, particularly when overseas producers benefit from much larger production volumes,” outlines Wright.   

The challenge, therefore, is to build sufficient scale, maintain strict quality and food-safety standards, improve efficiency, and source more inputs locally where practical.  

“BNG views manufacturing as a strategic investment in food security, local employment, and a more resilient supply chain, not simply as a short-term profit margin exercise,” he reflects.  

PNG PROTEIN PARK  

Supporting its expanding capabilities, PNG Protein Park (PX3) is BNG’s agricultural and food-security initiative at Koitaki Farm on the Sogeri Plateau – just a one-hour drive from Port Moresby. 

The project is developing the locally adapted sheep-meat industry using improved animal husbandry, breeding, and feeding systems. The farm includes elevated ‘sheep sheds’ to keep the livestock dry and fodder production using the drought-tolerant Redlands leucaena shrub.  

“Our homegrown ToeaKina sheep are being bred for PNG conditions, with the longer-term aims of increasing domestic red meat production, reducing reliance on imports, and creating opportunities for rural farmers,” Wright informs us.   

Over the last three years, the farm has expanded its breeding capacity and infrastructure, having now doubled in size.  

Moreover, the recent birth of lambs from sheep born and raised in the PX3 programme is an important milestone.  

“It demonstrates the flock is adapting, reproducing, and progressing through successive generations under local conditions. We have developed a third generation of sheep and continue to grow the number of breeding ewes, sheep sheds, and managed grazing areas,” he highlights.  

Going forward, PX3 aims to become both a production hub and practical training centre that can transfer knowledge, breeding stock, and proven systems to participating communities. 

As such, the project’s next stage will focus on increasing scale in a controlled way whilst maintaining animal health, genetics, nutrition, and accurate production records.  

“Our ambition is to build a sustainable breeding hub that can ultimately support a much wider PNG sheep industry rather than simply operating as one isolated farm,” Wright envisages.  

STRENGTHENING PRODUCTION AND DISTRIBUTION  

Alongside PX3, BNG is investing in several projects that strengthen PNG’s supply chain and production capacity. These include new manufacturing facilities and lines in Port Moresby and Lae; continued expansion of cold storage, warehousing, and national distribution; and the development of local food brands tailored to PNG households.  

The company is also progressing agricultural opportunities involving crops and livestock, alongside expanding export capability through Antap International Pty Ltd to connect PNG-made products with customers across the Pacific.  

“Through related group businesses, we continue to develop logistics, packaging, food service, and connectivity services that support customers beyond traditional FMCG distribution. Each investment is assessed against the same priorities: reliable supply, local employment, import replacement, and long-term commercial sustainability,” shares Wright.  

Looking to the future, BNG’s priorities for 2027 are to continue growing its national distribution reach, improve service levels and product availability, and accelerate the contribution of BNG and PNG-owned brands.  

The company is equally targeting further growth through local manufacturing, stronger execution in stores, and closer partnerships with major customers.  

Another key focus will be progressing new manufacturing capacity in Port Moresby and Lae, including bakery, convenience, and dry-grocery categories, whilst maintaining the quality and food-safety standards expected across the group.  

“We also intend to expand PX3’s breeding and training capability, strengthen our export programme, and develop our people so that the organisation has the operational and leadership capacity required for its next stage of growth,” closes Wright. 

The post BNG Trading : Strengthening Papua New Guinea’s Food Future appeared first on Food & Beverage Outlook.

PROUDLY PAPUA NEW GUINEAN

“What makes the Coca-Cola brand proudly Papua New Guinean is not only where its beverages are enjoyed, but the people and local capability behind every bottle.”

Coca-Cola Europacific Partners Papua New Guinea (CCEP PNG) has been part of everyday life in Papua New Guinea (PNG) for generations, but maintaining that connection requires far more than producing some of the world’s most recognisable beverages.

Across PNG, 545 CCEP PNG employees spanning two production plants and four distribution centres produce, package, sell, and distribute some of the country’s best-known brands, serving customers and communities nationwide.

“Being proudly local means being accountable for the impact we make. This responsibility is shaping how the business operates and grows,” outlines Country Director, Tim Solly, who we last spoke to in April 2024.

Whilst Coca-Cola may be a global brand, CCEP PNG’s beverages are proudly made by Papua New Guineans, for Papua New Guineans.

GLOBAL RESOURCES, LOCAL EXPERTISE

CCEP PNG’s local operating model combines vast production capabilities with sales, distribution, and infrastructure designed to serve its customers across the country.

This kind of breadth is important in the fast-moving consumer goods (FMCG) market, where consumer preferences continue to develop and reliable availability is essential.

The company’s role therefore extends beyond manufacturing and includes coordinating procurement, production, logistics, and customer relations whilst maintaining quality and efficiency.

Previously, Solly highlighted the resilience required to operate in PNG, particularly given challenges around infrastructure and the wider operating environment.

CCEP PNG’s response was to build an organisation capable of adapting whilst continuing to prioritise safety, product quality, and service – a local focus supported by CCEP’s global scale.

Across the wider group, CCEP combines multinational resources with local market expertise, operating across both Europe and Asia Pacific. This creates opportunities for knowledge sharing whilst ensuring each business remains connected to the market it serves.

In this way, CCEP PNG’s ongoing development is not defined by a single initiative but a series of investments spanning manufacturing, distribution, sustainability, and community engagement.

LOWER-CARBON DELIVERY OPTIONS

Manufacturing remains central to CCEP PNG’s role in the country as producing beverages locally gives the business greater control over quality, consistency, and availability.

Since we last featured CCEP PNG, the company has continued to invest in the local capabilities required to operate effectively in a changing market, including a greater focus on sustainability within its logistics network.

“Localness and sustainability are inseparable to us. We are proud to make beverages locally, employ local people, and grow alongside PNG whilst working to protect the environment and create lasting value for generations to come,” Solly affirms.

In June 2025, CCEP PNG partnered with Express Freight Management to introduce five electric delivery trucks into its logistics operations – the first electric delivery fleet of its kind in PNG.

Four fully electric vehicles (EVs) were allocated to Lae and one to Port Moresby, supporting deliveries within a 300-kilometre radius.

The EVs are supported by charging infrastructure at CCEP PNG’s Badili yard in Port Moresby and warehouse in Lae.

The introduction of EVs represents a practical example of how sustainability can be integrated into day-to-day operations, rather than treated as a standalone corporate objective.

In addition, by working with local logistics partners to introduce new technology into the local market, CCEP PNG is helping to develop the infrastructure and operational experience required to support lower-carbon delivery options in PNG.

As the fleet develops, it has the potential to contribute to the company’s environmental and operational objectives and reduce reliance on conventional fuel.

This approach aligns with CCEP’s wider sustainability strategy, which seeks to reduce environmental impact whilst continuing to grow the business.

CIRCULAR APPROACH

Packaging represents another important area of CCEP PNG’s sustainability agenda, with the company’s overarching ambition to help create a more circular approach.

Together with Branis Recycling, CCEP PNG collects polyethylene terephthalate (PET) beverage bottles to help divert plastic from landfill, waterways, and the wider environment.

Since the partnership began in 2023, more than 50 million bottles have been collected, including over 29 million in Lae and Port Moresby during 2025.

This equates to approximately 791 tonnes (t) of plastic – a significant result which illustrates the impact of a structured collection system in a region where plastic waste management remains an environmental challenge.

“We are not aware of any other company working to actively recycle PET as we are, and we continue to build momentum with 29 million bottles already collected by the end of August this year,” Solly acclaims.

CCEP PNG’s ambition is to collect and recycle the equivalent of every bottle it brings to market by 2030. The company is also engaging stakeholders across Port Moresby to build awareness, strengthen cooperation, and encourage shared responsibility for waste.

“We know progress requires collaboration across industry, government, civil society, and communities. Alongside our commitment to carbon neutrality across our value chain by 2040, these partnerships are helping turn ambition into practical action,” he reflects.

Importantly, the initiative is not restricted to Coca-Cola packaging, which creates an opportunity for broader industry participation.

For CCEP PNG, the long-term objective remains closely connected to its wider sustainability commitments – increasing collection, supporting recycling infrastructure, and moving towards a system in which packaging has continued value beyond its initial use.

POWERED BY PEOPLE

Whilst technology, infrastructure, and sustainability are all major components of CCEP PNG’s strategy, the company’s ability to deliver them ultimately depends on its people.

In 2024, we discussed the company’s focus on employee development, which included on-the-job mentoring, formal education, and localised technical academies, whilst internship, graduate, and apprenticeship programmes were also on offer to develop future talent.

“Our local footprint is strengthened by the opportunities we create for our people. Through technical academies, mentoring, internships, graduate pathways, and apprenticeship programmes, we are building capability and equipping Papua New Guineans to lead the business into the future,” Solly sets out.

CCEP PNG’s emphasis on talent development has continued, with its 2026 annual business conference welcoming 40 senior managers under the theme ‘Further Together’ to discuss collaboration, capability building, and sustainable growth.

People and culture remain a key priority, with the company continuing to position itself as an employer of choice whilst raising capability across areas including the supply chain and workforce training.

Such investment is particularly important in a market where developing local expertise can strengthen both business resilience and wider economic participation.

It also supports the company’s ability to introduce new technologies and ways of working.

The transition towards EVs, for example, requires more than simply purchasing vehicles; it demands trained drivers, charging infrastructure, operational planning, and a willingness to adapt.

The same principle applies across manufacturing, sustainability, sales, and distribution, so by investing in both its people and physical infrastructure, CCEP PNG is building the capabilities required to support its next stage of development.

CELEBRATING NATIONAL IDENTITY

At the heart of CCEP PNG’s strategy is its relationship with consumers.

Few examples demonstrate this more clearly than the company’s growing involvement in rugby league, which occupies a unique position in PNG, connecting communities and generations through a shared passion for the sport.

CCEP PNG has used its presence within rugby league to build connections that go beyond conventional advertising.

In September 2026, it became the premier sponsor of the PNG Chiefs under a multi-year agreement ahead of the club’s entry into the PNG National Rugby League (NRL) in 2028, with Coca-Cola branding featuring on the team’s playing sleeves, alongside matchday media and hospitality.

“Our commitment to PNG is reflected in our support for the country’s cultural and sporting traditions. From sponsoring cultural shows that bring communities together to recently becoming the premier sponsor of the PNG Chiefs rugby league team, we are proud to support the moments and institutions that unite the nation,” Solly smiles.

The partnership builds on CCEP PNG’s long-standing involvement with the NRL in the country and provides another platform through which the company can engage with communities.

For CCEP PNG, rugby league provides a way to celebrate national identity, support community activity, create opportunities for young people, and participate in moments that matter to consumers across PNG.

THE NEXT CHAPTER

Looking ahead, CCEP PNG enters its next chapter with a strategy shaped by the same principles that have underpinned its development over recent years – local relevance, operational resilience, sustainability, people development, and meaningful community engagement.

The business is operating within an increasingly complex food and beverage landscape, but its response has been to continue investing so it can serve customers effectively.

Its sustainability programme is already producing measurable results, with the collection of more than 29 million PET bottles during 2025 providing a clear indication of what can be achieved when infrastructure, partnerships, and consumer participation work together.

The introduction of an EV delivery fleet adds another dimension to this journey, demonstrating how new technologies can be adapted to accommodate PNG’s unique needs.

Continued investment in people, meanwhile, has strengthened CCEP PNG from within, creating the skills and leadership capabilities needed to support future growth.

As PNG continues to develop as a nation, its food and beverage sector will face its own evolving combination of challenges and opportunities.

For CCEP PNG, the response is increasingly visible across its operations – from the PET bottles it collects to the electric trucks it deploys and local communities and sports it supports.

By combining the reach of a global beverage business with a distinctly local approach, CCEP PNG is positioning itself not only to meet the demands of today’s market, but to play a role in shaping a more resilient, sustainable, and connected future for the country.

“Our ambition is to grow in a way that creates lasting value for PNG – reducing our environmental impact, strengthening the communities we serve, and contributing to a healthier, more sustainable future,” concludes Solly.

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GENIUS BETWEEN THE BUNS

The origin story of Burgermeister is not just a colourful anecdote – it captures something essential about the brand.

Established in 2006 by Cebrail Karabelli, the company curiously started out from a repurposed public toilet tucked under a U-Bahn bridge at Schlesisches Tor in the Kreuzberg district of Berlin, Germany.

Karabelli’s motto was simple – ‘If you want to do something best, you have to do it yourself’.

He wanted a better burger than what was available in Berlin at the time, and he built it.

“That ethos of quality without compromise has stayed with us as we have grown from one kiosk to our current network of locations across Germany,” introduces current COO, René Haehnen.

“Our menu is deliberately focused – burgers, made well, at a price that is affordable to everyone. Our customer base reflects that, as our food is enjoyed by students, professionals, families, and tourists.”

Today, the brand has a strong following in Berlin but is also expanding across the rest of Germany and beyond, one location at a time.

NAVIGATING THE INDUSTRY

With more than 30 years of experience across the food, hospitality, and quick service industries, Haehnen brings deep operational expertise to Burgermeister, with a focus on strengthening processes, scalable structures, and operational excellence as the business continues to grow.

“What has always driven me is the challenge of making complex systems work at scale, and the restaurant industry is one of the most demanding environments you can find for that,” Haehnen describes.

“Burgermeister in particular sits at the intersection of food culture, real estate, technology, and logistics, and getting all of those pieces to work together consistently, across many locations and at high volume, is a difficult but genuinely exciting problem,” he highlights.

Undoubtedly, this is an industry that is demanding in ways that are easy to underestimate from the outside.

The market is mature enough that you cannot coast on novelty, but also dynamic enough that the brands willing to invest in technology and operational excellence are pulling away from those who are not.

“What excites me most right now is how much technology can change the economics of running a restaurant well.

“When I look at where Burgermeister was three or four years ago, the systems we were running on and the manual processes in the kitchen and at the point of sale (POS) – compared to where Burgermeister is today, it is a different business,” affirms Haehnen.

OPERATIONAL DISCIPLINE

With the goal of serving the best burger at the best price, whilst keeping quality high but prices low, operational discipline is the key for Burgermeister.

“A focused and slim menu gives us purchasing leverage and kitchen consistency. We are not trying to do everything; instead, we focus on doing what we do very well,” Haehnen sets out.

The bigger lever, one the company currently spends the most time on, is technology and team development.

As Burgermeister has grown, its operational infrastructure has at times struggled to keep pace.

POS systems were decades old, manual processes in the kitchen created bottlenecks and waste, and inventory management relied on guesswork as much as data.

“Modernising all of that – migrating to a new POS system, digitising kitchen operations with screen-based order management, building delivery platform integrations that actually work – has given Burgermeister real efficiency gains,” notes Haehnen.

Those gains translate directly into Burgermeister’s ability to hold prices down without squeezing quality.

The technology transformation Burgermeister has been through over the past few years deserves an enormous amount of credit.

None of this is visible to the customer, but it is the foundation that makes everything else possible.

“Burgermeister has also invested in internal training platforms that allow us to onboard and develop people across our growing network consistently.

“That kind of investment in people infrastructure does not make headlines, but it is what differentiates the brands that scale well from those that do not,” Haehnen continues.

Looking ahead, Burgermeister has laid the foundations of the natural next direction as the business matures into European markets.

STRATEGY FOR SUCCESS

Finding and securing the right locations, at the right commercial terms, in the right parts of a city, is as strategically important as the product itself.

“The relationship between quick-service restaurant (QSR) operators and property owners and investors is complex, and I think the most successful expansions happen when there is a genuine alignment of interests rather than an adversarial negotiation,” acknowledges Haehnen.

Burgermeister has worked hard to build credibility as a serious, long-term tenant across its German footprint, and that reputation matters as the company targets new markets.

“The operational and technological investment we’ve made is also an argument we make to landlords. A Burgermeister that runs on modern infrastructure is a reliable tenant,” he continues.

On a personal level, this expansion phase is one Haehnen feels well-placed to lead having grown through the operational side of the business, possessing a clear view of where the strategic and commercial opportunities lie – in new markets, fresh formats, and how to build the brand.

EUROPEAN EXPANSION

Maintaining quality and staying true to its brand roots is the central challenge of scaling, one that Haehnen thinks about constantly.

The Burgermeister identity is not just a logo or a menu – it is rooted in a very specific story, place, and set of values regarding quality and authenticity.

“As we open in Poland, Austria, or the UK, that story still needs to come through. What I have learnt is that the way to protect brand quality at scale is through operational systems and culture,” he expands.

“The investment we have made in technology, training, and standardised processes is ultimately an investment in the brand. Karabelli’s founding instinct – ‘Do it yourself and do it right’ – must be embedded in every part of how we operate, not just the kitchen,” Haehnen asserts.

Right now, the company’s focus is on executing its domestic expansion to the best of its ability, encompassing the development of new locations, completed to the Burgermeister standard, with the operational infrastructure to support them.

Alongside this, the business is excited to be meticulously establishing its first international markets across Poland, Austria, and others.

“In the medium term, our focus is on continuing to grow across Germany whilst expanding selectively into neighbouring European markets. Entering the UK is another important step for us, and preparations are already underway,” Haehnen excites.

Underpinning all of this is Burgermeister’s continued investment in technology and people. The operational foundation the company has built is what makes growth realistic rather than reckless.

“I want Burgermeister to be a brand that never loses sight of where it started, under a U-Bahn bridge in Berlin, whilst bringing that same spirit to more cities across Germany and Europe,” he concludes with pride.

The post Burgermeister : Genius Between the Buns appeared first on Food & Beverage Outlook.

THE UEA’S PREMIER INTEGRATED AGRI-FOOD GROUP

Shaping the future of food means building an organisation capable of supporting the United Arab Emirates’ (UAE) long-term food security whilst remaining commercially competitive, innovative, sustainable, and scalable. Food security is not achieved through one project or by maintaining strategic stock alone. It requires a productive local ecosystem covering feed, breeding, farming, processing, technology, logistics, talent, and strong consumer brands.”

This statement, as postulated by Mazen Al Refae, Group CEO of Emirates Rawabi, reflects the company’s philosophy when it comes to providing high-quality, reliable, and sustainable food and beverage products across the UAE.

Headquartered in Dubai, the group has deep roots in the nation’s food and agricultural sector. It was established through the combination of Al Rawabi Dairy and Emirates Modern Poultry Co., with Green Fields for Feed Industries (Green Fields) subsequently joining the portfolio.

Today, Emirates Rawabi operates across an integrated farm-to-fork value chain. Its principal businesses include Al Rawabi, one of the UAE’s most recognised dairy and juice brands; Al Rawdah, a leading producer of fresh and value-added poultry products; Green Fields, which manufactures animal feed; and Al Salwa Breeders farm, which supports poultry breeding operations.

“Our capabilities extend from animal feed, breeding, farming, and hatcheries to dairy and poultry production, food processing, quality assurance, logistics, distribution, and consumer brand development. This integration gives us greater control over quality, traceability, product availability, and operational resilience,” informs Al Refae.

Emirates Rawabi’s ambition is to position itself as a leading integrated food-security and agribusiness platform in the region. The company is strengthening its established businesses whilst exploring growth across complementary verticals where it can create a genuine competitive advantage and contribute to the UAE’s long-term food-security objectives.

“Our mission is clear: to nourish the nation whilst shaping the future of food. This means producing safe, nutritious, and accessible food today whilst investing in the infrastructure, technology, talent, and innovation the country will require tomorrow,” Al Refae explains.

NOURISHING LOCAL COMMUNITIES

Having spent more than 24 years working across fast-moving consumer goods (FMCG), food manufacturing, dairy, poultry, animal feed, agriculture, logistics, and distribution, Al Refae’s career has been driven by growth and transformation.

Over the course of his career, he has led businesses through growth, transformation, restructuring, operational challenges, and changing market conditions.

“I have always been attracted to environments where meaningful change is required,” he elaborates.

“Growth is not simply about increasing revenue or capacity; it is about building stronger organisations, improving productivity, developing people, strengthening brands, and ensuring the business can remain resilient through economic cycles and market disruptions.”

For Al Refae, the food and beverage industry has particular significance because it touches every household and contributes directly to the resilience and strength of the national economy. In the UAE, developing local food production also carries a strategic responsibility, supporting food security, creating employment, developing national capabilities, strengthening local supply chains, and reducing exposure to global disruption.

That mix of commercial opportunity, operational complexity, and national purpose has kept him passionate about the industry. Today, as Group CEO, Al Refae’s responsibility is to lead the group through its next stage of transformation and build a stronger, more resilient, and future-ready agri-food organisation that meaningfully contributes to the continued growth of the UAE economy.

Emirates Rawabi is working towards this goal by expanding local production capacity, modernising its farms and factories, strengthening biosecurity and quality systems, improving water and energy efficiency, and developing healthier, more convenient products. It is also building a digitally connected organisation that can use reliable data to improve planning, productivity, traceability, and decision-making.

In parallel, the company is looking beyond traditional categories, using its strength to pursue growth across carefully selected adjacent verticals where there are clear consumer needs and strategic benefits for the nation.

“Our ambition extends beyond the UAE, but the country will always remain our foundation. We want to build a scalable agri-food model that can support selective regional and international expansion whilst demonstrating the quality, innovation, and capability of UAE food production,” Al Refae explains.

SHAPING THE FUTURE OF FOOD

For Emirates Rawabi, its greatest differentiator is the depth of the company’s integration.

“We are not simply a dairy company, poultry producer, or animal feed manufacturer. We bring these capabilities together within one group, covering much of the value chain from feed and breeding through to farming, production, processing, distribution, and the finished consumer product,” details Al Refae.

“This gives us greater visibility and control over quality, traceability, supply continuity, and operational performance. It also strengthens our ability to respond when markets, input costs, or global supply chains become disrupted.”

Another important distinguisher is Emirates Rawabi’s local understanding, which enables it to combine international developments in nutrition, technology, and convenience with products that remain relevant to local lifestyles and cultural preferences. Additionally, the company operates with a wider sense of responsibility, with the balance between commercial discipline and national purpose central to its mission.

Emirates Rawabi’s unique abilities are further highlighted by the recent initiatives it is engaging in. Specifically, its new dairy farm in Abu Dhabi is one of the group’s most strategically important investments. It expands local milk production, strengthens operational resilience, and provides a scalable platform for future growth.

“The farm has been developed with a focus on modern animal housing, environmental controls, efficient feeding and milking systems, strong biosecurity, animal welfare, and responsible resource use,” Al Refae adds.

In addition to this new farm, Emirates Rawabi is developing its existing poultry farms, strengthening both broiler and breeder operations. Its newer broiler farms are improving production capacity, supply consistency, and resilience, whilst the expansion of its breeder operations is intended to increase the local availability of hatching eggs and reduce dependence on external sources. Once fully operational, the breeder expansion is expected to add approximately 15 million hatching eggs annually.

Ultimately, these initiatives contribute to the organisation’s investment in future-ready capabilities, long-term infrastructure, and scalable agribusiness excellence.

“A major element of this transformation is the implementation of SAP S/4HANA as the group’s integrated digital backbone. This will provide a single digital backbone connecting planning, procurement, production, quality inspection, maintenance, sales, logistics, finance, and human resources,” continues Al Refae.

In practical terms, this means better demand forecasting, stronger production planning, improved inventory visibility, more disciplined procurement, faster access to reliable information, and clearer performance accountability. It will also provide the foundation for advanced analytics, automation, and the responsible use of artificial intelligence (AI).

SCALABLE AGRIBUSINESS EXCELLENCE

As Emirates Rawabi looks towards the future, its first priority is operational excellence. Growth must be supported by reliable production, strong quality, healthy animals, disciplined costs, improved service levels, and consistent product availability.

Secondly, the organisation is working to continue expanding local production capability, including ramping up the new Abu Dhabi dairy farm, progressing the poultry breeder expansion, improving broiler performance, and strengthening integration between feed, farming, and food-production businesses.

Additionally, Emirates Rawabi will continue its digital transformation, alongside accelerating consumer innovation and advancing brand and packaging transformation. The company also intends to expand through new channels, stronger e-commerce and foodservice capabilities, a more effective regional presence, and carefully selected export opportunities. This is in parallel to its commitment to ensuring sustainability will remain embedded in investment decisions.

“Our ambition is to build Emirates Rawabi into one of the region’s most respected integrated food and agribusiness groups, recognised for its performance, innovation, sustainability, and contribution to food security,” Al Refae emphasises.

“The most important point is that food security is ultimately built through people.”

Infrastructure, technology, and capital are essential for successful companies, but they only create value when supported by capable teams, strong governance, and a culture of accountability. Emirates Rawabi’s progress is the result of people working across farms, factories, laboratories, warehouses, distribution routes, commercial teams, and corporate functions on a daily basis.

Since the UAE’s government has created an environment that encourages investment, innovation, advanced agriculture, local manufacturing, and long-term thinking, Emirates Rawabi’s responsibility as a national food group is to convert that opportunity into stronger local capability and measurable economic value.

“Emirates Rawabi is proud of its heritage, but we are equally focused on what comes next. We are building an organisation capable of feeding a growing population, adapting to changing consumer expectations, and representing the quality of UAE food production in regional and international markets,” Al Refae concludes.

“In simple terms, we are born in Dubai and made for the UAE. We nourish the nation whilst helping shape its future.”

The post Emirates Rawabi : The UAE’s Premier Integrated Agri-food Group appeared first on Food & Beverage Outlook.

PASSION FOR SALMON

The Norwegian aquaculture sector holds a strong position in both the national economy and global food production.

Indeed, protein production at sea is seeing high international demand and strongly endorsed by leading health and sustainability organisations due to its nutritional value, low climate footprint, limited freshwater consumption, low land use requirements, and significant scalability.

“How often do you find a product that is very popular whilst also being widely recognised for its health and sustainability benefits? How often do you find a food product that is tasty, healthy, versatile, sustainable to produce, and acknowledged as an important contributor to feeding future generations? We have a remarkable product on our hands!” exclaims Mats Wærøe Langseth, Head of Sustainability at SalMar – the second-largest salmon producer in the world.

The company is proud to have established itself as a frontrunner in this space, harvesting just over 300,000 tonnes (t) of Atlantic salmon in 2025, and aims to produce 350,000 t in 2026.

Since its inception in 1991, SalMar has always been driven by entrepreneurship, continuously challenging industry norms to innovate and develop the sector whilst remaining grounded in fish welfare.

SCHOOLMASTER OF SALMON

SalMar is also continuously focused on quality, emphasised by its fully integrated value chain – from roe to harvest – which enables precision and world-class products across all stages of production.

“Salmon roe is carefully selected and nurtured until hatching. Juveniles are then closely monitored in controlled environments to ensure their needs are met during the early growth stages and our salmon are raised in healthy, sea-based environments until harvest,” Maria Gaasø, Business Developer, outlines.

Alongside quality, “Sustainability in Everything We Do” is one of SalMar’s core cultural tenets.

Case in point, at the World Economic Forum in January 2026, the company was recognised by Corporate Knights as the world’s most sustainable food producer. A year earlier, it was also acknowledged by TIME and Statista as a leading company for sustainable growth.

Yet, for SalMar, its environmental priorities go far beyond gaining industry recognition.

“For us, sustainability is about taking a holistic view of how long-term value can be created whilst supporting local communities, respecting nature, and building on our vision of ‘Passion for Salmon’,” Langseth urges.

Compared to other food production sectors, salmon farming is a highly resource-efficient way of producing healthy food at scale. Reason being, salmon requires only about 1.2 kilograms (kg) of feed per kg of biomass growth, contributing to its low carbon footprint.

From an already low baseline, SalMar has achieved significant reductions in its climate emissions over the past five years, including a decrease of 20+ percent in greenhouse gas (GHG) emissions and more than 40 percent in emissions per unit of production. This puts the company on track to achieve its emissions reduction targets in line with the Paris Agreement.

SalMar is simultaneously reporting its highest salmon survival rate in more than 15 years, an achievement it is deeply proud of.

“The sustainable development we have achieved over time is the result of the hard work and dedication of more than 3,500 employees. Understanding how long-term value is created, and how sustainability contributes to that, is central to our strategic priorities,” Langseth highlights.

LOCAL VALUE CREATION

Local value creation has been part of SalMar’s identity from the outset. Founded in Frøya, a coastal community in Central Norway, the company’s first objective was to create eight full-time jobs locally.

Since then, contributing to thriving coastal communities has remained part of SalMar’s DNA.

Over the last three decades, the company has expanded beyond Frøya to other parts of Norway, as well as Iceland and the UK.

Despite this growth, its founding principles remain the same.

“Successful companies depend on strong communities, and strong communities benefit from successful companies. We are interdependent and must work together to foster open dialogue and a shared understanding of how both sides can contribute to long-term engagement and value creation,” notes Gaasø.

SalMar’s focus on the latter also extends to its local processing operations; instead of only exporting salmon as a whole fish to markets around the world, it delivers ready-to-eat fillets, portions, and loins directly to customers, therefore reducing the need for additional handling and processing further down the value chain.

This ultimately creates greater employment opportunities in its processing facilities, enhances quality assurance, and generates a lower carbon footprint for its products.

“SalMar is also strongly committed to increasing public knowledge and understanding of salmon farming. We operate six salmon exhibition centres that offer free tours of our sea sites and educational experiences,” Langseth adds.

On top of this, the company operates the SalMar Fund, which contributes to community development across the core focus areas of fellowship, diversity, sports, culture, innovation, value creation, and sustainability.

FORGING FISH FARMING INNOVATION

The industry has significantly evolved since SalMar’s inception, particularly as aquaculture transitions from an experience-based approach to data-driven – which the company is keenly adopting.

“Today, we can gather highly sophisticated data from our farms, providing a broader understanding of salmon’s biological needs and the environment in which it lives. Better information leads to better decision-making,” Gaasø informs us.

The Norwegian salmon industry’s leading global position is attracting growing international attention, with many companies worldwide interested in contributing to its development.

For instance, SalMar recently partnered with Tidal, a spinout of X, Google’s Moonshot Factory, to accelerate the deployment of automated feeding and enable real-time, industrial-scale farm intelligence.

The partnership’s objective is to further improve fish welfare and environmental performance through artificial intelligence (AI) and autonomous systems. It also reflects the company’s commitment to sustainable aquaculture and represents one of several development initiatives across its value chain.

SalMar is also actively involved in developing the Salmon Living Lab, a global research and innovation initiative that brings together industry, research institutions, academia, non-governmental organisations (NGOs), and authorities. The aim is to share knowledge, pool resources, and address complex challenges that cannot be solved by individual stakeholders alone.

“The Salmon Living Lab has already attracted some of Norway’s leading research institutions as partners and has several industry-relevant projects underway,” excites Langseth.

STRIVING FOR SALMON EXCELLENCE

For SalMar, being the world’s best salmon producers means understanding the complexity of its operations and striving for excellence in everything it does.

“Our vision, ‘Passion for Salmon’, puts fish welfare and human motivation at the heart of our operations and serves as a key driver of operational efficiency, precision, and performance,” GaasØ smiles.

Over the next five years, the company will invest in new technologies and development projects that further enhance its ability to operate on salmon’s terms.

“Salmon farming is complex, and there is no one-size-fits-all approach. The optimal technology and production strategy depend on the local environment at each site and the biology of the fish,” he affirms.

AI and automation have already begun to play a vital part in SalMar’s operations, and their application is likely to expand in the near future.

Looking ahead, SalMar’s ambition is to continue developing aquaculture on the terms of the salmon, environment, and communities in which it operates. For the company, progress is not defined by growth alone, but by its ability to combine strong biological performance, responsible innovation, and long-term value creation across the coastal regions it calls home.

“What we do today, we do better than yesterday,” concludes Langseth.

The post SalMar : Passion for Salmon appeared first on Food & Beverage Outlook.

PIZZA, PASTA, PEOPLE – INSIDE L’OSTERIA’S FORMULA FOR GROWTH

Dating back centuries, osteria refers to a traditional place for food, wine, and socialising, which still exists today. The term describes a casual, affordable restaurant with a welcoming atmosphere and home-style cuisine.

L’Osteria, a distinguished Italian restaurant brand, embodies this concept, promoting communal dining and authentic Italian dishes.

Established in 1999 in Nuremberg, Germany, it quickly gained popularity amongst locals for its inviting ambience and delectable offerings.

What began as a small restaurant soon grew into an ambitious vision for its founders, Friedemann Findeis and Klaus Rader, to expand.

After the success of its inaugural location, L’Osteria opened additional restaurants in Rosenheim, Regensburg, and Munich.

In a significant milestone for the company, 2009 marked the launch of its first franchise restaurant in Neumarkt in der Oberpfalz, Bavaria, signalling a new era of growth. Also in 2009, L’Osteria opened its first freestanding restaurant in Augsburg.

The expansion trajectory moved beyond Bavaria’s borders, paving the way for a broader presence across Germany. In 2011, L’Osteria embarked on an exciting international adventure in Austria, partnering with gastronomy entrepreneur Maria Klara Heinritzi.

Subsequently, the company ventured into nine more European markets, including Switzerland, England, the Czech Republic, the Netherlands, France, Luxembourg, Poland, Spain, and Denmark, enriching its culinary influence across the continent.

Currently, L’Osteria operates over 220 locations in 11 countries and employs nearly 9,000 people.

“At L’Osteria, success and sympathy go hand in hand – within ‘La Famiglia’, cooperation between suppliers, partners, and employees is the highest maxim,” introduces Jacek Trybuchowski, CEO.

“This also benefits guests: service and hospitality are top priorities. The reliable quality of products such as the ‘best, best pizza and pasta d’amore’, along with the pleasant atmosphere in the restaurants, completes the concept.”

At the heart of L’Osteria’s remarkable journey is a strong commitment to a values-based culture, emphasising the continuous optimisation of operational processes and employee development. This has helped to solidify its reputation not just as a restaurant, but as a beloved dining destination.

The company is based on a three-pillar system: company-owned restaurants, joint-venture restaurants in which the parent company, FR L’Osteria SE, holds at least a 50 percent stake, and traditional franchise restaurants.

In 2025, FR L’Osteria SE acquired a majority stake in Pizza Pilgrims, a British restaurant brand specialising in Neapolitan pizza. This was the next step in building a Europe-wide Italian brand platform for casual dining.

THE GUEST EXPERIENCE

All L’Osteria restaurants follow the same operational framework, covering everything from ingredient specifications and kitchen processes to hospitality standards.

“We believe consistency stems from clear standards, strong leadership, and continuous training. We invest significantly in developing our team because well-trained staff, rather than manuals, create exceptional guest experiences,” Trybuchowski informs.

“Providing a uniform guest experience across a diverse portfolio demands discipline, training, and trust in local teams. Guests are not concerned with organisational charts or market structures; they expect the same outstanding L’Osteria experience, regardless of which restaurant they visit.”

When entering any L’Osteria restaurant, whether in Munich, Vienna, or Prague, Trybuchowski believes the food, atmosphere, and hospitality should be instantly recognisable – a standard he aims to maintain as the company expands throughout Europe.

Another key element of the quality strategy is a centralised supply chain, storing and distributing most products from two logistics hubs in Germany to supply all L’Osteria restaurants across Europe.

This approach ensures consistent product quality across all its markets whilst creating significant purchasing efficiencies.

“We locally source only a select number of beverages and ultra-fresh items, such as fruits and vegetables, to guarantee maximum freshness,” assures Trybuchowski.

CRAFTING AUTHENTICITY

Brand identity is integral to L’Osteria as it shapes the restaurant’s overall perception and experience.

“Italian kitchen culture is at the centre of everything we do. Our dishes are inspired by authentic Italian cuisine and adapted to our concept’s operational standards. To find the right ingredients and culinary influences, we work closely with our suppliers and partners from Italy,” Trybuchowski notes proudly.

“To this day, around a third of our ingredients still come directly from there, which enables us to maintain the quality and credibility our guests have come to expect from us.”

Trybuchowski believes that Italian food is not just a trend; it is a craft based on simplicity, quality ingredients, and hospitality. This philosophy is reflected in L’Osteria’s well-known classic dishes, generous portions, and easy-to-understand dishes, whilst allowing for seasonal specials on its ever-changing menu della casa.

“We have made a conscious decision not to follow every food trend, but rather to pick up on the ones that genuinely fit with our brand identity. We then take our time to adapt them properly to our system,” he explains.

L’Osteria sets itself apart by having a clear understanding of its identity. Standing for authentic Italian casual dining, generous hospitality with great value for money, and a lively, warm, and accessible atmosphere, the combination of iconic food, emotional relevance, and operational scale makes the brand distinctive.

“Our guests recognise us immediately thanks to our oversized pizzas, high-quality pasta, open kitchens, beautiful restaurants, and welcoming La Famiglia vibe,” smiles Trybuchowski.

In a competitive market, L’Osteria knows product quality alone is not enough. Guests remember the whole restaurant experience and how a place makes them feel, which is why hospitality remains its strongest point of difference.

BLENDING TRADITION WITH TECHNOLOGY

Trybuchowski believes that continuing to invest in areas that will strengthen the L’Osteria experience, such as digital guest journeys, simpler restaurant operations, better planning tools, and training, will help teams spend more time with guests.

Whilst technology is important to the company, it should support, rather than replace, hospitality.

“We intend to grow with discipline, a clear brand identity, and the ambition to create restaurants that people actively want to return to,” he reports emphatically.

“If we stay true to our Italian heritage whilst making the dining experience easier, warmer, and more consistent, I believe L’Osteria will remain highly relevant across Europe.”

Indeed, artificial intelligence (AI) is becoming an increasingly important enabler in restaurant operations, and L’Osteria already uses data-driven forecasting and planning tools to optimise labour scheduling and cost of sales, improve purchase accuracy, control costs, and manage restaurant reservations.

“AI tools enable our teams to make better decisions faster, freeing up managers’ time to focus on leadership, team development, and the guest experience,” reveals Trybuchowski.

In addition, L’Osteria continues to invest in modern kitchen equipment, digital operating systems, and integrated restaurant technologies that simplify processes, increase consistency, and enhance efficiency without compromising on hospitality.

CULTURE AT THE CORE

Successful expansion requires L’Osteria’s culture to grow alongside its restaurants.

“We have dedicated many years to building a strong company culture, which is why employee development is central to our growth strategy,” Trybuchowski declares.

“We utilise a company-wide competency model that outlines clear core competencies and transparent development paths for every role, from kitchen and bar staff to service staff, shift leaders, restaurant managers, and C-suite executives.”

The model gives employees direction, helping them understand their current position, the skills they possess, and the steps required for the next stage in their career.

“What matters to us is not someone’s formal background, but their potential, attitude, motivation, and willingness to grow. Our goal is to create fair opportunities for people with a wide range of backgrounds and experiences,” he sets out.

“That’s why we prioritise internal promotion. 90 percent of our future leaders and managers will come from within our own teams because they will understand our restaurants, our guests, and culture from the ground up. Besides that, nothing motivates people more than giving them room to grow.”

L’Osteria acknowledges that growth can lead to increased complexity. As a diverse organisation, it brings people together from various nationalities across different countries and functions. Whilst this diversity is a significant strength, it also necessitates clear standards, effective leadership, and empathy.

The five company values – teamwork, empowerment, mindfulness, focus, and a hunger for success – serve as the foundation for feedback, development conversations, and career decisions.

“Our values help us preserve our La Famiglia culture whilst giving people the structure and support they need to develop,” states Trybuchowski.

“Ultimately, we want every employee to feel they have a genuine opportunity at L’Osteria, regardless of their background or how they joined us. If we can foster a sense of fairness, belonging, and opportunity whilst continuing to grow, our organisational culture will remain strong.”

BALANCING GROWTH WITH HOSPITALITY

A primary focus for the coming year is to continue profitable growth whilst staying true to L’Osteria’s identity, reflected in the five key areas that will guide the company’s strategy for 2026-2028.

“First, we want to support and promote our La Famiglia because people form the foundation for everything else. Second, we’re embracing digitalisation and using AI to lead our business, employing smarter tools for a leaner, more efficient organisation.

“Third, we aim to turn guests into fans by delivering the hospitality and consistency that keep them returning. Fourth, we are developing an international growth platform for Italian brands, expanding our presence thoughtfully rather than opportunistically.

“Fifth, we are committed to improving our margins to ensure growth is not only rapid but also healthy and sustainable. Together, these areas guide every decision we make – growth must always strengthen the brand and never overstretch it,” Trybuchowski outlines.

Hospitality remains at the heart of everything the company does. Whilst technology, expansion, sustainability, and operational excellence are all important, they are only valuable if they enhance guests’ experiences and create better working environments.

“L’Osteria has grown because people form an emotional connection when they visit us. Maintaining this whilst growing across Europe is one of our key responsibilities,” Trybuchowski resolutely concludes.

The post L’Osteria : Pizza, Pasta, People – Inside L’Osteria’s Formula for Growth appeared first on Food & Beverage Outlook.

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.

The post CPM|Crown : Enacting Change in Edible Oils appeared first on Food & Beverage Outlook.

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.

The post Virginia Tech Dining Services : Shaping the Student Experience appeared first on Food & Beverage Outlook.

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.

The post McDonald’s Says ‘I Do’ to Wedding Flavours: Personalised Sauce Pots for your Big Day appeared first on Food & Beverage Outlook.

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. 

The post KFC and ‘Chicken Wine’ to Launch Pop-Up Bar in London   appeared first on Food & Beverage Outlook.

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

The post Al Rabie Saudi Foods : The Choice of Champions appeared first on Food & Beverage Outlook.

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. 

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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. 

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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.

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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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