CHICKEN TO IMPRESS

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

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

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

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

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

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

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

LEADING THE FLOCK 

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

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

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

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

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

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

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

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

BUILT ON TRUST 

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

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

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

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

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

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

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

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

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

RESPONSIBLY PRODUCED 

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

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

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

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

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

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

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

THE NEXT 100 YEARS 

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

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

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

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

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

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

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PHILADELPHIA’S FAVORITE LOCAL SPORTS BAR

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

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

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

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

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

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

THE ORIGINAL CHICKIE’S AND PETE’S

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

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

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

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

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

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

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

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

A CULTURE OF SPORT

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

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

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

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

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

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

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

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

WORLD CUP IMPACT

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

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

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

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

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

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

CHICKIE’S AND PETE’S PARTNERS

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NEW REGIONAL MODEL INTRODUCED  

The Kraft Heinz Company (Kraft Heinz) has unveiled a new global operating structure designed to strengthen its international business, accelerate growth, and improve resource deployment across its portfolio of well-known brands. 

Effective from July 1^st 2026, the company will operate across three geographic regions – North America, Europe and Pacific Developed Markets, and other emerging markets – as it seeks to sharpen its organizational focus and support long-term expansion. 

The restructuring brings together Asia, West, and East Emerging Markets (WEEM) into a single Emerging Markets division. Marcel Regis has been appointed Regional President of Emerging Markets and will oversee the newly combined region. 

Meanwhile, the European markets previously managed within WEEM will become part of Europe and Pacific Developed Markets, where Willem Brandt will continue in his role as Regional President. North America, encompassing both the US and Canada, will remain under the leadership of Nico Amaya. 

STRENGTHENING OPERATIONAL EFFICIENCY  

Alongside the regional changes, Kraft Heinz is bringing its procurement and supply chain operations together into a single global function. 

Janelle Aydin will lead the combined division as Global Chief Procurement and Supply Chain Officer, with the move intended to strengthen oversight of the company’s end-to-end value chain while enhancing supply chain resilience. 

“We are building momentum across many areas of the business, and this regional structure will help us meaningfully accelerate and scale our progress,” said Steve Cahillane, CEO of Kraft Heinz.  

LEADERSHIP TRANSITION  

As part of the organizational changes, Cory Onell, Chief Omnichannel Sales & Asia Emerging Markets Officer, and Flavio Torres, Global Chief Supply Chain Officer, will step down from their current positions. 

Both executives will remain with Kraft Heinz during a transition period, serving as advisors to support the implementation of the new structure. 

“As a Company, we are proving that iconic brands can evolve, scale, and win,” said Cahillane.  

“This new structure positions Kraft Heinz to unlock the full potential of our portfolio and drive sustainable, volume-led growth across our global business.” 

A GLOBAL FOOD AND BEVERAGE LEADER  

Kraft Heinz is one of the world’s largest food and beverage companies, generating approximately $25 billion in net sales during 2025. Its portfolio includes globally recognized brands such as Heinz, Kraft, Philadelphia, Primal Kitchen, and Lunchables, with products enjoyed by consumers in more than 40 countries. 

The company continues to invest in both its brands and capabilities as it seeks to strengthen its portfolio while delivering high-quality, great-tasting, and affordable food and helping shape the future of the industry. 

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A Landmark Moment in British Baking

Associated British Foods (ABF) has completed its acquisition of Hovis Group Limited from Endless LLP, marking the start of a new combined UK bakery business operating under the Hovis Bakeries name.

The transaction brings together Hovis Group and Allied Bakeries, ABF’s UK bakery business, with the aim of creating a sustainably profitable business with a stronger market position and greater operational scale.

Operational Benefits

Integration of the two businesses will begin shortly, with ABF expecting the combination to deliver operational synergies and efficiencies across production and distribution.

According to the company, these efficiencies are intended to improve profitability, strengthen the resilience of the combined business and support future investment in brands and product innovation.

ABF said restructuring activities required to achieve these benefits will involve upfront costs and will be carried out efficiently and with care.

The company expects the acquisition to be marginally dilutive to earnings during financial year 2027 while integration activities are undertaken, before becoming accretive thereafter.

New Business to Operate as Hovis Bakeries

From completion of the acquisition, Allied Bakeries and Hovis Group will operate as Hovis Bakeries under the brand line, Nourishing the Nation.

The combined business plans to invest in growing segments of the UK bakery category, including healthier product options, in response to changing consumer preferences.

Focus on Manufacturing and Distribution

ABF said the enlarged bakery business will benefit from enhanced production and distribution capabilities as the two operations are integrated.

The company expects the combined manufacturing footprint and distribution network to improve operational performance while supporting future product development and customer service.

George Weston, Chief Executive of Associated British Foods, said:

“The completion of this transaction is a significant step towards the delivery of a profitable UK bread business. By combining our expertise, scale and capabilities with targeted investment into new product categories, this business can return to growth, provide greater consumer choice, serve our customers better than ever and so create value for shareholders. The transaction will support the wider UK economy, including by securing high-quality jobs. I am confident that our uniquely capable team have the right plans to build this business.”

Future Growth Strategy Explained

Sarah Arrowsmith, Chief Executive of Hovis Bakeries, said:

“This is an exciting opportunity to create a large and transformative UK bakery business. We will now begin the work of revitalising our brands through innovation, becoming the UK’s best own-label bakery partner and strengthening our position as the bakery industry’s route to market through our unique direct-to-store network.”

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As America marks the 250th anniversary of the signing of the Declaration of Independence, Coca-Cola Consolidated has celebrated the milestone through action rather than ceremony, reaching – and exceeding – an ambitious community goal designed to address one of the country’s most pressing social challenges.

The company announced it has surpassed its target of providing 250,000 meals across the 14 states and Washington D.C. that make up its operating territory.

Working alongside nonprofit organisations, community partners, America250, and The Coca-Cola Company, Coca-Cola Consolidated teammates have packed nearly 300,000 meals since the beginning of the year, helping support families facing food insecurity.

The initiative reflects the company’s belief that meaningful community investment is achieved through long-term partnerships and consistent local engagement.

SERVING COMMUNITIES THROUGH PARTNERSHIP

As the largest Coca-Cola bottler in the US, Coca-Cola Consolidated has a footprint across communities where millions of people live and work.

That local presence has enabled the business to collaborate with organisations that understand the specific needs of each region, ensuring support reaches those who need it most.

Food insecurity continues to affect more than 48 million people across the United States, highlighting the importance of coordinated efforts between businesses, charities, community organisations, and local stakeholders.

“Giving back to the communities where we do business is a fundamental part of who we are at Coca-Cola Consolidated, and we believe there’s no better way to recognise the America250 milestone than by serving those struggling with food insecurity,” said Brent Tollison, Chief People and Public Affairs Officer for Coca-Cola Consolidated.

The campaign demonstrates how established relationships between the private and nonprofit sectors can create measurable social impact while strengthening community resilience.

COLLABORATING FOR GREATER IMPACT

The success of the initiative has been driven by collaboration with a broad network of partners spanning sport, retail, charitable organisations, and civic institutions.

One of the largest events saw Coca-Cola Consolidated join forces with Charlotte Motor Speedway, NASCAR, 12 racing teams, Harris Teeter, and The Coca-Cola Company to pack 50,000 meals for Second Harvest Food Bank of Metrolina.

Elsewhere, teammates partnered with the Washington Nationals, America250 staff, and Harris Teeter to prepare another 50,000 meals for Capital Area Food Bank. A further 50,000 meals were packed alongside Nashville Soccer Club for Second Harvest Food Bank of Middle Tennessee.

Additional community events extended the initiative’s reach even further. At Darlington Raceway, Coca-Cola Racing Driver and 2026 Coca-Cola 600 winner Daniel Suarez joined volunteers to prepare 8,500 meals for Harvest Hope Food Bank.

In Indiana, Coca-Cola Consolidated participated in the Million Meal Marathon by packing 20,000 meals before distributing a further 35,000 meals through Gleaners Food Bank as part of the Jim Morris Day of Service.

Support also reached local organisations through hundreds of additional meals provided to nonprofits, including Blessing of Warriors Foundation in Sandston, Virginia, Hartsville Soup Kitchen in Bishopville, South Carolina, and Roof Above in Charlotte, North Carolina.

The programme also attracted support from local elected officials, who joined Coca-Cola Consolidated teammates in meal-packing activities as part of America250 celebrations across the company’s territory.

BUILDING ON A LONG-TERM COMMITMENT

While the America250 initiative provided a clear milestone, the campaign reflects a broader philosophy that has shaped Coca-Cola Consolidated’s approach to community engagement for decades.

Headquartered in Charlotte, North Carolina, the company has served consumers, customers, and communities for more than 124 years.

Today, it manufactures, sells, and distributes beverages from The Coca-Cola Company and other partner businesses across more than 300 brands and flavours, serving approximately 60 million consumers throughout its territory.

Its purpose – to honour God in all it does, serve others, pursue excellence, and grow profitably – continues to influence how the business approaches both commercial success and community responsibility.

By exceeding its original goal and delivering nearly 300,000 meals, Coca-Cola Consolidated has demonstrated the value of combining local knowledge with strong partnerships to create tangible outcomes.

As food insecurity continues to affect millions of Americans, initiatives such as this highlight the role businesses can play in supporting the communities they serve through practical, collaborative action

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VALUE, TASTE, AND AFFORDABILITY  

Bimbo Bakeries USA (Bimbo) has announced a series of ingredient and recipe commitments that will reshape many of its best-known brands over the next three years. 

The initiative forms part of a broader strategy to align its products with changing consumer preferences, focusing on the removal of artificial ingredients while maintaining the nutritional value, taste, and affordability of its baked goods. 

Covering breads, breakfast products, and sweet baked goods, the program establishes clear milestones through to 2028, with many product reformulations expected to be completed ahead of schedule. 

A ROADMAP FOR RECIPE CHANGES  

The first milestone will be reached by the end of 2026, when Bimbo completes the removal of artificial colors from occasional-consumption products, including sweet baked goods and snacks. 

The company notes that its everyday products, such as breads, buns, and rolls, are already completely free from artificial colors and flavors. 

Attention will then turn to artificial preservatives and emulsifiers. By the end of 2027, Artesano® breads and buns, Oroweat® breads and buns, and The Rustik Oven® range will no longer contain either of the ingredients. 

A year later, the same changes will come into effect across Sara Lee®, Oroweat® specialty varieties, Little Bites®, and Thomas’® products. 

Once these commitments have been fulfilled, Bimbo says these brands will be entirely free from artificial preservatives, colors, and flavors, making it the first business in its category to make this commitment across such a broad portfolio of everyday baked goods. 

The company also expects many recipe updates to be introduced before the published completion dates. 

The latest commitments build upon Grupo Bimbo’s wider nutrition strategy, under which 98 percent of its daily consumption products globally already meet Unilever’s Positive Nutrition criteria using the Health Star Rating. 

“Our Purpose is to Nourish a Better World, and that begins with the products we put on American tables every single day,” said Greg Koehrsen, President of Bimbo.  

PRIORITIZING EVERYDAY STAPLES 

Bread has been placed at the center of Bimbo’s recipe reformulation efforts due to its importance within American households and its contribution to everyday nutrition. 

Alongside wholegrain options, the company’s enriched breads provide key vitamins and minerals, including iron and folic acid, making them an important component of a balanced diet. 

As recipes evolve, Bimbo says it will continue to preserve this nutritional fortification while simplifying ingredient lists, an approach it believes differentiates it from many competitors. 

BUILDING ON EXISTING PROGRESS  

The latest announcement follows ongoing work to remove artificial colourants across Grupo Bimbo’s global portfolio by the end of the year. 

Within the US, Bimbo has already eliminated artificial colors and flavors from its breads, buns, and rolls, and has also removed Red No. 3 from its portfolio ahead of regulatory requirements. 

The company is now completing the final phase of artificial color removal across products intended for occasional consumption, including sweet baked goods and snacks. 

Having made significant progress in this area, Bimbo is applying the same approach to removing artificial preservatives and emulsifiers from many of its flagship brands. 

Through these measures, the company aims to ensure consumers do not have to choose between convenience, affordability, and products they feel confident serving to their families, whilst continuing to drive measurable progress across the baking industry. 

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A CATALYST FOR COMMUNITY

• Danone sources approximately 90 percent of its ingredients domestically and, in 2025, purchased approximately 200 million gallons of milk from US farms across several states.
• Danone’s US footprint supports domestic food production, local jobs, and resilient supply chains nationwide.
• Across the country, every Danone job supports nearly three additional jobs across farms, suppliers, transportation networks, and local communities.

Danone USA has announced findings from its first-ever Economic Impact Study, reporting a $9.6 billion contribution to the US economy in 2025.

The study demonstrates how Danone’s mission of bringing health through food to as many people as possible supports US jobs, farming and manufacturing communities, and economic resilience.

FEEDING THE NATION  

For nearly 85 years, Danone’s food and beverage products have been a part of everyday nutrition in the US. They can be found at breakfast tables, in school lunchboxes, at airports, in hospitals, in grocery store aisles, and on food delivery apps.

Danone’s portfolio of brands is designed to meet evolving consumer health priorities, offering high-quality protein, probiotics, fiber, plant-based nutrition, and options with low-to-no added sugar.

SUSTAINABLE SUSTENANCE

As one of the world’s largest Certified B Corps, here is a look at how Danone’s presence in the US impacts the broader economy and local communities:

• A national food footprint with impact – Danone’s US footprint supports domestic food production, local jobs, and resilient supply chains nationwide.

In 2025, the company’s business supported approximately 22,000 US jobs across agriculture, manufacturing, R&D, and other industries.

Across the country, every Danone job supported nearly three additional jobs across farms, suppliers, transportation networks, and local communities.

• Nutrition innovation as an economic engine – As demand for health and functional nutrition accelerates, Danone is leveraging scientific expertise to develop nutrient-dense foods and beverages that drive economic activity in the US food system.

In 2025, the company translated its nutrition science capabilities into new products, technologies, and ingredient innovations designed to address growing consumer demand for protein, gut health, plant-based, children’s nutrition, and more. For example, Danone expanded its high-protein OIKOS portfolio across cups, drinks, and shakes.

This included the launch of OIKOS Fusion, a first-of-its-kind high-protein drink specifically designed to support muscle maintenance and digestive health during weight loss.

• Business that grows US agriculture – Danone’s commitment to US agriculture extends across its sourcing, manufacturing, and farming partnerships. The company sources approximately 90 percent of its ingredients domestically.

EMPOWERING FARMERS

In 2025, Danone purchased approximately 200 million gallons of milk from farms across the US, contributing to economic activity in key farming regions such as Kansas, Utah, Idaho, Ohio, Indiana, and Wisconsin.

In addition to sourcing, Danone is committed to investing in regenerative agriculture and farm innovation. The company supports practices that enhance soil health, improve farm productivity, and promote long-term agricultural resilience.

SCALING MANUFACTURING AND SUPPLY CHAINS

Danone has a significant manufacturing presence in the US, which supports a reliable supply of nutritious food and contributes to long-term economic growth. Over the past decade, it has invested billions in domestic production, reinforcing supply chain resilience, creating US jobs, and fostering innovation.

By investing in US manufacturing, agriculture, and nutrition innovation, the company is committed to promoting economic growth while improving access to nutrient-dense foods.

Furthermore, Danone views this initiative not as a one-time effort but as a long-term commitment to enhancing the health and prosperity of communities across the country.

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KIND ALMOND ACRES INITIATIVE

Three years ago, KIND Snacks (KIND) launched the KIND Almond Acres Initiative – a regenerative agriculture pilot in partnership with olam food ingredients (ofi), an international leader in food and beverage ingredients and solutions.

Now, with the pilot having come to its conclusion, KIND has revealed the successful scale of regenerative agriculture practices that resulted along its almond supply chain. Specifically, in 2026, approximately 50 percent of its almond volume has been sourced from farms leveraging regenerative agriculture practices on a mass-balance basis.

This pilot program was the first step in the company’s commitment to source 100 percent of its hero ingredient from farms conducting these practices by 2030.

“We’re incredibly proud to hit the halfway mark in our almond sourcing pledge. The KIND Almond Acres Initiative has proven that regenerative agriculture is a scalable, operational engine. By sharing our outcomes and learnings, we are aiming to move the needle in encouraging the industry to build a more sustainable supply chain – one that’s better for the planet and for business,” says Daniel Calderoni, CEO of KIND North America.

The initiative was created to generate the data and insights needed to identify the most effective combination of practices and technologies for improving soil health, resource efficiency, and on-farm resilience. The results of the pilot program are assisting KIND in paving a sustainable future while contributing valuable insights that support broader adoption of regenerative agriculture across the industry.

The learnings directly showcase that regenerative almond production can deliver measurable environmental benefits while remaining viable at a commercial scale.

FUTURE-PROOFING THE SUPPLY CHAIN

KIND is one of North America’s largest almond buyers and recognizes the significant role it plays in helping to advance more sustainable almond production. The company’s KIND Almond Acres Initiative focused its testing in California – home to approximately 80 percent of the world’s almond production – in order to study what works on the ground and at scale.

After three years of data collection, including information provided by ofi’s Carbon Trust certified Digital Footprint Calculator, key results include 50 percent of almond sourcing value from farms leveraging regenerative agriculture practices on a mass-balance basis; a 19.5 percent efficiency gain in water management; a 33 percent reduction in the need for nitrogen fertilizer; a 28 percent decrease in overall carbon intensity; and marked improvements in soil health metrics like soil organic carbon and decreased compaction.

With these extremely promising results, KIND is now ready to enter its next phase of future-proofing its regenerative agriculture supply chain.

“KIND is moving quickly from a test environment to large-scale implementation. In almond orchards, a variety of regenerative practices such as cover crops, lower-carbon fertilizers, compost, and biochar can directly enhance ingredient quality and resilience. We are proud to partner with KIND to help demonstrate a model that can be replicated and scaled across the broader industry,” notes Zac Ellis, Senior Director of Agronomy, ofi, North America.

As KIND continues to look toward the future, the company is excited to find more ways of supporting the almond industry as it works to improve its water footprint in California.

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Carlsberg Denmark’s Big Regenerative Step

Carlsberg Denmark is increasing procurement from 15,000 tonnes (t) in 2025 to 18,400 t of regenerative crops from the farmers’ 2026 harvest. These raw materials will be used for beer brewed in Fredericia in 2027.

With this contract, Carlsberg Denmark is, for the first time, purchasing regeneratively grown wheat – covering all the wheat used in the brewery’s beers that contain wheat, such as 1664 Blanc and Biere, Jacobsen Brabara’s Easy IPA, Mikkeller Burst IPA, and Brooklyn Pulp Art IPA

“Our investment in regeneratively grown grain in Denmark has got off to a very good start”, says Stig Schneider, Senior Sustainability Manager at Carlsberg Denmark.

“2025 was our first year using regenerative raw materials, and we brewed around 3 million (litres) l of beer using regenerative malting barley.”

“This year, we are already at approximately 100 million l. Now we are increasing procurement from 15,000 to 17,400 t of regeneratively grown malting barley, which will be harvested this autumn and result in around 118 million l of beer next year.”

“On top of that, for the first time, we have also ordered 1,000 t of regeneratively grown wheat, which will cover our entire wheat consumption in 2027.”

Paving the Way for Others to Follow Suit

“Carlberg is a frontrunner when it comes to making a significant and committed shift to regenerative crops,” says Claus Stig Pedersen, EVP for Sustainability & Communications at DLG.

DLG welcomes the fact that Carlsberg Denmark is increasing its share of regeneratively grown crops and, at the same time, highlights the need for more companies to engage.

“This is important because broader demand makes it more attractive for more farmers to work with new cultivation methods and stronger crop rotation,” Pederson added.

“We hope that more companies will follow suit, so that we also see regenerative oats, rye, and rapeseed.”

Carlsberg’s Collaboration With RTP

The regenerative principles that Carlsberg Denmark applies, in collaboration with Danish farmers, align with the Regenerating Together Programme (RTP).

RTP is an international initiative under the SAI Platform, which brings together companies, farmers, non-government organisations (NGOs), and research institutions around a shared approach to regenerative agriculture.

It defines regenerative agriculture as an outcome-based farming approach that protects and improves all soil health, biodiversity, climate, and water resources, with the premise of improving – or at a minimum maintaining – farmer livelihoods.

The Carlsberg Group has recently confirmed continued support for the programme and will continue to follow RTP’s principles and methods.

One of the programme’s aims is to create a common industry framework that improves measurement, transparency, verification, and implementation of regenerative practices.

Carlsberg Denmark recommends developing a clear national framework for regenerative agriculture, inspired by the SAI Platform, that strengthens documentation, transparency, and collaboration across the value chain – and makes it more attractive for farmers to participate in the transition.

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New processing facility boosts supply chain resilience

Suntory Beverage & Food GB&I (SBF GB&I) has announced a £14.5 million investment in a next-generation blackcurrant processing facility in Herefordshire, reinforcing its long-term commitment to British agriculture and domestic food manufacturing.

Developed in partnership with Döhler Group’s Bevisol Ltd, the new facility in Ledbury will begin operating in time for the 2026 blackcurrant harvest. Located closer to both key growing regions and SBF GB&I’s production site, the facility is expected to improve operational efficiency while strengthening the resilience of the Ribena supply chain.

“This is a huge milestone for SBF GB&I, Ribena and the future of British blackcurrant production,” said Karl Ottomar, Supply Chain Director at SBF GB&I.

“By investing in innovative processing here in the UK, we are supporting our supply chain while continuing to work closely with the farmers who have been at the heart of Ribena for generations.”

Technology investment improves efficiency and traceability

The new facility introduces a range of advanced processing technologies aimed at improving productivity, product quality and supply chain visibility.

These include vapour recompression evaporators to increase processing efficiency, cleanable membrane filtration systems, automated fruit handling and weighing equipment, and digital smart-tag tracking to enhance traceability throughout the blackcurrant supply chain.

The investment forms part of Suntory’s wider strategy to modernise UK operations while improving supply chain transparency and resilience.

Supporting British growers and regional manufacturing

SBF GB&I sources around 10,500 tonnes of blackcurrants annually from a network of 33 British farms across five growing regions, supplying fruit used in Ribena.

The new processing facility is expected to create 12 permanent jobs and 30 seasonal roles, supporting rural employment alongside long-term investment in UK fruit production.

Farming Minister Stephen Morgan said the project demonstrates confidence in British agriculture.

“This investment is a vote of confidence in British farming and the generations of blackcurrant growers whose fruit has helped make Ribena a household name,” he said.

“By investing in greener technology and modern processing, projects such as this strengthen UK supply chains, support rural jobs and help ensure British blackcurrant production continues to thrive for years to come.”

Part of a wider investment in sustainable manufacturing

The announcement is one element of a broader £57.5 million investment across Suntory Beverage & Food GB&I’s UK supply chain.

Alongside the new processing facility, the company is investing in manufacturing upgrades at its Coleford site, including plans to reduce reliance on gas through electricity infrastructure improvements and the installation of a new £25 million production line scheduled for 2027.

The investment also builds on longer-term initiatives to strengthen UK blackcurrant production, including Suntory’s breeding programme with the James Hutton Institute and a regenerative agriculture pilot supporting British growers.

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Regenerative agriculture continues to scale

PepsiCo has reported progress across its Positive Agriculture (pep+) strategy, with significant gains in regenerative agriculture, sustainable sourcing and farmer livelihood programmes as it works towards its 2030 sustainability targets.

The company said regenerative, restorative and protective agricultural practices now cover 4.7 million acres globally, representing progress towards its goal of reaching 10 million acres by 2030.

According to PepsiCo, growth during 2025 was driven by stronger farmer engagement and collaboration with partner organisations to develop locally relevant programmes, provide technical support and encourage the adoption of regenerative farming practices.

Jim Andrew, Chief Sustainability Officer and Executive Vice President at PepsiCo, said: “As we continue work to help advance toward a more resilient and sustainable food system, I’m proud of the notable progress we’re making—particularly in scaling regenerative agriculture, restorative or protective practices and expanding opportunities that help strengthen livelihoods.”

Collaboration supports sustainable farming

As part of its agriculture strategy, PepsiCo launched Supporting Trusted Engagement and Partnership (STEP) Up for Agriculture, a collaboration with Unilever, several food and beverage companies and retail customers designed to strengthen farmer-facing organisations.

The initiative uses tailored advisory support and a train-the-trainer model to help build capabilities, encourage regenerative agriculture and support more sustainable supply chains.

PepsiCo also continued investing in innovation during 2025, supporting more than 15 projects through its Positive Agriculture Outcome (PAO) Accelerator. The company said demonstration farms, field trials and training programmes reached more than 1,100 farmers.

Sustainable sourcing reaches 70 per cent

PepsiCo also reported continued progress towards its target of sustainably sourcing 90 per cent of its key ingredients by 2030.

As of 2025, 70 per cent of key ingredients were sustainably sourced in accordance with the company’s Sustainable Sourcing Guidelines, while approximately 2 per cent of ingredient volumes were progressing under its “Engaged” pathway towards more sustainable practices.

These efforts are supported by its Sustainable Farming Programme, which is designed to help farmers strengthen environmental performance and build long-term agricultural resilience.

Andrew said: “Our Positive Agriculture agenda is delivering impact for both people and the planet. While there is more work ahead, this momentum underscores what’s possible through strong collaboration and continuous innovation.”

Livelihood strategies approach 2030 target

Since 2021, PepsiCo said it has supported approximately 224,000 people across its agricultural supply chains and communities through programmes designed to improve economic prosperity and strengthen farmer and farm worker security.

The company said this brings it closer to its goal of positively impacting more than 250,000 livelihoods by 2030.

Programmes contributing to this progress include She Feeds the World with CARE, the Collaborative Farming Programme in India, Agrovita with Proforest in Mexico, and the 1,000 Farmers Endless Prosperity initiative in Türkiye.

Focus remains on resilience and innovation

PepsiCo it will continue to focus on strengthening resilience across farming communities, soils, biodiversity and watersheds while embedding measurable impact across its agriculture initiatives.

The company also plans to continue investing in technology, traceability and collaboration to support the transformation of agricultural systems across key sourcing regions.

Andrew said: “Our Positive Agriculture agenda is delivering impact for both people and the planet.”

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Ferrero strengthens sustainable sourcing across global supply chains

Ferrero has unveiled its 2025 Sustainability Report, positioning its enhanced Ferrero Farming Values framework at the centre of efforts to build more resilient and sustainable food supply chains.

Key Achievements

• Cutting plastic at scale: Ferrero Rocher’s box redesign has cut the plastic-to-product ratio by 14.7% since 2019/20, avoiding roughly 16,000 tons of plastic cumulatively
• Full visibility on sourcing: Cocoa sourcing has reached 98% traceability to farm polygon maps, with coffee at 100% traceability to plantation
• Driving down emissions: Scope 1 and 2 emissions are down 7.2% year-on-year, with 24 plants now running on 100% renewable grid electricity
• Built for circularity: Globally, 92.9% of overall packaging was designed for recyclability, reusability or composability

Marking the company’s 80th anniversary, the report outlines progress across climate action, responsible sourcing, packaging circularity and community investment, while reinforcing the importance of end-to-end visibility across agricultural supply chains.

Giovanni Ferrero, President of Ferrero Group, said: “Ferrero’s long-term success remains closely linked to the wellbeing of the people and ecosystems on which our supply chain depends. Consumers are increasingly looking for brands they can trust — built on quality, good sourcing practices, careful manufacturing, and a genuine commitment to people and the planet.”

Traceability and regenerative farming drive resilience

Ferrero said its Ferrero Farming Values programme provides a structured approach to supplier due diligence, traceability, certification, regenerative farming practices and collaboration across commodity supply chains including cocoa, palm oil, hazelnuts, coffee and dairy.

Almost 230,000 farm polygons across cocoa, coffee and palm oil were analysed through Ferrero’s EU Deforestation Regulation (EUDR)-aligned monitoring system to strengthen deforestation-free sourcing.

Certification also remains a key pillar of the company’s sourcing strategy, with 99% of cocoa sourced through recognised sustainability standards, 100% RSPO-certified palm oil and 100% Rainforest Alliance-certified coffee.

“Ferrero Farming Values translates our sustainability approach into concrete actions across the sourcing of our key ingredients,” said Lapo Civiletti, CEO of Ferrero Group. “It provides a structured framework to strengthen supplier accountability, improve traceability and certification, support farmers, and drive collaboration across the sector.”

Climate action and circular packaging gather pace

The report also highlights continued progress towards Ferrero’s climate and circular economy goals.

Scope 1 and Scope 2 greenhouse gas emissions fell 7.2% year-on-year, supported by 24 manufacturing sites now operating on 100% renewable grid electricity. The company has also introduced a Decarbonisation Hub to help manufacturing facilities develop site-specific emissions reduction roadmaps.

On packaging, 92.9% of Ferrero’s global packaging portfolio is now designed for recyclability, reusability or compostability.

Meanwhile, the redesign of Ferrero Rocher packaging has reduced the product’s plastic-to-product ratio by 14.7% since 2019/20, avoiding approximately 16,000 tonnes of plastic since 2021.

Investing in resilient food systems

Alongside environmental progress, Ferrero continues investing in farming communities and workforce development.

The company is expanding programmes supporting cocoa-growing communities in Côte d’Ivoire, while employee inclusion initiatives now span 61 countries. Ferrero’s long-running Joy of Moving programme has also reached more than 730,000 children, delivering over three million hours of physical activity in schools.

The report positions resilient agricultural supply chains, farmer partnerships and measurable sustainability outcomes as central to Ferrero’s long-term business strategy as food manufacturers respond to climate pressures, evolving regulation and growing consumer demand for responsibly sourced products.

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BUILDING FARMING RESILIENCE 

Tesco has announced a three-year extension to its partnership with Harper Adams University’s School of Sustainable Food and Farming, reaffirming its commitment to supporting young farmers across the UK. 

The university’s Future Farmer Programme has already helped more than 200 participants strengthen their business knowledge, practical skills, and confidence to develop resilient farming enterprises. The initiative is aimed at farmers under the age of 40 and offers a combination of industry visits, online learning, and mentoring from experts working throughout the food supply chain. 

Simon Thelwell, Director of the School of Sustainable Food and Farming at Harper Adams University, is delighted to continue the institution’s partnership with Tesco.  

PREPARING THE NEXT GENERATION  

The Future Farmer Programme provides participants with a broader understanding of the food production system, offering insight into every stage of the journey from farm to retailer.  

Alongside improving commercial awareness, it explores practical approaches to enhancing productivity, protecting nature, addressing climate-related challenges, and strengthening long-term business resilience. 

Tesco says the partnership forms part of its wider commitment to supporting British agriculture and helping farmers transition towards more sustainable food production. 

Natalie Smith, Head of Sustainable Agriculture and Fisheries at Tesco, strongly believes in the programme’s ability to support British young farmers.  

“This programme gives farmers practical experience, expert insight, and a valuable network of peers across the industry. We’re excited to see the next cohort build on its success and help drive positive change across UK agriculture.” 

SHARING KNOWLEDGE  

The renewed programme comes as research continues to highlight growing demand for practical advice and greater collaboration around sustainable farming practices and biodiversity.  

By connecting participants with experienced mentors, industry specialists, and fellow farmers, the initiative aims to bridge knowledge gaps and encourage the exchange of real-world solutions. 

Lessons and feedback gathered through the Future Farmer Programme have also contributed to Tesco’s Greenprint for UK Farming report, also produced in partnership with Harper Adams University’s School of Sustainable Food and Farming. 

The report outlines practical recommendations designed to support the future of UK agriculture and help farmers adopt more sustainable approaches whilst maintaining productive, profitable businesses. 

“It is fantastic to have the opportunity to build on the success of the Future Farmer Programme over the next three years. We will be creating even more opportunities for delegates to engage with sustainability, innovation, and practical business change that can deliver long-term impact across the sector,” says Alex Hardie, Programme Lead at Harper Adams University.  

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EXPANDING RESPONSIBLE SOURCING  

2 Sisters Food Group (2SFG) has unveiled a series of sustainability initiatives designed to reduce emissions across its poultry operations whilst supporting British agriculture and improving supply chain resilience. 

The measures form part of the company’s wider NextGen Strategy, which targets net zero by 2035, and include an enhanced deforestation-free sourcing commitment alongside increased use of British-grown protein in chicken feed. 

From July 2026, 2SFG will broaden its premium payment programme for South American Soyameal suppliers to cover all forms of land conversion rather than focusing solely on deforestation. 

The company says it sources from farms where deforestation and land conversion have not taken place for more than 18 years, resulting in very low greenhouse gas (GHG) emissions linked to land use change. As a result, the carbon footprint of Soyameal used in 2SFG chicken feed is expected to fall by up to 70 percent. 

SUPPORTING BRITISH FARMERS  

The business has also reformulated its poultry feed by replacing almost one quarter (23 percent) of imported Soyameal with British-grown oilseed rape and beans. 

This change will see 2SFG purchase 150,000 tonnes of crops from British farmers each year, representing a £50 million investment in the UK’s agricultural sector whilst strengthening domestic food security. 

According to the company, replacing imported Soyameal has already contributed to a 15 percent reduction in the carbon footprint of a 2 Sisters chicken over the past 30 years, compared with birds fed a standard Soyameal diet.  

The revised feed also supports improved soil health, reduces artificial fertiliser use, and benefits pollinators across 46,000 hectares of British farmland. 

The latest initiative is expected to reduce carbon emissions by almost 670,000 tonnes, equating to a reduction of more than 20 percent in Scope 3 emissions. 

By the end of 2027, the company also plans to remove Soyameal entirely from the diet of chickens at its Coupar Angus facility in Scotland, replacing it with British-grown peas, seeds, and beans. 

ALIGNING WELFARE AND SUSTAINABILITY  

2SFG says it is one of Europe’s largest producers of higher-welfare chicken. All chickens on its farms are reared to Red Tractor standards, with 80 percent kept at lower stocking densities, whilst a significant proportion are produced in line with Better Chicken Commitment (BCC) requirements, including the use of slower growing breeds. 

The company believes its lower carbon Soyameal procurement will reduce the carbon footprint of all 2SFG chicken production whilst supporting the continued expansion of higher welfare farming. 

Kate Stein, Group Director of Quality, Sustainability, and Agriculture at 2SFG, comments on how this is a transformation moment for British poultry.

The announcement has also been welcomed by industry organisations and retail partners. 

Global CEO of Compassion in World Farming, Philip Lymbery, commented: “Compassion in World Farming firmly believes in the rigorous pursuit of improvements to the welfare of farmed animals and the health of our planet.  

Teresa Garcia-Moore PhD, Engagement Manager at AFi, added: “Aligning with the Accountability Framework, which is backed by the consensus of 20+ environment and human rights organisations, helps ensure that buying commodities sourced from sensitive ecosystems is not contributing to deforestation or land conversion.” 

Alex Freudmann, Managing Director of M&S Food, also believes the new measures will have a major impact on poultry welfare, particularly for M&S.

“The M&S Plan A for Farming supports long-term resilience for farmers, and switching to British-grown feed for chickens will support a wider network of growers in the UK as well as the journey to net zero.” 

Matt Hood, Group Managing Director, Co-op Food, commented: “Co-op only sells and uses 100% British chicken, and it’s good to see further investment from our long-term partner, 2SFG, into UK agriculture so together we can make meaningful change.  

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A £35 Million Investment

HARIBO UK has officially opened a new £35 million warehouse and manufacturing expansion at its Castleford site in West Yorkshire, reinforcing its long-term commitment to UK confectionery production and strengthening capacity to meet growing consumer demand.

The investment includes a purpose-built automated warehouse alongside a new production and packaging line, increasing manufacturing capability while enhancing supply chain efficiency across HARIBO’s UK operations.

Expanding Manufacturing Capacity in Yorkshire

The new facility will enable HARIBO to manage higher production volumes, increase storage capacity for raw materials and packaging, and further modernise operations using advanced warehouse technologies.

Supporting both the Castleford and Pontefract manufacturing sites, where the company employs more than 700 people, the expansion reflects HARIBO’s continued investment in UK food manufacturing after more than five decades in Yorkshire.

The project was delivered in partnership with Yorkshire-based Caddick Construction using a predominantly local supply chain, further supporting regional manufacturing and construction businesses.

Phil Murphy, Chief Marketing Officer at HARIBO UK & Ireland, said:

“We’ve been part of West Yorkshire for more than 50 years and we’re very proud to call it home. The region plays a hugely important role in HARIBO’s success across the UK, from the products we make here through to the people, skills and manufacturing expertise that support our operations every day.

Being the UK’s leading sweets manufacturer is something we are incredibly proud of, and this investment reflects the important role West Yorkshire continues to play in that success.”

Building a More Resilient Confectionery Supply Chain

The expansion comes as HARIBO continues to strengthen its manufacturing footprint following another successful year in the UK confectionery market, with four of the UK’s ten best-selling sweets now carrying the HARIBO or MAOAM brands.

The additional warehouse capacity is designed to improve inventory management, support future production growth and provide greater operational flexibility as manufacturers continue to navigate evolving consumer demand and supply chain pressures.

Steve Ford, Regional Managing Director at Caddick Construction North East & Yorkshire, said the project delivers infrastructure that will support HARIBO’s long-term production ambitions while contributing to Yorkshire’s advanced manufacturing sector.

“It has been a privilege to work with HARIBO on this impressive expansion project, which has been especially significant with HARIBO making such a huge contribution to employment locally to our Wakefield Head Office.

Together with our local supply chain partners, our team worked hard to deliver the new warehouse to a world-class standard to support HARIBO’s high-calibre production. We’re proud to have played our part in this project, creating a facility that will have a lasting impact on Yorkshire’s manufacturing sector and the wider community.”

Investing Beyond the Factory Gate

Alongside manufacturing investment, HARIBO continues to strengthen its presence within the local community. The business recently helped Martin House Children’s Hospice reach its £2 million fundraising target for a new purpose-built care facility and will return as headline sponsor of the Pontefract Liquorice Festival, celebrating the region’s confectionery heritage.

MP for Pontefract, Castleford and Knottingley, Yvette Cooper said the expansion demonstrates continued confidence in manufacturing across West Yorkshire.

“It was great to cut the ribbon at the opening of the new warehouse at HARIBO’s Castleford site.

I’m really pleased that the new warehouse will allow them to expand and continue to support 700 jobs across our area. HARIBO are a brilliant manufacturer who have been at the heart of our towns for decades, carrying on our sweet making tradition.”

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