Cargill Investments Strengthen Edible Oils, Chocolate Production and Food Innovation Network

The investments include expansions at the company’s edible oils bottling facility in Izegem, its gourmet chocolate production site in Mouscron, and a new extrusion pilot plant at its Innovation Center in Vilvoorde.

According to Cargill, the projects enhance both production capacity and research and innovation capabilities while supporting customer-led product development across the food sector.

Edible Oils Expansion Supports Foodservice Growth

Cargill has invested €21 million in its Izegem facility, transforming around 60% of what it describes as its largest edible oil bottling site in Europe.

The expansion is focused on increasing production capacity, introducing greater automation and improving operational efficiency.

The investment has nearly doubled the site’s capacity and includes two new dedicated foodservice production lines designed to provide greater manufacturing flexibility and strengthen service for foodservice customers and the project is intended to reinforce long-term supply reliability while supporting increasing demand for edible oils across European foodservice markets.

Gourmet Chocolate Capacity Nearly Doubled

At its Mouscron facility, Cargill has invested €30 million to expand gourmet chocolate production.

The project adds 10,500 square metres of new production space and nearly doubles the company’s gourmet chocolate manufacturing capacity.

The expanded site will produce Cargill’s premium Veliche couverture chocolate range and support artisanal foodservice operators, restaurants and food manufacturers.

The additional capacity will help customers respond more effectively to seasonal demand, accelerate customised product development and reduce lead times.

New R&D Facility Enhances Product Development

Cargill has also invested €5.4 million in a new extrusion pilot plant at its Vilvoorde Innovation Center.

It is designed to support rapid prototyping, ingredient functionality testing and customer collaboration across food, feed and pet food applications.

The investment builds on a previously announced €45 million investment in Cargill’s food innovation centre in Vilvoorde and further strengthens the company’s European research and development network.

The facility will help accelerate product development and enable closer collaboration with customers seeking new ingredient and formulation solutions.

Belgium Plays Strategic Role in European Food Operations

Cargill highlighted Belgium’s importance within its European food manufacturing and innovation network, citing its established food industry, customer proximity and logistics capabilities.

Geert Maesmans, Vice President of R&D for Cargill’s Food business in EMEA and Cargill’s Belgium Country Lead, said: “Belgium is a key strategic hub for Cargill in Europe, thanks to its strong food industry, close customer connectivity, and advanced logistics infrastructure that enable efficient supply across Western Europe. These investments not only strengthen our local food R&D and production capabilities but allow us to continue to grow with our customers and provide them with more diverse and innovative food solutions across Belgium and the EMEA region.”

Supporting Supply, Innovation and Sustainable Production

The latest investments add to Cargill’s long-standing presence in Belgium, where the company has operated since 1953 and today employs more than 1,500 people across nine locations.

Together, the expansions in Izegem, Mouscron and Vilvoorde are intended to strengthen Cargill’s ability to support food manufacturers, foodservice operators and ingredient customers through increased production capacity, enhanced innovation capabilities and improved supply reliability.

The company said the investments also reinforce its focus on supply, innovation and more sustainable production across its European operations.

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Deal Expands Beverage Portfolio and Strengthens Presence in Key Markets

The transaction, originally agreed in December 2025, was completed on 28 May 2026 through the transfer of ownership of the newly established Meridia S.r.l., based in Sassari, from Campari Group to Disaronno Group.

The acquisition adds two established brands to the company’s portfolio and supports its broader growth strategy across the alcoholic beverages sector.

Portfolio Expansion Supports International Growth Strategy

Disaronno Group operates across nearly 160 countries through its Spirits, Wines and Ingredients divisions. The company employs more than 800 people and reports annual revenues of €370 million.

The acquisition is intended to strengthen its international brand portfolio while increasing its presence in key markets for the spirits category.

Marco Ferrari, Chief Executive Officer of Disaronno Group, said: “This acquisition is an important milestone in our growth strategy. It allows us to strengthen our international portfolio and reinforces our presence in key markets — the United States, Germany and Italy — through Amaro Averna. For Zedda Piras, our priority is to consolidate and grow its footprint in the Italian market.”

The company identified the United States, Germany and Italy as priority markets for the continued development of Amaro Averna, while Zedda Piras will remain focused on strengthening its position within Italy.

Production Operations and Workforce Transition

As part of the transaction, all 11 employees from the two production facilities have transferred to Meridia S.r.l.

The sites include the Amaro Averna production operation in Sicily and the Zedda Piras facility in Sardinia.

The transfer ensures continuity across manufacturing operations while bringing both production sites under Disaronno Group ownership.

Strategic Move Follows Corporate Rebranding

The acquisition follows the company’s recent rebranding to Disaronno Group, a move the business said was designed to reinforce its global positioning.

The addition of Amaro Averna and Zedda Piras further expands the group’s spirits portfolio as it continues to pursue growth opportunities across international beverage markets.

Speaking at the time of the rebranding, Marco Ferrari described the move as a ‘natural evolution of our journey’.

“This new corporate identity strengthens the Group by enhancing the shared values that unite our companies and by enabling a more scalable organization with an increasingly premium and structured profile.

“Choosing an iconic and recognizable name like Disaronno allows us to look to the future while maintaining a strong connection to our roots. With this new identity, we reinforce our international vision and our ability to consistently express the values that guide us. Celebrating ‘Il Buon Vivere’ Together is not simply a mission, but the principle that inspires all our activities and relationships.”

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BROADENING SWEETNER CAPABILITIES  

Tate & Lyle has expanded its partnership with BioHarvest Sciences (BioHarvest) to accelerate the development of next-generation plant-based sweeteners for the global food and beverage industry. 

The collaboration builds on an agreement first established in 2024 and will now focus on developing multiple sweetener molecules designed to address evolving customer requirements around taste, cost, labelling, and sugar reduction. 

The programme combines Tate & Lyle’s expertise in ingredient solutions with BioHarvest’s proprietary Botanical Synthesis™ platform, which enables the development of non-GMO, plant-derived ingredients without relying on traditional agricultural extraction methods for rare botanicals. 

According to Tate & Lyle, expanding the scope of the collaboration reflects the technical progress achieved so far and supports the company’s strategy of creating a broader portfolio of complementary sweetening solutions that can be used independently or together depending on product requirements. 

Tate & Lyle believes no single sweetener can satisfy every food and beverage application, particularly as manufacturers continue to balance consumer expectations for taste, reduced calories, affordability, and ingredient transparency. 

ADDRESSING EVOLVING MARKET DEMAND  

Victoria Spadaro-Grant, Chief Science and Innovation Officer at Tate & Lyle, said the expanded collaboration strengthens the company’s sweetener innovation pipeline whilst helping address unmet market needs. 

She added that the partnership provides greater flexibility for customers seeking category-specific solutions that support sugar and calorie reduction whilst balancing formulation and labelling requirements. 

Research conducted by Tate & Lyle in 2025 across seven global markets found that more than half of respondents planned to reduce their sugar intake over the following 12 months, with consumers showing strong interest in sweeteners derived from fruits and plants. 

BUILDING ON A HISTORY OF INNOVATION  

The collaboration also supports Tate & Lyle’s wider focus on healthier food and beverage solutions. The company highlighted its long-standing role in sweetener innovation, including the discovery of sucralose in 1976, the commercialisation of allulose in 2015, and the development of high-purity bioconverted stevia Reb M in 2018. 

BioHarvest CEO Zaki Rakib said the broadened programme demonstrates confidence in the company’s Botanical Synthesis™ technology and the progress already achieved through the partnership. 

“Together, we are enabling access to differentiated, plant-based sweetening solutions designed to support a range of sensory, application, and economic requirements,” Rakib commented. 

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ENVIRONMENTAL ENERGY AGREEMENT EXCELS

Tiger Brands has signed a significant electricity wheeling agreement with renewable energy supplier Apollo Africa to reduce its scope 1 and 2 greenhouse gas (GHG) emissions, starting with its manufacturing sites in Gauteng.

This agreement is set to begin in 2028 and represents a substantial step in the company’s transition to cleaner energy sources.

Also known as ‘power wheeling’, this process involves transmitting energy from sustainably sourced power generators to end users across different regions of the country through the national power grid.

The transaction involves swapping Eskom-generated electricity for renewable-energy electricity supplied by Apollo Africa through a Power Purchase Agreement (PPA). This PPA commits Tiger Brands to sourcing a specific quantity of electricity from renewable sources, such as wind or solar farms.

Praveen Balgobind, Tiger Brands’ Chief Manufacturing Officer, stated that the wheeling agreement will allow the company to procure renewable energy generated off-site and transmit it across the national grid to its manufacturing facilities in Gauteng.

This approach enables Tiger Brands to access clean energy without being limited by the physical locations of generation plants, providing greater flexibility in sourcing sustainable electricity.

STRATEGIC STEWARDSHIP

By 2028, approximately 60 percent of the electricity supplied to Tiger Brands’ sites by the Ekurhuleni Municipality will be sourced under this wheeling agreement.

The wheeling agreement forms part of Tiger Brands’ long-term sustainability strategy, which includes energy efficiency, responsible sourcing, and environmental stewardship across its operations.

Tiger Brands 2030 Environmental Stewardship targets:

• Reduce water and energy intensity by 30 percent
• Reduce carbon emissions by 30 percent
• 31 percent of electrical energy from renewable sources
• Zero waste to landfill at all sites
• 50 percent reduction in food production waste
• 80 percent of plastic packaging is recyclable or compostable
• 25 percent recycled content in polyethylene terephthalate (PET) packaging

This wheeling agreement is part of a multi-phase journey toward a lower-carbon footprint. In addition to renewable energy procurement through the wheeling agreement, Tiger Brands continues to explore innovative solutions to reduce emissions, conserve resources, and enhance operational performance.

“Wheeling is one of the most effective tools available to South Africa’s large energy users right now, and Tiger Brands is deploying it exactly as it should be, strategically, at scale, and anchored to a clear decarbonisation roadmap,” says Nico de Bruyn, CEO, Apollo Africa.

“Apollo Africa was built to structure and deliver agreements like this one. Our expertise in navigating the wheeling mechanism means we can unlock flexible, cost-competitive renewable energy access for manufacturers without them being constrained by where generation assets are physically located. Tiger Brands is one of South Africa’s most iconic businesses, and we take the responsibility of supporting their 2030 Environmental Stewardship targets seriously. This is the beginning of a long partnership, and we intend to deliver on it.”

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Dairy Strategy Focuses on Sustainable Production and Supply Chain Resilience

The company reported a 26% reduction in greenhouse gas emissions across its dairy value chain in 2025 compared with its 2018 baseline. The programme spans more than 130,000 dairy farmers, over 200 suppliers and partners, and operations in more than 40 countries.

The  Dairy Plan is designed to help transform dairy farming practices while supporting long-term access to high-quality milk and dairy ingredients used across its food and nutrition portfolio.

Antonia Wanner, Chief Sustainability Officer at Nestlé, said: “The Nestlé Dairy Plan is the embodiment of Creating Shared Value: supporting supply continuity, mitigating risk, and delivering benefits to stakeholders.”

“When things are done well, everyone stands to benefit – the farmer who has improved their income or is on firmer ground when challenges arise, Nestlé, which has access to high quality ingredients, and the environment, because of the resource-efficient, nature-based approach to agriculture we are promoting. By working at a systems level with carefully selected partners, we can help the sector transform.”

Emissions Reduction Driven by Feed and Manure Management

Nestlé is helping farmers adopt practices that address two major sources of dairy emissions: feed production and manure management.

Examples include converting manure into renewable energy and producing compost that can be sold as fertiliser. The company said these approaches can help reduce emissions while lowering energy costs and creating additional revenue streams for farmers.

Working through its Institute of Agricultural Sciences and with academic and government research partners, Nestlé is also deploying science-based technologies aimed at reducing emissions from cow digestion and manure management.

As a result of these initiatives, the company reported a 25% reduction in methane emissions and a 26% reduction in overall greenhouse gas emissions across its dairy value chain.

Regenerative Agriculture Adoption Continues to Grow

The Dairy Plan also supports the adoption of regenerative agriculture practices across dairy farms.

Nestlé highlighted measures including soil cover, minimum tillage and tree integration, which are intended to improve soil health, support water management and protect habitats and reported that more than 34% of its dairy supply in 2025 came from farmers implementing regenerative agriculture practices.

These approaches help strengthen ecosystem health while supporting farm productivity and resilience.

Animal Welfare and Productivity Linked to Sustainability Goals

Alongside environmental initiatives, the Dairy Plan incorporates measures aimed at improving animal welfare.

The company said farmers are adopting practices including optimised nutrition programmes, veterinary care and cooling systems to improve herd health and healthier animals can contribute to improved milk quality and productivity, creating benefits for both producers and consumers.

Katja Seidenschnur, Head of Sustainability for the Nutrition & Health business at Nestlé, said: “The Dairy Plan shows that productivity, quality milk and sustainability are closely connected and can positively reinforce each other. Through our collaborative approach across the dairy value chain, we are working to advance this change.

“Together with farmers, we are deploying innovative solutions and technologies that help them build resilience to climate change and economic pressures, develop skills to run their farms as businesses and improve their livelihoods. These practices are also supporting Nestlé’s long-term access to high-quality milk and milk ingredients – crucial for the production of the nutritious products across our portfolio.”

Supporting Farmer Livelihoods and Future Generations

A central component of the programme is supporting the economic resilience of dairy farmers.

The new Dairy Plan helps farmers diversify income streams while building business, financial and farm management capabilities. Training programmes are supported by digital tools that provide decision-making support and additional learning opportunities.

The company believes these initiatives can help make dairy farming more attractive to younger generations by improving income stability and long-term business prospects.

Building a More Resilient Dairy Supply Chain

Nestlé said it reflects a broader effort to create value across the dairy supply chain while strengthening supply security and reducing environmental impacts.

Stephanie Hart, Chief Operations Officer, Nestlé, added: “The Nestlé Dairy Plan is rooted in our operations – it is fundamentally about delivering the right quality ingredients for our portfolio. The progress we have made did not occur overnight.”

“It was built over years of continuous improvement and learning, grounded in the latest science and technology, across our dairy operations, our suppliers and partners, and of course, the farming communities themselves. I have witnessed how passionately our operations teams around the world are working together to make things better. This attention to detail and teamwork is how we can help deliver change at scale.”

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Connected Dispensing Technology Targets Faster Innovation

Its latest dispensing strategy combines real-time consumer data, new equipment formats and updated user interfaces to accelerate beverage innovation and improve the customer experience across restaurants, cafés, bars and other foodservice venues.

Central to the development is Coca-Cola Freestyle, which the company says can now use live consumption data to help bring new beverages from concept to market in as little as 90 days.

Freestyle Data Accelerates New Drink Development

While Coca-Cola Freestyle originally gained attention for offering consumers a wide range of beverage combinations from a single machine, the platform has evolved into a significant source of consumer preference data.

Data collected from Freestyle dispensers provides insight into purchasing behaviour across tens of thousands of locations, enabling faster product development than traditional beverage innovation cycles.

Coca-Cola said insights generated through the platform can lead to market-ready beverages in as few as 90 days, compared with a traditional development process that can take up to 18 months.

Recent examples include Fanta Crimson Sour Cherry at White Castle and Sprite Loco Lime at Wingstop, both of which were developed and launched in less than three months.

“With live data from roughly 11 million servings per day, Coca-Cola Freestyle is the largest, live consumer taste test in the world,” said Megan Tallman, Vice President, Foodservice Innovation and Equipment, North America Operating Unit, The Coca-Cola Company. “No other company has the real-time insight into exactly what consumers are choosing nor the ability to use that same equipment to then craft and launch new drinks based on the trends we see emerging.”

New Equipment Designed for Multiple Foodservice Formats

The company is also expanding its dispensing portfolio to support a broader range of foodservice environments.

Coca-Cola announced the launch of Freestyle Mini in the United States following its initial rollout in Europe. The compact format is designed for venues with limited space, including bars, cafés and smaller hospitality locations.

The company has also developed a new non-alcoholic mixology dispenser in partnership with Micro Matic. The system is intended to provide operators with greater flexibility in creating customised beverage offerings and these additions are designed to help operators deliver differentiated beverage experiences while adapting to the specific requirements of different venue formats.

User Interface Update Highlights Limited-Time Beverage Offers

As part of the Freestyle platform update, Coca-Cola is introducing a new user interface called Equinox, scheduled to launch in the United States on 23 June.

The updated interface is designed to place greater emphasis on unique and limited-time beverage offerings, helping operators showcase new drinks and seasonal menu innovations more prominently.

The company said the enhancement supports its broader strategy of using consumer insights to bring new beverage concepts to market more quickly.

Global Design Strategy Unifies Dispensing Portfolio

Alongside the equipment and software updates, Coca-Cola is introducing Hydrous, a new visual design language that will be applied across its global dispensing equipment portfolio.

The initiative is intended to create a consistent look and feel across Coca-Cola dispensers worldwide while supporting the rollout of future technologies and connected equipment platforms.

Data and Connectivity Drive Future Foodservice Innovation

“We’re evolving our dispense equipment into a connected, intelligent platform where every pour strengthens our understanding of consumers and every unit becomes part of a global network,” said Gigy Philip, Vice President, Global Equipment Platforms, The Coca-Cola Company. “At scale, that’s what allows us to move faster, differentiate our system, and deliver more relevant experiences at the point of pour.”

According to the company, this connected infrastructure is forming the foundation for a new generation of beverage dispensing equipment designed to respond more rapidly to consumer demand and deliver greater flexibility for foodservice operators.

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Scaling Innovation Beyond Pilot Programmes

The initiative, launched in 2019, has engaged more than 1,100 startups from over 50 countries and generated 26 pilot projects. More than 20 projects developed through the program remain active across Barilla’s operations, highlighting the company’s focus on scaling innovation beyond the pilot phase.

The 2026 program follows the launch of BITE (Barilla Innovation & Technology Experience), Barilla’s new innovation centre focused on developing next-generation food products. Good Food Makers will continue to serve as a key platform for co-developing technologies and solutions with external innovators.

“Through Good Food Makers, we continue to invest in an open innovation model capable of generating measurable and scalable impact,” said Laurette Defranco, Head of Open Innovation & IP Rights at Barilla. “Collaboration with startups is a key accelerator to test solutions that create value across our entire value chain, from product development to industrial processes and consumer experience.”

A Partnership Built on Innovation

Developed in partnership with Italian open innovation hub Almacube, the program returns in 2026 to a Barilla-led format after a broader ecosystem edition in 2025 that included supply chain partners.

Applications are open from May 25 to July 10, 2026. Selected startups and innovative companies will participate in an eight-week co-development process beginning at Barilla’s headquarters in Parma, Italy. The program includes direct collaboration with Barilla teams, access to operational data and industrial use cases, and the development of proof-of-concept projects before a final Demo Day presentation to company leadership.

Barilla is seeking technologies and solutions across three focus areas for 2026:

• Smart onboarding and learning platforms for technical workforce training
• Ready-to-use meal solutions aligned with evolving consumer eating habits
• Snack and mini-meal concepts focused on emotional well-being and cognitive performance

Commercial Deployment

Several technologies developed through previous editions have already been deployed commercially. These include supply chain traceability solutions now applied to more than 400 million jars of Barilla pesto, along with digital knowledge-management platforms used across multiple production sites to improve operational efficiency and knowledge sharing.

The program reflects growing interest across the food and beverage sector in using startup partnerships to accelerate innovation cycles, improve manufacturing agility and strengthen product development pipelines.

Applications are available at http://www.goodfoodmakers.it

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Building a Sustainable Future

Operating in more than 155 countries and territories, the parent company of KFC, Pizza Hut, Taco Bell and Habit Burger & Grill said it is continuing to integrate sustainability initiatives into both operations and supply chains.

Jon Hixson, Chief Sustainability Officer at Yum! Brands, said: “Whether it’s improving packaging, protecting the landscapes where our ingredients are sourced or working with partners around the world, these efforts reflect how we’re building a more resilient business for the future.”

Pizza Hut Packaging Redesign Targets Circularity

At Pizza Hut U.S., a redesigned wing bowl is helping improve recyclability while increasing the use of recycled materials in food packaging.

The packaging redesign, recognised by the Association of Plastic Recyclers, removes materials including carbon black and excess fillers that previously limited recyclability. The new packaging also incorporates recycled content intended to support wider reuse of food-grade recycled plastic.

Emily True, Director of Sustainability at Pizza Hut, said: “This redesign is about making better choices at every stage of the packaging lifecycle.

“From materials to recyclability, we’re working to reduce waste and support more sustainable systems while still delivering the quality our customers expect.”

Taco Bell Expands Sustainable Grazing Partnership

Taco Bell is continuing its partnership with National Fish and Wildlife Foundation through the Rocky Mountain Rangelands Program to support more sustainable cattle grazing practices in the Intermountain West region of the United States.

The initiative includes projects focused on restoring wildlife habitats, improving water management and supporting ranchers in adopting sustainable land management practices. The projects are also helping improve grazing conditions across more than 300,000 acres.

Missy Schaaphok, Senior Director of Global Nutrition & Sustainability at Taco Bell, said: “What people don’t see directly on our menu is how we also prioritize sustainability just as much as craveability.”

KFC Collaboration Focuses on Sustainable Palm Oil and Soy

In South America, KFC is working with Conservation International to support more sustainable production of palm oil and soy across Brazil and Ecuador.

The collaboration is focused on land management practices aimed at reducing deforestation, supporting farmers and strengthening agricultural supply chains linked to Yum! Brands’ global food system.

Yum! said the projects form part of broader landscape-level sustainability initiatives designed to create positive outcomes for both communities and ecosystems.

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FRESHLY BAKED AND READY TO GO

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

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

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

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

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

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

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

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

HERITAGE BAKED IN

Cooplands is a bakery business with real heritage.

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

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

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

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

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

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

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

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

A RECIPE FOR GROWTH

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

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

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

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

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

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

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

MORE THAN A BAKERY

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

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

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

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

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

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

SERVING THE HEARTLAND COMMUNITIES

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

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

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

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

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

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

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Better Sourcing, Better Nutrition and Better Operations

Nomad Foods has released its 2025 sustainability report, detailing progress against environmental and operational targets under its “Appetite for a Better World” strategy.

The report, covering the period from January to December 2025, outlines advancements across the company’s three sustainability pillars: Better Sourcing, Better Nutrition and Better Operations.

The company said the publication follows its inclusion in the 2026 Dow Jones Best in Class Index Europe for the fifth consecutive year.

A Focus on Execution Across the Business 

David Pettet, Head of Sustainability at Nomad Foods, said, “Our performance in 2025 reflects a strong focus on execution across the business, and highlights the importance of embedding sustainability into everyday decision-making.

The progress detailed in our 2025 sustainability report is the result of close collaboration across teams, supported by clear targets, robust data and transparent reporting, underpinned by the goodness of frozen food. This delivery-led approach ensures our commitments translate into tangible outcomes across our value chain and makes a positive impact on wider society.”

Sustainable Seafood and Regenerative Agriculture Progress

Nomad Foods reported that 99.9% of sourced fish and seafood volumes were MSC- or ASC-certified by the end of 2025, up from 99.6% in 2024.

The proportion of sales volume carrying MSC- or ASC-eco-labels also increased from 99.3% in 2024 to 99.9% in 2025.

Across its agricultural supply chain, 97% of sourced vegetables, potatoes, fruit and fresh herbs achieved silver or gold status under the SAI Farm Sustainability Assessment in 2025, representing a 2.1% increase compared with 2024.

The company also stated that 100% of Birds Eye pea growers in East Yorkshire and North Lincolnshire had achieved FSA Silver or Gold status.

Food Manufacturing Emissions and Renewable Energy Targets

Nomad Foods said its legacy business reduced absolute greenhouse gas emissions by 41.1% from a 2019 baseline, exceeding its Science Based Targets initiative-approved target of a 25% reduction by 2025 and all 14 of its legacy factories have now transitioned to 100% renewable energy.

Nomad Foods also confirmed that the Science Based Targets initiative has validated its 2050 net-zero target and approved renewed science-based greenhouse gas reduction targets covering both operations and supply chain activities.

Food Waste Reduction and Sustainable Packaging

The report highlighted continued progress on operational efficiency and waste reduction across the business.

Over the past decade, Nomad Foods said it reduced edible food waste as a proportion of food production by 27.7% compared with a 2015 baseline, supporting its target to halve food waste by 2030.

The company also reported that 95.1% of consumer packaging was recyclable in 2025.

Healthier Frozen Food Portfolio Expansion

Nomad Foods said 95.9% of branded net sales in 2025 came from Healthier Meal Choices.

The business also reported that 99.9% of its branded portfolio is now free from artificial flavourings, colourants and taste enhancers and the results support its strategy of positioning frozen food as part of a more sustainable and resilient food system.

Dominic Brisby, Chief Executive Officer of Nomad Foods, said, “In my first few months as CEO, I’ve been impressed by the ambition of Nomad Foods’ sustainability commitments. Our progress reinforces the critical role of frozen food in building a more resilient and sustainable food system, demonstrating how it is helping to drive meaningful transformation across the industry.”

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THE HEART OF UK ECONOMIC AMBITIONS

As one of the world’s largest snacking companies, Mondelēz International has published its new Joy-makers and Growth-creators report, outlining the company’s economic impact across the UK and calling for greater regulatory stability to unlock future growth.

Backed by more than 200 years of British manufacturing heritage, the company – whose portfolio includes Cadbury, BelVita, Philadelphia, Toblerone, and OREO – says the sector must be placed at the heart of Britain’s economic ambitions.

INVESTING IN UK MANUFACTURING

The report highlights how Mondelēz International contributed £2.3 billion to the UK economy in 2025, whilst supporting nearly 12,000 jobs nationwide. Of those, 3,800 are directly employed across eight UK sites.

The company also spent £1.3 billion with more than 1,000 UK suppliers, spanning dairy farming, logistics, manufacturing, and retail supply chains.

Alongside its economic contribution, Mondelēz International has invested £135 million into UK manufacturing operations since 2022, as well as a further £24 million into research and development facilities.

The UK now represents the company’s largest global R&D hub, employing more than 700 scientists and engineers focused on food science, nutrition, and wellbeing innovation.

SUPPORTING REGIONAL GROWTH

Mondelēz International says its impact stretches far beyond factory sites, supporting local economies and communities across every UK region.

In the West Midlands alone, the company contributes nearly £600 million in gross value added (GVA) and employs more than 2,000 people.

The business has also donated £7.7 million to UK charities since 2022, whilst its Health for Life programme has reached more than 266,000 people nationwide.

Further investment in talent development also remains a key priority. Recognised as a UK Top Employer by the Top Employers Institute, Mondelēz International supported 98 apprentices during 2025 as part of its wider early careers strategy.

CALLING FOR POLICY STABILITY

Despite its continued investment, Mondelēz International warns that rising operational costs, supply chain disruption, and policy instability are placing increasing pressure on the food and drink sector.

The company argues that frequent policy changes can undermine investment confidence, increase compliance costs, restrict consumer choice, and ultimately slow economic growth.

As part of its recommendations to the Government, Mondelēz International is calling for food and drink manufacturing – an industry worth £42 billion and employing 500,000 people – to be formally recognised as a priority sector within the UK Industrial Strategy.

The company also wants to see reforms to the skills system aligned more closely with the needs of advanced manufacturing, alongside stronger collaboration between Government, industry, and academia to drive innovation and competitiveness.

BUILDING ON A 200-YEAR LEGACY

According to Christian Woolfenden, Senior Vice President and Managing Director for UK & Ireland at Mondelēz International, the business remains committed to supporting Britain’s long-term economic growth.

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The 7 Best Full-Service Private-Label Alcohol Companies in North America

In an ever-expanding private-label market, finding the right partner is paramount. Some companies excel in providing comprehensive, end-to-end solutions that address the complexities of launching a new brand, whether sourcing high-quality ingredients or navigating regulatory challenges. These are the top contenders.

1. AlcSource

AlcSource is a premier private-label alcohol partner known for its bulk alcohol sourcing, regulatory compliance and top-tier production management. The company specializes in spirits and ready-to-drink RTD beverages, providing innovative solutions tailored to each client’s distinctive needs. With a reputation for accelerating time-to-market, AlcSource stands out by efficiently navigating the complex landscape of alcohol brand licensing. Its deep expertise ensures compliance with all regulatory requirements, while established distribution networks facilitate smooth market entry.

Key Features

• Comprehensive regulatory compliance support
• Access to a diverse range of bulk alcohol options
• Expertise in managing production timelines

2. U.S. Beverage Manufacturing

U.S. Beverage Manufacturing offers its clients high-quality, end-to-end solutions from product concept development to finished beverage production. It equips its state-of-the-art facilities to handle a variety of beverages, including alcoholic and non-alcoholic options. The company prides itself on its commitment to quality and operational reliability, ensuring that its client brands maintain high standards from inception to distribution.

Key Features

• Full-spectrum beverage production capabilities
• Rigorous quality assurance processes
• Extensive experience with both alcoholic and non-alcoholic products

3. MGP Ingredients

MGP Ingredients specializes in premium distilled spirits and offers a wealth of experience in whiskey, gin, and other alcoholic beverage production. Known for its high-quality grain neutral spirits and versatile production capabilities, MGP is an invaluable brand partner for those looking to differentiate themselves in a competitive market. Its expertise in regulatory compliance, combined with innovative distilling techniques, positions it as an industry leader.

Key Features

• Specializes in whiskey and gin production
• Strong emphasis on quality control and compliance
• Customizable distilling solutions to fit brand needs

4. Big Brands LLC

Big Brands LLC provides a comprehensive suite of services aimed at alcoholic beverage formulation, branding and distribution. Emphasizing collaboration with clients to develop unique flavors and formulations that reflect market trends, Big Brands focuses on creativity and quality. This emphasis ensures that its partners can confidently enter the market with distinctive products that meet and exceed consumer demands.

Key Features

• Tailored beverage formulation services
• Collaborative approach to brand development
• Expertise in unique flavor profiles and market trends

5. BevSource

As a sister company to AlcSource, BevSource is renowned for its expertise in alcoholic and non-alcoholic beverage outsourcing solutions. The company provides end-to-end support, from ingredient sourcing and production management to regulatory compliance and logistics. Through a customer-centric approach, BevSource helps brands scale efficiently while maintaining quality control throughout the production process.

Key Features

• Expertise in both alcoholic and non-alcoholic beverage production
• Comprehensive ingredient sourcing and logistics management
• Highly efficient operational processes designed for scalability

6. CA Manufacturing Partners

CA Manufacturing Partners offer a wide array of manufacturing services to support brands on their journey from concept to market. Its facilities can handle all the complexities of production, ensuring that every product meets stringent quality standards. By providing a full solutions suite, CA Manufacturing Partners enables clients to focus on building their brands while leaving the complexities of production to the experts.

Key Features

• Full-service manufacturing capabilities
• Focus on quality assurance and compliance
• Flexibility to adapt to various beverage formulations

7. FlavorSum

FlavorSum is a leading flavor solutions provider specializing in the development of individual and innovative flavors for alcoholic beverages. With expertise in crafting tailor-made flavor profiles, FlavorSum caters to diverse brands aiming to create standout products in a crowded marketplace. The company’s commitment to quality and creativity is evident in its extensive portfolio, which includes a range of spirits and RTD offerings. By utilizing cutting-edge flavor technology and natural ingredients, FlavorSum helps brands enhance their appeal and meet evolving consumer preferences for distinct and authentic beverage experiences.

Key Features

• Custom flavor development tailored to brand specifications
• Extensive experience with a wide range of alcoholic beverages
• Utilization of innovative flavor technology for quality and authenticity

What Makes the Top Private-Label Alcohol Manufacturers?

Compiling a realistic list of the leading private-label alcohol companies requires specific criteria essential to a brand’s success in today’s competitive landscape. Focusing on key attributes such as service scope, compliance expertise, sourcing capabilities and speed to market allows assessors to frame the value propositions for brands seeking reliable partners. These factors are critical in ensuring that new alcohol brands thrive while navigating an increasingly complex industry.

End-to-End Service Scope

Being a single point of contact is crucial for brands. A full-service partner simplifies sourcing, compliance and production processes, allowing brands to focus on their core business functions.

Compliance and Regulatory Expertise

Navigating the labyrinth of federal Alcohol and Tobacco Tax and Trade Bureau (TTB) and state-level regulations is an achievement. A top partner offers deep knowledge of licensing requirements and label approvals, ensuring brands remain compliant while avoiding costly delays.

Sourcing and Production Capabilities

Access to high-quality bulk alcohol and a robust network of reliable co-packing facilities empowers brands to maintain quality while meeting rigid production demands.

Speed to Market

A proven ability to navigate hurdles enables new brands to accelerate their launch timelines and establish market presence in record time.

Finding the Right Partner for Your Alcohol Brand

Launching a new alcohol brand involves navigating a competitive landscape, meaning the right partnership is essential for success. A true full-service partner manages the entire ecosystem, considering compliance all the way to production and offering the fastest and most secure path to market.

This comprehensive approach ensures you can streamline your brand processes and mitigate risks effectively. As you evaluate your options, consider your specific needs alongside potential partners’ capabilities to make the best decision for your brand’s future and ensure a successful entry into the competitive alcohol market.

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IMMERSIVE THEATRE MEETS FINE DINING

As immersive experiences continue to reshape the hospitality and entertainment industries, food and beverage have become increasingly integral to storytelling.

Audiences now expect experiences that engage every sense, with carefully curated menus, drinks, aromas, and service working in harmony to create fully realised worlds that blur the boundaries between theatre and dining.

The Lost Estate has become known for producing large-scale immersive productions that combine live performance with meticulously researched hospitality concepts.

Its latest production, CHAT NOIR!, transports guests into the bohemian cabarets of 1890s Paris, drawing inspiration from the legendary Le Chat Noir – a legendary, bohemian 19th-century cabaret in the city’s Montmartre district, founded in 1881 by Rodolphe Salis –and the birth of modern gastronomy.

From absinthe fountains and Belle Époque cocktails to refined takes on classic French bistro dishes, every detail has been designed to evoke the atmosphere, flavours, and sensory excess of the era.

Rowan Bell, co-Founder and Creative Director of Hospitality, discusses the process of balancing historical authenticity with contemporary expectations, integrating food and drink into immersive storytelling, and overcoming the operational complexities of delivering theatrical dining experiences at scale.

EME Outlook (EO): CHAT NOIR! draws heavily on the culinary world of 1890s Montmartre. How did you approach balancing historical authenticity – dishes like Coq au Vin and absinthe culture – with the expectations and tastes of a contemporary London audience?

Rowan Bell, co-Founder and Creative Director of Hospitality (RB): We always start with a research phase where we’re looking at primary sources, period menus, and documented techniques from the time, but the execution is done with modern palates in mind. We want to retain enough of the original concepts that people feel they’ve been transported back in time, but not so much that they don’t like it!

For example, Coq au Vin remains pretty faithful to the rustic style it would be served in at the time, but we refine variables that 1890s kitchens couldn’t have controlled as precisely, such as temperature, quality of produce, and consistency of other basic ingredients.

We also apply a fundamental principle to all food and drink design: everything we make has to have been possible at the time we are recreating in the experience.

So, we allow ourselves enough fantasy and artistic license that the food and beverage offerings fit within the heightened fantasy of the experience’s world, but we only use ingredients (and largely techniques) that existed at the time.

Everything on our cocktail menu, for example, could have been made by a bartender in the 1890s – even if many of them are much more creative than what you would have typically found in a dingy Parisian tavern!

This approach often means a huge amount of research that our guests will never see or be aware of, but which we believe both provides creative guardrails and a solid underlying logic to the menus, tying them together and making them feel ‘real’.

We designed the physical menu specifically to highlight absinthe culture (the “green hour”, absinthe spoons, fountains, etc.), but also tried to frame it in a way that provides an easier way in for modern audiences.

So, for example, instead of just having one house pour (as most establishments would have done at the time), we’ve built up both an array of different styles of absinthe to choose from, as well as three different serves (classic, frappe, fountain for two to share) – giving at least 24 possible combinations!

We hoped that being super inventive and in-world with how absinthe was presented in the menu, coupled with lots of choice and helpful tasting notes, we’d encourage people to really feel like they’d travelled back in time – and be brave enough to give it a go.

But, honestly, we had no idea before opening how it was actually going to land. No idea whether we’d sell 2 absinthe fountains per night or 50! Luckily, it’s been a total hit – it’s actually taken us by surprise how incredibly popular it’s been – it’s great to see people up for experimenting with something as potentially challenging as absinthe. We’ve now got what I imagine is one of the biggest stocks of absinthe fountains (for a bar) in the UK – perhaps even in the world!

EO: At The Lost Estate, food isn’t just service – it’s part of the narrative. When creating the menu for CHAT NOIR! how early does the culinary concept come into the creative process, and how closely is it integrated with character, music, and staging?

RB: We think about everything as one from the very beginning. The food, drinks, music, staging, lighting, costumes, text, and choreography are all conceived collaboratively and developed together, in the same way we ultimately want our guests to experience them.

Our creative process typically lasts nine to twelve months, and the hospitality offering for CHAT NOIR! has been evolving since the earliest stages of development. Very early on, we’re asking what the audience will taste, smell, drink, and physically handle throughout the evening.

For us, the menu has to feel justified by the narrative and environment. The food exists because it genuinely belonged to that world, but also because it reflects Rodolphe Salis’s original vision of performance and hospitality fused into one experience.

One of the slowest and most labour-intensive parts of the process is often the physical menu design itself. We spend huge amounts of time studying historical sources, sometimes dozens of them, trying to capture all the tiny visual and linguistic details that make the world feel ‘real’.

EO: Immersive theatre presents unique operational challenges compared to traditional hospitality. What are the biggest creative hurdles in delivering a high-quality dining experience while also maintaining the illusion of being in 1890s Paris?

RB: Each experience has to run to very precise timings, and because there are often large parts of the experience when it wouldn’t be possible to serve food and drink due to the action on stage, we are left with small pockets of time when we have to suddenly serve over 200 guests.

This presents a huge operational challenge that has taken us years to get on top of and spans almost every area of the experience, from the design of the room and seating to the design of the menus. Food has to be plated at lightning speed on the pass, so it’s designed with a maximum number of moves in mind and a clean presentation that will survive a very bumpy, hurried journey from pass to plate!

Getting this right involves careful consideration of which dishes to serve, as well as plates, food presentation and design of sides and sharing. All with the intention that these problems become invisible to the guest, and their world isn’t broken.

The cocktail operation is also something we’ve worked hard on over the years. It’s the same problem, fundamentally: as the experience moves between points when we can take orders and deliver drinks to periods of action, we’re often faced with the need to deliver hundreds of carefully crafted cocktails simultaneously. We’ve developed a batching system over the years, including our own recipes for shelf-stable citrus juices, which help make this possible.

We’ve also designed our non-public bar (where most of the drinks are made) to facilitate this delivery, with a setup more like a kitchen than a bar, with a pass area and different stations.

Again, with drinks, the design specifically limits the number of moves required on the pass to make the drink, ensuring speed and consistency.

EO: The experience celebrates the birth of modern gastronomy and haute cuisine. From your perspective, what defines that era’s influence on today’s dining culture – and how have you translated those principles into a menu that still feels relevant and exciting in 2026?

RB: What’s incredible about this period of food history (the rise of haute cuisine) is that it’s really the moment when dining becomes an art in the modern sense. A kind of process, beauty, balance for their own sake.

This is when things like curated menus started coming in, when service standards became super important. This is where things like tasting menus, refined sauces, celebrity chefs, food as theatre, wine pairings, and all sorts of other things began.

I feel this era is what now defines basically all fine dining the world over – it’s got to be the single biggest influence on the culinary world ever, by far. Every time a chef takes a piece of traditional cuisine, takes it apart, and turns it into beautifully cooked protein, a refined sauce, and garnishes, that’s French 19th-century influence, right there (or, probably more specifically, Escoffier’s influence).

With CHAT NOIR! , although we took inspiration from haute cuisine, we are not trying to tell that particular story. We’re interested in imagining how the chef of a club like the original Le Chat Noir would have been inspired by the culinary movement around them.

The food in such establishments would likely have been pretty basic – bistro style, often primarily cold cuts that would keep well for hours into the evening. So we’ve taken that as our inspiration – providing a cold spread to start that is already laid out as guests arrive.

Then, taking two classic French bistro dishes – coq au vin and tarte citron, and imagining how they would have been presented by a club chef who had been inspired by Escoffier and the haute cuisine style.

So the dishes become cleaner, more process-driven, with a little flair and decoration. The sauce, for example, becomes more refined and richer with reduced stock, rather than the flour-thickened braising liquid typical of the time.

EO: Beyond the dishes themselves, how do elements like aroma, texture and drink pairing help transport guests fully into the world of 1890s Montmartre?

RB: We see the entire food and drink offering – not just the dishes themselves, but everything surrounding them – as being just as important to creating a world and transporting guests to a time and place as the show itself.

Our aim is to create one whole, rather than a series of distinct parts. In the minds of guests, the food and drink become part of the world, part of the story, rather than something experienced separately from the theatre.

In a real Parisian cabaret of the 1890s, the experience would never have been divided neatly into categories of “show”, “food”, and “drink”. It was all part of one sensory world. In fact, the whole point of cabaret as an art form is that it combines variety entertainment and hospitality into one experience, and this was the great innovation of Rodolphe Salis, Founder of the original Le Chat Noir.

In terms of aroma and taste specifically, the experience is designed around a ‘Green Hour’ that begins just before the second part of the action. This is when we bring out all the absinthe orders, with dozens of absinthe fountains suddenly flooding the room.

Then, as the aroma of the louching absinthe drifts across the tables and reaches guests’ noses, we begin an absinthe dream that spreads across the entire space. The lights dim to a faint green, an absinthe drip appears centre stage, and the sound of chilled water falling into the emerald spirit is amplified throughout the room.

Salis then begins a kind of ASMR poem to absinthe, describing its aromas, flavours and ingredients, while the house band plays strange, haunting music. Things become stranger and more sensual, the audience losing themselves deeper and deeper in the dream, absinthe mixing with music, words, dance, and poetry.

This is all to say: we take the idea of integrating hospitality and theatre pretty seriously!

The Lost Estate’s CHAT NOIR! runs at 9 Beaumont Avenue, near West Kensington station, booking until September. For more information and to book, visit www.chatnoirlondon.com

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Glebe Farm Foods invests in recyclable paper packaging technology

Glebe Farm Foods has installed a new on-site paper packaging machine as part of its wider sustainability strategy, enabling the company to trial recyclable paper packaging across its retail oat product range.

The investment was part-funded through Huntingdonshire District Council’s Rural England Prosperity Fund (REPF), which supports rural business investment in equipment, facilities and economic growth initiatives.

The company’s flagship PureOaty porridge oats are the first products to undergo the paper packaging trial and are now available in recyclable paper bags alongside the existing packaging format.

Packaging shift reflects changing consumer expectations

Glebe Farm Foods said the move toward paper packaging reflects growing consumer demand for recyclable alternatives to plastic packaging within the food and beverage sector.

The new paper bags are made from responsibly sourced materials and are fully recyclable, with disposal guidance clearly displayed on pack.

“We’re always looking for ways to be more sustainable as a food and drink manufacturer, and moving to paper packaging is an important step for us,” said Philip Rayner, Managing Director and Co-Founder of Glebe Farm Foods.

 “Today’s shoppers are making more conscious choices, actively seeking out recyclable packaging and moving away from brands that rely on unnecessary plastic – a move which we are delighted to see. But we truly believe new paper packaging isn’t just good for business; it’s the right thing to do for our customers and the planet.”

Vertical integration supports traceability and lower environmental impact

Glebe Farm Foods said its vertically integrated supply chain model supports both product traceability and environmental performance.

Unlike many food manufacturers, the company grows and mills its own oats or sources them from farmers located within a 70-mile radius before packaging products on site, this allows products to be traced from field to shelf while reducing environmental impact across sourcing and production operations.

The addition of paper packaging capability also creates potential opportunities to support other food and beverage brands seeking to transition to more sustainable packaging formats without investing in their own machinery.

Renewable energy and circular production initiatives continue

The paper packaging investment forms part of a broader sustainability programme implemented by the company in recent years.

The entire production process is powered by renewable energy, including three biomass boilers fuelled by by-products from oat milling operations, eliminating the need for fossil fuels and the company has also expanded its solar generation capacity through the installation of an additional 467kW of roof-mounted solar panels.

Regional funding supports sustainable manufacturing investment

Huntingdonshire District Council said the Rural England Prosperity Fund was designed to help rural businesses strengthen productivity and invest in sustainable technologies.

“Through the Rural England Prosperity Fund, we were pleased to support Glebe Farm Foods in investing in innovative, sustainable technology,” said Mike Gildersleeves, Deputy Chief Executive and Corporate Director for Place at Huntingdonshire District Council.

“This project demonstrates how targeted grant funding has helped rural businesses enhance productivity, reduce environmental impact, and strengthen Huntingdonshire’s reputation as a place where forward-thinking businesses can grow and thrive.”

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Lay’s launches FIFA World Cup 2026 consumer campaign

Lay’s has unveiled a new FIFA World Cup 2026 marketing campaign aimed at expanding tournament engagement beyond traditional soccer audiences, positioning “bandwagon fandom” as a shared consumer experience centred around snacking and social occasions.

The campaign, titled “Jump On, America,” features comedian Will Ferrell alongside David Beckham and Marshawn Lynch in a nationwide advertising push tied to the FIFA World Cup 2026.

As an Official Sponsor of FIFA World Cup 2026, Lay’s said the initiative is designed to encourage broader participation in the tournament, regardless of consumers’ level of football knowledge or fandom.

Celebrity-led campaign targets casual sports audiences

The campaign centres on a Lay’s-branded “Bandwagon” vehicle driven by Will Ferrell, who encourages consumers to “jump on the Bandwagon” and engage with the tournament through shared food and viewing experiences.

Lay’s said the campaign aims to reposition the term “bandwagon fan” from a criticism into an inclusive invitation for consumers to participate in the cultural moment surrounding the tournament.

“Soccer is one of the fastest-growing sports in the U.S., yet for many, the FIFA World Cup can still feel out of reach,” the company explains. “Lay’s saw an opportunity to meet consumers where they already are: gathering with friends, enjoying major cultural moments, and reaching for potato chips.”

“People love to pretend you have to pass some kind of test to enjoy the FIFA World Cup,” said Will Ferrell.

 “Lay’s is basically saying: forget that. Just jump on the Bandwagon, grab some chips, and have fun. No expertise required, just enthusiasm and snacks.”

Experiential activations support nationwide engagement

Lay’s is extending the campaign through a coast-to-coast “Bandwagon Tour,” with planned activations in Los Angeles, Dallas and New York City.

The events will include product sampling and interactive consumer experiences designed to bring the campaign into physical retail and live-event environments.

The experiential strategy forms part of Lay’s broader FIFA World Cup 2026 sponsorship activity focused on creating what the brand describes as “memorable moments” around the tournament.

Limited-edition flavour launches expand product tie-ins

Alongside the advertising campaign, Lay’s is introducing a range of limited-edition potato chip flavours tied to international football themes.

The range includes:

• Lay’s Argentinian-Style Steak with Chimichurri
• Lay’s Brazilian-Style Garlic Sauce
• Lay’s Wavy French Onion Soup

The flavour rollout links product innovation with tournament-driven consumer engagement, combining international taste profiles with seasonal sports marketing.

Merchandise and digital engagement strategy

Lay’s is also incorporating merchandise and social engagement into the campaign through a limited-edition “Go Soccer” jersey featuring interchangeable patches representing all 48 FIFA World Cup 2026 participating countries.

The company said the design is intended to allow consumers to support multiple teams throughout the tournament.

Additional promotional activity includes recurring social media giveaways and competitions offering fans the opportunity to win FIFA World Cup 2026 Final tickets.

International campaign activity

Internationally, Lay’s is also relaunching its “No Lay’s, No Game” platform through an “Epic Watch Party” activation.

The initiative includes supermarket-based fan experiences and digital engagement through a dedicated WhatsApp channel designed to maintain consumer interaction throughout the tournament period.

The campaign invites football fans to participate in shared viewing experiences with “5 global icons” as part of its broader FIFA World Cup 2026 marketing programme.

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