Issue 09

Food & Beverage Insights

SAVOURSMITHS : Savouring the Flavour of the Crisp Paradigm Shift

From humble potatoes to gourmet crisps, SAVOURSMITHS is transforming snacking with bold flavours and a rich family heritage, turning a classic treat into a decadent experience. Co-Founder Colette Russell Smith discusses culinary quality, sustainability, and future plans.

By

Rachel Carr

Aug 4, 2026

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Food Manufacturing

Cooplands Bakery : Freshly Baked and Ready to Go

From a single, humble shopfront in Scarborough to 154 shops across the Northeast of the UK, Cooplands Bakery has risen over the last century to become a modern bakery business that has stayed true to its artisan roots. John Ruddock, CEO, tells us more.

By

Presley Smith

Lucy Pilgrim

Aug 4, 2026

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Agriculture & Farming

DN AGRAR : From Farm to Future Dairy Dominance

On a mission to revolutionise the milk industry, leading dairy producer DN AGRAR is setting ambitious goals for sustainable growth and expanding its market reach across Europe. CEO, Peter de Boer, discusses the company’s advanced approach to agriculture and the environment.

By

Presley Smith

Rachel Carr

Aug 4, 2026

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Food Manufacturing

Brakebush : Chicken to Impress

Celebrating over 100 years of excellence, family-owned poultry processor and distributor Brakebush combines innovation, responsible sourcing, and customer-focused solutions to deliver premium products to customers across North America.

By

Harry Thurlow

Lily Sawyer

Aug 4, 2026

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Restaurants & Outlets

Osmow’s Shawarma : Delicious Scenes for Shawarma

Osmow’s Shawarma continues to take the North American culinary industry by storm as it celebrates a quarter century of success. We catch up with CEO, Ben Osmow, and hear more about the brand’s scrumptious updates.

By

Harry Thurlow

Ed Budds

Aug 4, 2026

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Food Manufacturing

Danone Romania : Nurturing Nutrition

With the ambition of continued growth alongside stronger brand equity, innovation, and competitiveness, Danone Romania is making its mark on the dairy, plant-based, baby, and medical nutrition industry. We explore further with Delia Corniciuc, Marketing and Growth Acceleration Director for Central and Eastern Europe.

By

Presley Smith

Ed Budds

Aug 4, 2026

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Food Manufacturing

Al Rabie Saudi Foods : The Choice of Champions

Rooted in originality and flavour, Al Rabie Saudi Foods boasts nearly 70 years of providing the freshest, most innovative products to the food and beverage market. We take a closer look at the company’s dedication to quality.

By

Presley Smith

Lauren Kania

Aug 4, 2026

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Restaurants & Outlets

Chickie’s and Pete’s : Philadelphia’s Favorite Local Sports Bar

For those in search of the ultimate game day experience, Chickie’s and Pete’s is the place to be, offering an award-winning mix of delicious cuisine and live, watch-along sports action.

By

Harry Thurlow

Ed Budds

Aug 4, 2026

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Pet Nutrition

Montego Pet Nutrition : Africa’s Pet Care Pioneers

Montego Pet Nutrition has placed its genuine love of pets at the heart of its business for 26 years. Johan van Jaarsveld, Managing Director, tells us about the family business and its promise of ‘Better Every Day’.

By

Harry Thurlow

Lauren Kania

Aug 4, 2026

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The 1-2-1 Series

An Interview With Joe Yalley-Ogunro, Head of Sustainability, Finlays

Joe Yalley-Ogunro, Global Head of Sustainability at Finlays, explains why collaboration, traceability, and practical decarbonisation will be essential to building more resilient and sustainable beverage supply chains.

By

Neil Perry

Aug 4, 2026

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Food & Beverage Insights

Blue Ventures : Resilient Women, Resilient Ocean

ebrating women fishers, traders, and processors advancing inclusive ocean protection and coastal livelihoods, Blue Ventures is proudly presenting the visual storytelling project Ocean Matriarchs. Nelly Otieno, East Africa Director, tells us more about how thriving communities create thriving oceans.

By

Lauren Kania

Aug 4, 2026

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The Disruptor Series

FORM : Welcome to the Smart Shelf Era

Kevin Corcoran, Chief Customer Officer at FORM, explains how artificial intelligence, augmented reality, and real-time data are reshaping retail execution for food and beverage brands.

By

Neil Perry

Aug 4, 2026

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Food & Beverage Insights

GAIL’s : Modern Craft Bakery

GAIL’s is intuitive in its flexible and caring approach to baking bread. For the award-winning neighbourhood bakery, every step in its process matters when curating a product that satisfies evolving customer needs – from farmer to miller and baker. We sit down with Anomarel Ogden, Group Executive Head Baker.

By

George Marsden

Aug 4, 2026

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The post Food & Beverage Outlook Issue 9 appeared first on Food & Beverage Outlook.

MODERN CRAFT BAKERY

What began as a single café and bakery in London’s Hampstead High Street in 2005, to now having bakeries in neighbourhoods across London, Oxford, Brighton, and beyond, GAIL’s is a business that remains unchanged from the very principles it was built on – that the highest-quality bread can be achieved when each loaf is loved and cared for, every step of the way.

“At GAIL’s, innovation is shaped by the communities, ingredients, and partnerships all connected to our bakeries,” introduces Anomarel Ogden, Group Executive Head Baker.

For GAIL’s, regionality is not simply a trend; it is part of the living nature of bread, where the best loaves are made from the perfect balance of a farmer, miller, and baker working together.

“This influences how we approach product development – from exploring different grain varieties and fermentation methods, to adapting recipes around the availability of seasonal ingredients,” he adds.

By collaborating closely with regional producers, GAIL’s can experiment with ingredients that reflect the quality and character of the land they came from, whilst also supporting biodiversity and local supply chains.

A reflection of the company’s flexible approach to its ingredients which values authenticity, GAIL’s aims to work with nature to ensure quality, nutrition, and authenticity remain central to everything it bakes.

THE EVOLVING CUSTOMER

As Group Executive Head Baker at GAIL’s, Ogden has personally seen the UK’s food and beverage industry evolve significantly over the last year, presented with countless challenges and opportunities.

“The industry and consumers alike are increasingly far more conscious of provenance, sustainability, and the journey behind food,” Ogden reflects.

He goes on to note how people no longer want food to be anonymous, but want to know where it came from, who made it, and, most importantly, whether it was made with care.

Having navigated ever-changing complexities across both the environment and economy, GAIL’s has come to understand how it is vital to prioritise building strong relationships in local communities.

“That’s one of the many reasons why we choose to support local sourcing and regenerative practices, to ensure we keep transparency, trust, and our passion for positive change at the heart of our craft,” Ogden emphasises.

He explains how this was not in response to a trend, but a return to a time-old philosophy – food as nourishment, a point of connection, and social responsibility.

Ogden also reflects on the bakery’s understanding of change in its customers’ requirements, who are becoming increasingly health-conscious and placing more emphasis on ingredients that meet their nutritional needs and how the food makes them feel.

Whilst some may see this change as a challenge, GAIL’s sees it as an opportunity – a way to nourish the body as well as the soul through baking, using a diverse array of ancient and heritage grains in its breads to support a happier, healthier gut.

BALANCING BUSINESS WITH QUALITY

GAIL’s is successfully balancing the scalability of being a national bakery chain whilst maintaining the authenticity and variability that comes from working with regional suppliers and heritage grains.

“Quality can no longer be separated from growth and it’s essential to us that, as we scale, the humanity and care that are integral to GAIL’s remain at the heart of how we work,” Ogden insights.

As such, the bakery actively collaborates with a network of trusted producers, farmers, millers, and suppliers, ensuring that over 80 percent of its ingredients are grown or made in the UK.

Ogden explains a common misconception that scale is often assumed to dilute care, when, in fact, production in high quantities has the capacity to make change that isn’t possible at a small scale.

The real question is whether GAIL’s’ growth is delivering coherent change, and whether the same level of care for soil, grains, people, and flavour can move through a larger system.

The company’s growth has not changed its priorities, instead, it has enabled GAIL’s to gain a greater awareness of its responsibility when it comes to supporting farmers, teams, and customers.

“That’s why we work closely with each one of our suppliers, taking a flexible approach to what and how we bake.”

Ogden is aware that it may not be the easiest way to operate, yet respecting natural variation and backing local suppliers ensures quality will always come first.

“Natural variation is not something to remove; it is often where the life and character of an ingredient or product shows itself,” he outlines.

THE FUTURE OF GAIL’s

At GAIL’s, there is no such thing as a ‘finished’ recipe – a principle which keeps its bakers and product developers exploring different grains or letting fermentation do its thing to bring out a deeper flavour.

“A recipe is not static – it is a conversation between the baker, ingredient, season, and the person who will eat it,” Ogden reflects.

Indeed, when it comes to sourcing, GAIL’s ensures it works with farmers who use regenerative practices, planting diverse heritage grains like Miller’s Choice, Solina, and population wheat.

The company also supports crop rotations that restore soil health, improve biodiversity, and prioritise what the land needs.

The recent shift in modern tastes aligns with something GAIL’s already stood by – flavour, provenance, and craft.

Now, its job is to continue evolving in a way that is truly meaningful, allowing the company to continue to honour the soil, farmers, bakers, and customers who have been at the heart of the business for over twenty years.

“Relevance does not mean chasing novelty. It means staying curious, attentive, and connected to the life of the ingredients we use.

“The future of baking will belong to those who can reconnect what has been lost in recent times: farming from food, nutrition from pleasure, growth from care, and quality from responsibility.”

As such, GAIL’s remains wholly focused on making good-quality food more accessible, without compromising where it comes from or how it’s made, ensuring that, as it scales, the heart of the business stays focused on building relationships and trust.

“We want to have a beneficial and constructive impact on baking, sourcing, and farming everywhere we operate, demonstrating that – even through expansion – quality, sustainable ingredients, and putting the community first can remain central.

“Growth is only meaningful if it allows us to care for more people, farmers, and land,” Ogden passionately concludes.

It is for this reason that the evolving food and beverage landscape is not scary for GAIL’s – rather, it is a continuation of the path they were already on.

The post GAIL’s : Modern Craft Bakery appeared first on Food & Beverage Outlook.

Q&A WITH KEVIN CORCORAN, CHIEF CUSTOMER OFFICER, FORM

Firstly, how are artificial intelligence and augmented reality transforming food and beverage merchandising, and what benefits are brands seeing?

Kevin Corcoran, Chief Customer Officer (KC): Historically, consumer packaged goods (CPG) brands have relied on manual in-store surveys, spreadsheets, email reporting, and retrospective data that is often too slow to act on.

Today, artificial intelligence (AI) provides real-time retail execution data at every location, whilst augmented reality (AR) and AI agents give field teams much deeper store-level and stock-keeping unit (SKU)-level insight.

AR allows field representatives to point a mobile device at a shelf and instantly view SKU-level information, including product availability, missing items, pricing, planogram compliance, and point-of-sale materials (POSM). It turns unstructured shelf conditions into actionable insight at the point of execution.

The result is greater speed and accuracy. Brands using our image recognition technology complete merchandising audits around 75 percent faster than manual methods, reducing repeat store visits and improving confidence in the quality of retail execution data.

Can AI finally eliminate out-of-stocks and pricing errors?

KC: “Eliminate” is probably too strong, but AI can bring the industry much closer than before. From a single in-store photo, our AI automatically detects out-of-stocks, pricing discrepancies, and gaps across shelves, coolers, and displays, including competitor products.

The key advantage is speed. Under traditional processes, representative collected data was turned into reports and reviewed days or even weeks later. By then, valuable sales opportunities had already been lost. Today, issues are identified immediately, affected SKUs highlighted, and representatives can correct problems before leaving the store.

Retail will never be completely free of errors because human execution will always play a role. However, automatic, real-time detection significantly reduces the time that out-of-stocks and pricing errors remain unnoticed.

How are AI and AI agents helping brands turn retail data into real-time action?

KC: The biggest change is that frontline teams can now act on insights rather than simply collect data. By embedding AI agents directly into mobile applications, representatives receive guided decision-making instead of relying on static spreadsheets or planograms that may already be out of date. They can ask specific questions and receive immediate, data-driven recommendations.

With GoSpotCheck integrated with Salesforce Consumer Goods Cloud, AI can recommend practical next steps based on current shelf conditions rather than simply reporting problems. For example, it can suggest promotional activity based on shelf presence or identify priority actions for a particular store.

Another emerging capability is agent-assisted ordering. By combining shelf data, in-store inventory, sales history, and existing orders, AI agents can optimise ordering decisions, helping brands improve consistency across their supply chains.

How can AI personalise merchandising at the store level?

KC: Every store serves a different customer base, competitive environment, and shopping behaviour. AI makes it practical to reflect those differences instead of applying a single national planogram everywhere.

By capturing SKU-level and POSM data across shelves, coolers, and displays, brands can understand how products perform against competitors in each location, including assortment, pricing, and share of shelf.

Those insights support store-specific decisions, such as which SKUs to prioritise, where promotions are most likely to succeed, and how product facings should be adjusted to match local demand. This helps brands narrow the gap between their ideal retail execution strategy and what is actually happening in-store.

Finally, what will the connected shelf look like five years from now?

KC: We’re moving beyond simply seeing the shelf to enabling systems that can respond automatically. The future is continuous, real-time shelf intelligence, where AI agents not only identify issues but also coordinate responses across field teams and business systems.

Field teams will continue to play an important role. AR and AI agents remove much of the time spent on manual documentation and audits, allowing representatives to focus on customer relationships, problem-solving, and strategy. Ultimately, AI enhances people rather than replacing them.

The businesses that succeed will be those that standardise shelf data across partners and platforms whilst continuing to invest in the people who build customer relationships.

The post FORM : Welcome to the Smart Shelf Era appeared first on Food & Beverage Outlook.

SAVOURING THE FLAVOUR OF THE CRISP PARADIGM SHIFT

In the UK, the love for crisps runs deep; fried thin potatoes have become a beloved snack staple.

Over the last 15 years, these once-simple snacks have undergone a remarkable transformation into gourmet treats. Now, they are often artfully crafted with a variety of flavours and textures, offering a delightful experience for the taste buds and elevating classic comfort food into a sophisticated indulgence.

Whether enjoyed as a casual snack or paired with fine cheeses and charcuterie, luxury crisps truly reflect the nation’s evolving palate and appreciation for culinary artistry.

To enhance the sophisticated snack sector, some crisp brands utilise home-grown potatoes sourced from their own farms. An example of this is SAVOURSMITHS, which hand-selects its potatoes and cooks them in small batches.

Indeed, the brand’s East Anglian location benefits from the region’s rich agricultural and rural landscape. The company’s creative journey was inspired by the husband-and-wife duo’s desire to launch a refined crisp brand that differentiates itself as ‘a better breed of crisp’.

Today, SAVOURSMITHS products are sold across the UK and exported to nearly 40 countries, appearing in premium retailers, luxury hotels, airlines, and hospitality venues worldwide.

“SAVOURSMITHS came from a very real and personal place. Mike and I are a farming family – Russell Smith Farms has been growing potatoes in Duxford, Cambridgeshire, since 1938,” emphatically introduces co-Founder Colette Russell Smith.

“We had this extraordinary raw material on our doorstep, and we wanted to do something with it that truly honoured that heritage. The luxury end of the crisp market felt wide open as there was no brand genuinely rooted in British farming with real provenance and the culinary ambition to match. Consequently, we built one.”

What sets SAVOURSMITHS apart is its control over the entire process – from the soil where its potatoes are grown to the hand-cooking on the farm and the packaging. Additionally, its flavour range is unique.

“Our flavours are genuinely considered, bold, and designed to complement a drink or a table setting. When SAVOURSMITHS are served at premium hotels, the crisps need to hold their own in that environment – and they do,” she continues.

Moreover, SAVOURSMITHS’ family heritage plays a pivotal role in shaping the brand’s future and storytelling. The company emphasises its core values and strives to connect with customers through a message that resonates deeply with quality, tradition, and a passion for exceptional taste.

“Heritage is at the heart of everything. The farm has been in Mike’s family since 1938 – that’s three generations of stewardship of this land, and when people understand that, it changes how they relate to the brand.

“It’s not a corporate crisp; it’s a family endeavour. Our storytelling will always come back to that: the farm, the soil, the seasons, and the people behind it. Authenticity is the hardest thing to manufacture and the most valuable thing you can have, and we genuinely have it,” Russell Smith highlights.

PACKING A PUNCH ON THE PALATE

Renowned for flamboyant flavours, SAVOURSMITHS thrives on innovation and creativity to develop unique taste experiences.

“Our flavours are deliberately theatrical – we wanted them to feel like an experience, not an afterthought. We have things like Bubbly and Serrano Chilli, Truffle and Rosemary, and Virgin Bloody Mary – flavours that make people do a double-take and then immediately want to try them,” impassions Russell Smith.

“Furthermore, the development process is genuinely collaborative and a bit hedonistic – it involves a lot of tasting, travelling, and eating at brilliant restaurants. I find inspiration everywhere: in a dish I’ve had at a great restaurant, in a combination I’ve read about, and in the seasons. The brief is always: Does this taste extraordinary?”

SAVOURSMITHS’ flavours are a delightful tapestry woven from a variety of unique cultural and culinary influences, emerging from harmonious blends of dazzlingly festive and zesty notes that keep people reaching for more.

“We draw from a very broad culinary canvas – British classics reimagined, bold international influences, unexpected pairings that somehow just work,” articulates Russell Smith.

In the journey of uncovering these distinctive culinary offerings, each flavour combination is steeped in rich storytelling and thoughtful inspiration.

“For example, the Wagyu Beef with Honey and English Mustard is deeply British in its bones but elevated in a way that feels special. The Truffle and Rosemary came from a love of Italian cooking and that irresistible combination of earthiness and herb,” she details.

“The Bubbly and Serrano Chilli was born from that joy of contrast – something celebratory and indulgent with a heat that keeps you coming back. There are always personal stories behind these decisions, and that’s what makes them feel real rather than manufactured.”

Ultimately, each flavour is imbued with personal stories drawn from the couple’s adventures, meals they’ve savoured, and experiences that have deeply resonated. This connection is what lends authenticity to the flavours, making them feel genuine.

FROM FIELD TO FACTORY

Ensuring that its ingredients meet quality standards and ethical practices, SAVOURSMITHS holds a Brand Reputation Compliance Global Standards (BRCGS) Grade AA Issue 9 certification, recognised as the gold standard in food safety and quality.

“A top BRCGS grade is not something you achieve without rigour. Beyond certification, we source our main ingredients as locally as possible, and we’re personally invested in knowing the origin of everything.

“When your name is on the brand, and you live on the farm, there’s no hiding from quality – it’s personal,” Russell Smith asserts.

As a family-operated farm, SAVOURSMITHS strongly focuses on the farm-to-table concept and emphasises traceability in product sourcing.

“For us, farm-to-table isn’t a marketing phrase; it’s literally our reality. The potatoes are grown, processed, and cooked here on Russell Smith Farms,” she declares.

“You can stand in our fields and hold the finished bag within a few hundred metres of where it started. That level of traceability is almost impossible to replicate if you’re buying ingredients from multiple suppliers. It gives us absolute confidence in what we’re putting out, and it gives our customers – whether that’s a Harrods buyer or a home consumer – the same confidence.”

Additionally, the company’s commitment to sustainability is reflected in its packaging and production processes.

“We’ve put real thought and investment into making every part of the business sustainable. Our tins are 100 percent plastic-free, and we do not use single-use plastics anywhere in our operations. That was a deliberate decision and one we’re proud of.”

In line with SAVOURSMITHS’ commitment to the environment, the company prioritises eco-friendly practices at every stage of our operations.

“On the production side, we recycle throughout, and our used cooking oil and food waste go into biofuel and animal feed rather than landfill, which feels like the right thing to do when you’re a farming business and you understand that waste has value,” Russell Smith explains.

Furthermore, SAVOURSMITHS’ is midway through installing solar panels on the farm, which will make a meaningful difference to its energy footprint.

“We’re not a corporation with a sustainability department – we’re a family farm, and we just quietly get on with doing our part where we can. Every decision we make, we ask whether we can do it better, and that’s not going to change,” Russell Smith resolutely points out.

A SMARTER SNACK

The SAVOURSMITHS’ brand is continually evolving, particularly in its product offerings and sustainability efforts.

“We’re in an exciting period of expansion. The Little SAVOURSMITHS x Peter Rabbit range is a significant step, as it brings our quality standard to the children’s snack market. This category desperately needs it,” Russell Smith expresses.

“Meanwhile, we’re growing our retail presence. Our products are on Ocado, in COOK stores nationwide, select Co-op stores, delis up and down the country, as well as Young’s Pubs and sports clubs, and at some of the finest hotels in the country, including The Ritz, The Lanesborough, and The Berkeley.”

Whilst enhancing its presence with premium hospitality clients, the company is also investing in its sustainability commitments and effectively communicating its story through content and media. As such, the brand is a creative family business that is never short on ideas.

“When people buy SAVOURSMITHS, they’re supporting British farming. In this regard, every bag sold is directly connected to our farm, family, and the people who work there.

“In a world where food provenance matters more than ever, we’re one of the very few premium snack brands where you can trace your product all the way back to the field. That matters to us enormously, and I hope it matters to the people who choose us,” she proudly finishes.

The post SAVOURSMITHS : Savouring the Flavour of the Crisp Paradigm Shift appeared first on Food & Beverage Outlook.

Q&A WITH JOE YALLEY-OGUNRO, HEAD OF SUSTAINABILITY, FINLAYS

Finlays has cut Scope 1 and 2 emissions by 26 percent since 2022. What’s been the key to that progress?

Joe Yalley-Ogunro, Global Head of Sustainability (JYO): There are two key things that have enabled us to reduce our Scope 1 and 2 emissions by more than a quarter since 2022. Firstly, many of our businesses have installed solar panels or switched to green electricity tariffs, allowing us to increase the amount of renewable electricity used to power our factories. 

The second reason relates to investment in energy efficiency and optimisation. For example, installing a mechanical vapour recompression (MVR) unit at our Kenya site is reducing the use of water and energy at the same time. 

As we look to accelerate progress towards our carbon reduction targets, we will continue investing in more initiatives like these across the business. In doing so, we not only reduce emissions, but also make our business more efficient and resilient.

Which part of the Sustainable Future 2030 strategy has been the most challenging to advance?

JYO: Across all three pillars of our strategy – Climate Net Zero, Sustainable Supply, and Our People – a common challenge has been building clear ownership and strong governance. Our progress depends on helping people understand why these issues matter, creating shared accountability, and embedding them into everyday decision-making. Once that foundation is in place, organisations are better equipped to develop and implement lasting solutions.

Why is industry collaboration now essential to achieving sustainability goals?

JYO: Delivering a sustainable natural beverages industry is too complex for any one organisation to achieve alone. Our supply chains contain many risks, from the security of raw materials to the human rights risks faced by the many people working in agriculture that our supply chain relies on. We can only address these challenges through close collaboration with stakeholders across the value chain, from producers through to our customers. 

The same is true when it comes to net zero. The majority of our carbon footprint comes from third parties across our supply chain. This means the only solution is to collaborate actively with suppliers, customers, industry peers, and competitors alike to address these issues together. For example, this year Finlays launched a decarbonisation pilot, partnering with 11 suppliers to better understand and reduce our Scope 3 and forest, land, and agriculture (FLAG) emissions, and ultimately deliver impact beyond our own factories. 

What sustainability challenge is the beverage industry least prepared for?

JYO: There are so many challenges that it is difficult to pick only one. Across the beverage industry, the answer is likely to be different depending on which part of it you operate in. One common environmental challenge, however, will continue to be water use. Water availability, quality, and stress are major risks that businesses across the beverage industry need to understand and work to mitigate. 

Our water use increased between 2023 and 2025, and as the business grows, so will our use of water. To help mitigate this, we will continue investing in water efficiency measures and replenishment projects to balance our impact from 2028. However, it is clear we must go further as the company continues to grow. 

How is climate volatility changing the way supply chains need to operate?

JYO: Supply chains are more closely connected than ever before and being disrupted in many ways that businesses across the value chain can seek to address. In terms of climate impacts, coffee prices reached record highs in February 2025, and volatility is here to stay. This is undeniably linked to extreme weather affecting coffee supply and yields in major coffee-growing regions.  

This affects stakeholders across the value chain, from smallholder farmers selling coffee into cooperatives to major commodity traders that pass those costs on to businesses, customers, and ultimately the end consumer. 

Why can’t companies? tackle climate and human rights risks alone?

JYO: Successful businesses depend on a wide range of interconnected factors to thrive. Traditionally, companies have focused on managing risks related to business continuity, finance, and investment. Today, they must also address increasingly complex climate and human rights risks across their operations and supply chains.

No single business has the resources, scale, or expertise to address these challenges effectively on its own. Meaningful progress requires collaboration with a wide range of stakeholders, including employees, suppliers, customers, non-governmental organisations (NGOs), industry peers, subject matter experts, and governments. By working together, businesses can share knowledge, drive innovation, and achieve greater impact than they could alone.

For example, Finlays has been a member of the UN Global Compact since 2024, which aligns the operations and strategies of more than 15,000 companies in the areas of human rights, labour, environment, and anti-corruption. This demonstrates Finlays’ commitment to addressing human rights risks across the industry whilst aligning with recognised best practice.

How can brands, suppliers, and producers work together more effectively?

JYO: The key is to start with a shared understanding of each other’s position, priorities, and objectives. Once a clear basis is established, it becomes easier to identify common ground and recognise where compromise is needed. If this is done, intent can be turned into practical projects with agreed outcomes. All of this takes time, effort, and commitment if it is to be meaningful.

And it can be done. Back in 2025, we partnered with Sainsbury’s to launch the UK’s first low-carbon coffee for mainstream retail. To achieve this, we worked with the coffee growers’ cooperative COOPCAFER in Risaralda and the University of the Andes in Colombia, and Cardiff University to produce quality coffee whilst empowering 34 women farmers through a new coffee-growing model. For me, this is a great example of creating shared value through close collaboration.

What role does traceability play in building more resilient supply chains?

JYO: Traceability, or understanding the origins and movement of products through a supply chain, is a critical component of building resilient supply chains and has become a major topic in the beverage industry in recent years. Fundamentally, traceability is about managing risk. When you have traceability, you can understand the risks, and when you understand the risks, you can work to manage them. Developing strong, trusted, and direct relationships with suppliers is the most effective way to achieve traceability.

Where are you seeing the greatest benefits from industry partnerships?

JYO: Finlays benefits from a number of partnerships. One example is our work with World Coffee Research to improve coffee sustainability and explore the future of coffee production. As active members of the Ethical Trading Initiative, Finlays is strengthening its ability to integrate labour and human rights considerations into its supply chain.

We are also beginning to work more closely with suppliers and customers to develop full traceability of key raw materials and address climate challenges across our supply chain. Each of these partnerships creates value, but they all require time, effort, investment, and long-term commitment to deliver meaningful outcomes.

What’s stopping the industry from collaborating more closely?

JYO: The obvious answer is competition. However, we are fortunate that the beverage industry has a strong culture of collaboration focused on sustainable development that creates value for the industry as a whole.

Another challenge is resourcing and investment. We have seen significant price volatility in recent years, and that can encourage a focus on short-term business cycles rather than long-term sustainability. However, we are now seeing increased investment as organisations recognise not only the challenges facing the industry, but also the business benefits of more sustainable operations and supply chains.

Where does the industry need to move faster on sustainability?

JYO: The industry needs to move faster on decarbonisation by scaling solutions that already exist whilst accelerating the development of new ones. For proven approaches such as renewable energy, greater collaboration and shared investment can help drive adoption more quickly and at greater scale. This is why sharing ideas, developing practical solutions, and working together on common challenges will be critical to moving sustainability forward at the pace required.

If you could unite the industry behind one priority, what would it be?

JYO: Climate change poses the single largest existential threat to the natural beverage industry. Our supply chains are complex and fragmented, so only by working more closely together and collaborating on solutions that improve data transparency, protect people across our supply chains, and create more resilient crops can we secure the long-term viability of our sector.

The post An Interview With Joe Yalley-Ogunro, Head of Sustainability, Finlays appeared first on Food & Beverage Outlook.

New Cuisine Centre to Boost Sustainable Food Manufacturing

Compass Group UK & Ireland has announced the launch of a new Cuisine Centre in Derbyshire, marking a major investment in large-scale food production and sustainable manufacturing.

Scheduled to open in late 2026, the 10,000 square metre facility will produce more than 70 million nutritious meals each year for customers across the public and private sectors.

The Cuisine Centre will be located at SmartParc SEGRO Derby, part of a £300 million investment to create a 155-acre regenerated brownfield food manufacturing and distribution site. The facility is designed to increase production capacity while enhancing operational efficiency and sustainability.

Technology and Sustainability Drive Facility Design

The new Cuisine Centre will incorporate modern production capabilities alongside sustainability-focused infrastructure.

An on-site energy centre will recycle waste heat to reduce energy consumption, while the first phase of solar generation will provide approximately 20 per cent of the facility’s electricity requirements.

Compass Group said the site will also contribute to wider sustainability objectives through improvements in water conservation, waste reduction, transport efficiency and packaging.

The facility will support the company’s ambition to achieve net zero carbon emissions by 2040.

Five Product Ranges Support Diverse Catering Requirements

The Cuisine Centre will manufacture five specialist meal ranges – Moreish, Medley, Nurture, Steamplicity and Esteem – with all products freshly prepared on site.

Together, the ranges will include more than 200 main meals, side dishes and desserts developed through collaboration between chefs and dietitians to deliver taste, quality and nutritional value.

Compass Group said ingredients will be sourced from trusted suppliers that meet its food safety, quality and responsible sourcing standards. Alongside its established supplier network, the business also plans to explore opportunities to increase regional sourcing as the facility opens, supporting local communities and British food producers.

Centralised Production Supports Operational Efficiency

The company said the Cuisine Centre has been designed to help catering operations improve efficiency while maintaining consistent food quality.

Meals will be available in flexible formats, including multiportion and plated options, helping kitchen teams reduce preparation time while improving allergen control measures. Compass Group added that centralised production will also help reduce energy consumption and food waste.

Charles Brown, Interim CEO of Compass Group UK & Ireland, said: “The new Cuisine Centre is a significant step forward for our business, allowing us to scale up our existing operations through a larger, more advanced facility. The scale and capability of the new facility brings more production in-house, strengthening supply continuity, delivering greater supply chain resilience, and enhancing our ability to deliver high-quality, nutritious meals produced responsibly and at scale.

“We are a large and diverse business that has the dexterity to meet specific market demands within the sectors we operate. This facility meets a specific need case, for delivering consistent, quality, nutritious meals in a safe and controlled environment, reducing allergen risks, as well as giving time back to kitchen teams.”

Investment Supports Skills and Regional Food Manufacturing

Compass Group said the Cuisine Centre will also support its Social Promise, which aims to help one million people by 2030 through employment, training, skills development and community engagement.

Jackie Wild of SmartParc SEGRO Derby said: “Compass Group’s new Cuisine Centre is exactly the kind of investment SmartParc SEGRO Derby was designed to support. The development brings advanced food production, shared infrastructure and lower-carbon operational benefits together on a regenerated brownfield site, giving businesses the space and flexibility to modernise how they produce food.

We look forward to seeing the facility become an important part of Compass Group’s future production network and of Derby’s growing food manufacturing sector.”

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About Saskia van Gendt

Saskia van Gendt serves as the Chief Sustainability Officer in Blue Yonder. In this role, she is responsible for developing and executing Blue Yonder’s sustainability strategy and driving sustainability initiatives in product roadmaps and across the company.

About Blue Yonder

Blue Yonder is the AI company for supply chain. As the world leader in end-to-end digital supply chain transformation, Blue Yonder offers a unified, AI-driven platform and multi-tier network that empowers businesses to operate sustainably, scale profitably, and delight their customers—all at machine speed.

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Mars is incorporating natural menthol sourced through its Shubh Mint programme into its European chewing gum supply chain, supplying manufacturing facilities in the UK and Poland. 

The move marks the latest milestone for the initiative, which was launched in 2017 to improve the resilience of natural mint production whilst creating more sustainable livelihoods for farming communities in Uttar Pradesh, India. 

Natural menthol is a vital ingredient across many of Mars’ chewing gum brands. However, with around 80 percent of global natural menthol production concentrated in a single region of India, the supply chain has become increasingly exposed to climate change, declining yields, and rising production costs. 

Rather than relying on synthetic alternatives, Mars has invested in strengthening natural mint production, recognising the opportunity to build a more resilient agricultural supply chain whilst supporting the communities that depend upon it. 

BUILDING RESILIENCE FROM THE GROUND UP  

Developed in partnership with implementation expert Tanager, the Shubh Mint programme began with a two-year research and pilot phase aimed at identifying the factors limiting productivity and farmer incomes. 

Climate-smart agricultural techniques and improved planting materials were first introduced through quarter-acre demonstration plots managed by volunteer farmers. This approach encouraged peer-to-peer learning, reduced the risks associated with adopting new practices, and laid the foundations for wider implementation. 

“Before the programme started, many mint farming households were struggling to remain profitable. Through Mars’ investment, farmers now have access to the knowledge, practices, and inputs that have significantly improved their profitability. You can really see the difference in how the programme has impacted these mint farming communities,” says Joseph Boulier, Managing Director, Food Systems, Tanager. 

CREATING VALUE ACROSS THE SUPPLY CHAIN  

The programme has since evolved into a community-wide initiative, expanding participation through Farmer Producer Companies whilst creating additional opportunities for women through self-help groups. 

To date, more than 24,000 farmers have participated in the programme, with mint incomes more than doubling. Alongside this, over 8,500 women have received training in climate-smart agricultural practices to support farming as a family business. 

More than 1,000 women have gone on to establish independent income-generating enterprises, including retail businesses, tailoring, and dairy farming, whilst more than 4,500 have participated in self-help groups focused on financial literacy and confidence building. 

Climate-smart practices, including improved plant spacing, irrigation systems, intercropping, and fertiliser management, have also reduced mint production costs by around 20 percent whilst improving yields and overall production. These improvements have helped strengthen household incomes whilst increasing the long-term resilience of Mars’ natural menthol supply. 

The programme has also enabled the company to establish a traceable supply chain, allowing Shubh Mint to become part of its commercial operations as Mars integrates the ingredient across its European brand portfolio. 

“The most meaningful impact of Shubh is seeing women who once identified themselves with a thumbprint now proudly signing their own names. That simple change reflects something far greater: confidence, agency and the belief that they can shape their own futures,” said Meenal Bahirwani, Sustainable Sourcing Lead, Mars Snacking. 

SCALING FOR THE FUTURE 

Building on almost a decade of progress, Mars is now expanding the programme through a “full farm” approach designed to help more farmers achieve a verified living income. 

Rather than focusing exclusively on mint, the next phase will apply climate-smart farming practices across entire farms, with the aim of improving year-round profitability, diversifying household income, and reducing dependence on a single crop. 

“What began as a response to a single, vulnerable ingredient has become a long-term commitment and a replicable blueprint for transforming agricultural systems and empowering communities,” said Sam de Frates, VP Commercial and Sustainability, Mars Snacking Europe and Central Eurasia. 

As Mars continues to embed Shubh Mint throughout its European operations, the programme demonstrates how investment in sustainable agriculture can strengthen supply chain resilience while delivering long-term environmental, social and commercial value. 

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About Greg Tucker

Greg Tucker, Chairman and CEO of Bay Cities, has spent five decades building a respected name in retail packaging, in-store displays, and fulfillment solutions. A Hall of Fame inductee of the Association of Independent Corrugated Converters, Greg is an influential voice in corrugated packaging.

About Bay Cities

Bay Cities is a leading provider of retail packaging, in-store displays, and fulfillment solutions. Headquartered in Los Angeles with nationwide reach, Bay Cities delivers end-to-end services spanning design, structural engineering, manufacturing, fulfillment, and distribution for retail, industrial, and e-commerce applications.

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About Janne Kouri

Janne Kouri is the Founder of Loncaro and President of NextStep, a nonprofit supporting the paralysis community. Inspired by his own paralysis journey, he created Loncaro, an award-winning Finnish-style gin long drink. A portion of every sale supports NextStep, which has raised $20M+ since 2008.

About Loncaro

Loncaro is the award-winning, #1 best RTD long drink bringing Finland’s iconic gin and citrus cocktail to the States. Made with real Finnish-style gin, Loncaro delivers a crisp, refreshing, premium, and sessionable cocktail experience, making for the perfect summer drink.

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About Mark Rodgers

Mark Rodgers is a highly accomplished food industry leader with more than 30 years’ experience driving operational excellence and sustainable growth across the UK’s food manufacturing and supply chain sectors.

About Roberts of Port Dinorwic

Roberts of Port Dinorwic has built a strong reputation as a reliable supplier of high-quality meal components for the UK’s leading foodservice operators. With a commitment to quality, consistency, and evolving consumer needs, Roberts is proud to support its partners in delivering outstanding food experiences.

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About Scott Broad

With more than 15 years of buying experience, Scott Broad now leads the procurement team at AVE – supporting businesses across the UK to optimise their supply chain by building strong relationships with their vast network of suppliers.

About AVE

AVE specialises in optimising supply chains for UK businesses, utilising their vast network to ensure reliability, quality and cost-effectiveness for food and non-food products. Their nutrition team provides expert consultancy, including bespoke workshops and menu planning, so clients can offer quality, balanced and sustainable menus.

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About Andy LaPointe

Andy LaPointe is co-founder of Traverse Bay Farms, a Northern Michigan gourmet food and wellness brand launched in 2001. With 15 years in financial services, he brings a relationship-first, long-term growth mindset to building award-winning superfruit products and customer loyalty.

About Traverse Bay Farms

Winner of 38+ national food awards at the Scovie Awards and America’s Best National Food Competition. Online, offline, B2B and B2C distribution. Our products are available in grocery and specialty stores in 42+ states. Established 2001

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