ENHANCING MEALTIMES WITH FIBROUS FOOD

Supermarket titan, Sainsbury’s, simplifies healthy eating and makes it more affordable for families, increasing the amount of fruit, vegetables, and fibre on UK plates.

New Full on Fibre labelling is being launched across more than 500 products:

• Sainsbury’s strengthens its health commitment with a new ambition to add thousands of tonnes of fibre and millions more portions of fruit and veg to UK diets by 2030.
• Comes as only four percent of the UK^* get enough fibre, and only half (52 percent)^** of people recognise fruit as a source of it.
• The range of moves will support ambition with more to come as the business goes further on health:
  • New Full on Fibre labelling across more than 500 products.Great summer deals on fibre-rich foods like oranges and blackberries.Working to roll out a Healthy Start scheme top-up, via a £3 voucher for fruit and veg.Supporting a nutritious, free breakfast provision for over a quarter of a million children as part of Sainsbury’s partnership with the Department for Education’s free breakfast clubs.
  • Continued focus on making healthy everyday products affordable, with 75 percent Aldi Price Match products healthier and better for you on average.

Historic high street staple, Sainsbury’s, has announced a significant enhancement to its long-standing commitment to helping families eat well. The retailer has unveiled a strengthened health initiative to make healthy eating more accessible and affordable for millions of people across the UK.

As part of this new initiative, Sainsbury’s plans to add thousands of tonnes of fibre and millions of extra portions of fruits and vegetables to the meals of families.

The company aims to achieve this through a series of new measures designed to simplify healthy eating and prioritise fibrous, fresh foods at every meal.

DECODING HEALTHY EATING

The national discussion surrounding healthy eating is increasingly getting bogged down by passing trends and complex terminology.

For example, from the latest protein hacks to the myriad of fibre fads, the overwhelming barrage of information is leaving many individuals feeling alienated and uncertain about their dietary choices.

Moreover, research conducted by Sainsbury’s highlights this issue: whilst an impressive three-quarters of respondents claim they understand what fibre is, fewer than half recognise fruit (52 percent) or pulses (58 percent) as valid sources of these important nutrients.

As a result, instead of being a straightforward and accessible aspect of daily life, healthy eating has become a puzzling labyrinth that complicates what should be simple, nutritious choices for everyone.

BOOSTING NUTRITION

In an exciting move to meet customer needs, the retailer is unveiling a vibrant Full on Fibre labelling system that will be featured on over 500 products.

This initiative aims to make it easier for consumers to boost their fibre intake without any hassle. Amongst the extensive selection, over 100 Full on Fibre products are currently available under Aldi Price Match or Nectar Price, showcasing a variety of everyday fibre-rich heroes, including hearty oats, nutritious beans, and crisp broccoli.

Additionally, this labelling will grace some fresh and innovative offerings debuting this summer, including by Sainsbury’s Mediterranean Style Veg Burgers, packed with flavour and nutrients, as well as Spiced Mixed Nuts & Seeds with Apple Granola. This delightful, wholesome snack perfectly blends taste and health.

SUMMER DEALS AND SCHOOL SUPPORT

Sainsbury’s is making it easier to enjoy fibre-rich foods this summer with great deals on cherries, blackberries, bakery items, and frozen fruits and vegetables.

Until June 23rd, Sainsbury’s is offering half-price cherries, which provide about three percent of the daily recommended fibre intake – one gram (g) per portion.

In addition, customers can save 29 percent on fine beans, which contribute nearly 10 percent of the daily fibre requirement (2.7 g per portion), and 25 percent off oranges that provide about three percent of daily fibre with Nectar Price discounts.

Overall, Sainsbury’s is committed to providing healthy options at great value, with 75 percent of its Aldi Price Match products being healthier or better-for-you choices.

To ensure every child has a healthy start to their day, Sainsbury’s is also supporting schools by providing £200 gift cards to those participating in the Department for Education’s free breakfast club programme.

To date, Sainsbury’s has supported breakfast clubs in over 1,250 schools, making free breakfasts available to over 300,000 children across England as the rollout continues. Through the programme, ten million free breakfasts have been served to children in England.

FOOD SECURITY INITIATIVES

For individuals and families living on low incomes, accessing nutritious, high-quality food can feel like an insurmountable challenge.

In response to this pressing issue, Sainsbury’s is developing initiatives to assist those in financial difficulty.

One such effort is the collaboration with the UK government’s Healthy Start Scheme, which offers a valuable £3 top-up for the most vulnerable members of the community. This support aims to make healthier food options more accessible to those who need them most.

PROMOTING INFORMED AND INNOVATIVE OPTIONS

Showcasing its enduring dedication to promoting healthy eating amongst its customers, Sainsbury’s commitment is evident through a series of innovative initiatives, such as the introduction of traffic-light calorie labelling back in 2005, which has helped consumers make more informed dietary choices.

Additionally, Sainsbury’s has been a strong advocate for mandatory nutritional reporting in both retail environments and out-of-home dining settings, further enhancing transparency for shoppers.

As a testament to its efforts, the retailer has consistently achieved healthy sales figures that exceed the industry average for several years running.

Looking ahead, Sainsbury’s intends to build upon these groundbreaking initiatives in its new strategic plan.

This forward-thinking approach aims to tackle some of the most pressing challenges related to food accessibility and to ensure that every individual in the UK has the opportunity to enjoy nutritious, wholesome food options.

*National Diet and Nutrition Survey 2019 to 2023: report (published June 2025)
**Research conducted by D+M, 2026
***80g portion sizes

By Sainsbury’s Cherries £1.75 on Nectar Price (£3.50 without)
By Sainsbury’s Fine Beans £1.00 on Nectar Price (£1.40 without)
By Sainsbury’s 4x large oranges £1.50 on Nectar Price (£2.00 without)

Full-on Fibre labelling includes on-pack, at shelf-edge, and on groceries online.

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Grupo Bimbo scales regenerative agriculture across global ingredient supply chain

Grupo Bimbo has surpassed 500,000 hectares under regenerative agriculture practices, marking a significant expansion of its sustainable sourcing programme and reinforcing efforts to build more resilient agricultural supply chains.

The company reported that land managed under regenerative practices reached more than 500,000 hectares by the end of 2025, representing an increase of almost 73% compared with the more than 290,000 hectares recorded at the end of 2024.

The programme forms part of Grupo Bimbo’s long-term commitment to source 100% of its key ingredients from land cultivated under regenerative agriculture practices by 2050.

Focus on soil health, biodiversity and farmer resilience

Grupo Bimbo’s regenerative agriculture strategy centres on three priorities: improving soil health, enhancing biodiversity and ecosystems, and supporting farming communities as they adopt more resilient agricultural practices.

The company works with farmers, suppliers, millers, research organisations and institutions including the International Maize and Wheat Improvement Center (CIMMYT) across key ingredient crops such as wheat, corn and sugar.

David Hernández, Global Procurement VP at Grupo Bimbo, said: “Agriculture is the starting point of everything we do. Regenerative agriculture enables us to strengthen the resilience of our supply chain, collaborate closely with farmers, and ensure the availability of key ingredients for the future. At the same time, we contribute to improving soil health and creating shared value for the farming communities we work with.”

Expansion into Europe and Brazil

During 2025, Grupo Bimbo expanded its regenerative agriculture programme into new markets.

In Brazil, an initial pilot programme evolved into a formal implementation involving local teams, suppliers and producers. The company also launched its first European regenerative agriculture initiative in the United Kingdom, extending the strategy beyond the Americas.

These developments build on existing programmes in North America, where the company says regenerative wheat farming initiatives in Mexico have already delivered positive results.

Sustainable sourcing linked to product strategy

Grupo Bimbo said regenerative agriculture is closely connected to its Positive Nutrition agenda, which focuses on improving product formulations and ingredient transparency.

The company reported that 98% of its global daily-consumption product portfolio now meets its internal standards for simpler and more transparent recipes.

The expansion of regenerative sourcing is intended to support long-term ingredient availability while helping address growing concerns around soil degradation and agricultural resilience.

According to the company, more than half of the world’s agricultural soils currently show some level of degradation, with projections suggesting that figure could rise significantly by 2050 without changes in farming practices.

Regenerative agriculture supports broader sustainability goals

The initiative forms part of Grupo Bimbo’s wider sustainability strategy under its “For Nature” pillar, which includes commitments around net-zero carbon emissions, packaging waste reduction, water stewardship and food waste reduction.

Alejandra Vázquez Langel, Global Sustainability VP, said “At Grupo Bimbo, we understand sustainability as an integral way of operating our business, from the origin of our ingredients to how we produce, distribute, and reach consumers. Advancing regenerative agriculture is essential, but so is continuing to transform our entire operation to generate a positive, measurable, and long-term impact for people and the planet.”

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Sustainable Product Portfolio Continues to Drive Growth

US Foods says sustainability initiatives across product innovation, fleet efficiency, sourcing and workforce development are supporting business growth, customer demand and operational performance, with its sustainable product portfolio again generating more than $1 billion in annual revenue.

The company reported continued growth across its portfolio of products designed to meet customer demand for sustainability, health and local sourcing attributes, while also outlining investments aimed at reducing environmental impacts across its operations and supply chain.

According to US Foods Chair and CEO Dave Flitman, sustainability remains closely tied to business performance, customer relationships and long-term growth.

“I am proud of the progress we’ve made on our sustainability journey and how these efforts advance our broader business strategy,” said Dave Flitman, US Foods Chair of the Board and CEO.

Serve Good Portfolio Surpasses $1 Billion for Second Consecutive Year

A key highlight of the report is the continued growth of the company’s sustainability-focused product offerings.

US Foods now offers more than 5,000 local, sustainable and wellbeing-focused products through its Exclusive Brands portfolio. Its Serve Good® range, which includes products that are responsibly sourced, designed to reduce waste or help lower greenhouse gas emissions, generated more than $1 billion in annual revenue for the second consecutive year.

The company also reported 9% revenue growth from its Serve You® product line, which includes products made with simple ingredients, plant-forward options and certified gluten-free offerings.

Meanwhile, demand for locally sourced products remained strong, with more than 740,000 cases of seasonal produce delivered through the Serve Local® programme during 2025.

Responsible Sourcing Remains a Supply Chain Priority

Alongside product innovation, US Foods continued to advance responsible sourcing initiatives across its supply chain.

The company reported ongoing efforts to reduce deforestation risk within sourcing networks and said 88% of Exclusive Brands seafood volume was sourced in accordance with its Serve Good® or Progress Check® standards.

The report positions these initiatives as part of a broader effort to align product development with evolving customer expectations around sustainability and supply chain transparency.

Efficiency Initiatives Reduce Fuel Use and Energy Intensity

US Foods also highlighted operational improvements aimed at lowering emissions while supporting distribution efficiency.

Compared with its 2019 baseline, the company reduced fuel intensity by 7% and energy intensity by 4% on a per-case basis. It also drove 470,000 fewer miles despite delivering 8% more cases than in 2022.

Fleet electrification continued during the year, with the addition of 43 electric vehicles, bringing the company’s total EV fleet to 130 vehicles supported by 82 charging stations across its network.

Renewable energy generation also expanded, with company solar projects producing 10 million kWh of electricity during 2025.

Operational Excellence Delivers Business and Sustainability Benefits

US Foods Executive Vice President and Chief Financial Officer Dirk Locascio said sustainability initiatives are increasingly evaluated alongside broader business objectives, with a focus on market growth, operational efficiency and long-term value creation.

“Across the organization, we have aligned our sustainability initiatives in support of our business objectives to grow market share, reduce risk, and create long-term value,” said Dirk Locascio, Executive Vice President and Chief Financial Officer.

Locascio noted that sustainability-linked product offerings continue to create commercial value while efficiency initiatives have delivered measurable cost savings.

“The growth of this portfolio underscores that sustainability-linked products can contribute meaningfully to revenue, reputation, and customer experience,” he said.

The company also reported that facility energy management initiatives have reduced energy consumption by 22% since 2015, avoiding approximately $54 million in energy costs over the period.

Workforce Development and Community Investment

Beyond environmental initiatives, the report highlighted progress across workforce development and community engagement.

US Foods improved workplace injury and accident rates by 16% compared with 2024, filled 70% of leadership positions internally and delivered approximately 1.2 million hours of employee training.

The company also donated more than $12 million through products, volunteer time and financial contributions, while employee volunteer hours increased by 70% year-on-year.

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Investment Increases Capacity and Strengthens Food Supply Chain Resilience

The investment forms part of a wider programme focused on improving efficiency, competitiveness and scale across the company’s manufacturing network. Nomad Foods is Europe’s largest frozen food company and owns brands including Birds Eye, Ledo, iglo, Findus and Frikom.

The new production line will increase annual potato waffle capacity to approximately 18,250 tonnes, equivalent to nearly 45 million potato waffles, helping the company meet growing consumer demand for one of its best-known product categories.

Expanding Capacity for High-Demand Frozen Foods

The Lowestoft facility currently manufactures potato waffles around the clock, alongside a range of other frozen food products.

According to Nomad Foods, the new production line has been designed to enhance manufacturing efficiency while supporting the supply of key household staples to UK consumers.

The investment reflects the company’s focus on increasing production capacity in categories where demand remains strong, while ensuring consistent supply across retail channels.

Supporting Manufacturing Efficiency and Supply Chain Performance

The waffle line expansion is part of a broader investment programme at the Lowestoft site.

Recent projects include a £12 million investment in chicken processing operations, alongside plans for an on-site wind turbine intended to provide long-term, predictable renewable energy costs. The facility already operates using green electricity.

Together, these investments are aimed at improving operational efficiency, increasing manufacturing capability and supporting long-term competitiveness across the company’s production network.

Commitment to UK Food Manufacturing

Nomad Foods said the investment demonstrates its continued commitment to UK food manufacturing at a time when global food systems face increasing pressure.

Eduardo Bachiega, Chief Supply Officer, Nomad Foods, said: “This latest investment at our Lowestoft site is testament to our long-term commitment to UK food manufacturing. By increasing our production capacity we’re directly responding to consumer demand for household favourites, such as potato waffles, that are already being manufactured 24/7 at the factory.

At a time of increasing pressure on global food systems, as well as ongoing cost-of-living challenges for consumers, we continue to invest in our operations ensuring key frozen food categories such as fish, vegetables, chicken and potatoes remain an accessible food choice for families across the UK and Europe.”

Lowestoft Site Plays Key Role in European Supply Network

The Lowestoft factory has been operating since 1949 and remains a significant part of Nomad Foods’ manufacturing footprint.

Spanning more than 25 acres, the facility is the largest private sector employer in the local area and produces a range of Birds Eye products, including chicken dippers, potato waffles, peas and coated fish.

The site is also playing an increasing role in supporting demand across Nomad Foods’ wider European operations, with approximately 15% of production exported to other markets.

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Changing Consumer Preferences

According to Heineken UK’s 2026 Beer Report, beer sales in pubs, bars and restaurants increased by 5% year-on-year by value and now account for 45% of all drinks sold in hospitality venues.

The findings highlight changing consumer preferences, with drinkers increasingly seeking premium products, new flavour experiences and lower-alcohol alternatives.

Stout Emerges as a Major Growth Category

Stout was one of the strongest-performing beer segments in the on-trade during the past year, with sales rising 19% to reach £2 billion in value.

The report also highlighted rapid growth among challenger brands, with Murphy’s Irish Stout recording a 227% increase in sales year-on-year.

The performance reflects continued consumer demand for distinctive beer styles and a broader diversification of drinking occasions within the pub sector.

Fruit Beer and Flavoured Brews Gain Momentum

Flavoured and fruit beers also delivered significant growth, with sales increasing by 34%.

The category’s performance suggests consumers are increasingly looking for new taste experiences and greater variety when choosing beer in hospitality venues.

For brewers and operators, the trend points to growing opportunities for innovation and portfolio diversification as consumers move beyond traditional beer styles.

Alcohol-Free Beer Continues to Expand

The report also highlights ongoing growth in the no- and low-alcohol segment.

Sales of alcohol-free and low-alcohol beer increased by 31% and are now worth £271 million, reflecting continued consumer interest in moderation and more flexible drinking choices.

The category remains one of the fastest-growing segments within beer, creating opportunities for operators to broaden their offer and appeal to changing consumption habits.

‘Premiumisation’ Shapes Consumer Spending

While consumers are drinking fewer pints per visit than in previous years, the report suggests they are increasingly willing to spend more on higher-quality products.

More than half (55%) of beer drinkers said they are willing to pay extra for better-quality beer, supporting continued growth in premium categories.

As a result, premium world lagers have become the most valuable beer category in UK hospitality, generating £4 billion in sales, with Birra Moretti now the largest lager brand by value in the pub sector, with sales worth £1 billion.

Hospitality Operators Encouraged to Focus on Range and Experience

Heineken UK says changing consumer behaviour presents opportunities for pubs and hospitality businesses that can adapt their beer offering to evolving demand.

“Beer remains one of the great constants of British pub culture, but the way people enjoy it is changing,” said Will Rice, On-Trade Director at Heineken UK.

“Consumers are becoming more intentional about going out. They want quality, atmosphere and experiences that feel special and worth leaving home for.

“The opportunity for pubs is not simply to sell more beer, but to serve the right range of beers and create occasions people want to come back for.”

Category Growth Signals Opportunities Across the Supply Chain

The report suggests that growth in premium lager, stout, flavoured beer and alcohol-free categories is reshaping demand across the beer supply chain.

For brewers, distributors and hospitality operators, the findings point to increasing importance of portfolio diversification, premium positioning and responding to consumer demand for quality, moderation and differentiated drinking experiences.

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Investment Supports Manufacturing Growth

Ferrero has unveiled a new €60 million investment programme in France, reinforcing its commitment to expanding production capacity, supporting product innovation and strengthening its manufacturing network in the country.

The announcement was made during the Choose France summit and includes investments at the company’s Villers-Écalles facility in Normandy and the Nieppe factory in Hauts-de-France, owned by Biscuits Delacre, a Ferrero affiliate.

The investment is linked to the launch of a new Nutella-branded product and forms part of a broader industrial development strategy in France.

Ferrero said it has invested nearly €210 million in France since 2021 to modernise industrial sites, expand logistics capabilities and support environmental transformation projects.

The latest €60 million commitment builds on that strategy and reflects the company’s continued focus on strengthening production capacity and supporting the growth of its brands.

According to Ferrero, France continues to play a strategic role in the group’s European operations, with investments designed to support both industrial development and regional economic activity.

Villers-Écalles Remains a Strategic Production Hub

Part of the investment programme has been directed towards the Villers-Écalles site, described by the company as the world’s largest Nutella production facility, accounting for 26% of global Nutella output.

Projects at the site include ongoing industrial modernisation and environmental transformation initiatives, representing an investment of €15 million.

Ferrero has also invested €15 million in the development of a new 3kg Nutella packaging line designed for professional users.

Nutella Cookies Drive Expansion in Nieppe

A significant element of the new investment programme is the launch of Nutella Cookies production at the Nieppe facility in Hauts-de-France.

Ferrero has announced an investment of approximately €30 million to install a production line dedicated to the product. The company stated that the line will be unique within the European market.

Logistics Infrastructure Continues to Expand

Alongside manufacturing investments, Ferrero highlighted the completion of two logistics warehouses in Cléon and Barentin, projects that were announced during the Choose France 2025 event.

The company said the investments form part of a broader approach focused on strengthening industrial and logistics infrastructure while supporting regional employment and economic development.

Long-Term Commitment to France

Ferrero has operated in France for more than 60 years and currently employs 1,400 people in the country. The company stated that its activities support a further 11,300 indirect and induced jobs.

The latest investments reinforce France’s importance within Ferrero’s European network and reflect the group’s long-term commitment to manufacturing and innovation in the market.

“France has held a central place in Ferrero’s industrial and logistics strategy in Europe for many years. The investments announced today reflect our commitment to pursuing sustainable and tangible development in the country, by strengthening our industrial capabilities, supporting the innovation of our brands – such as the launch of Nutella Cookies on the French market – and making a lasting contribution to the economic vitality of the regions in which we operate,” said Mauro de Felip, Managing Director of Ferrero France.

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A New Global Food Giant?

Ingredion has announced a recommended all-cash acquisition of Tate & Lyle in a deal valued at approximately £3.7 billion ($5 billion), a move that would create one of the food industry’s largest specialty ingredient providers and significantly expand its capabilities across health-focused product development.

The proposed transaction brings together two established ingredient businesses with complementary portfolios spanning texture, sweetening, mouthfeel, fortification and formulation expertise. If completed, the combination would strengthen Ingredion’s position as food and beverage manufacturers increasingly seek solutions that balance nutrition, affordability and consumer expectations around taste and texture.

According to Ingredion, the acquisition will broaden its specialty ingredients platform while adding Tate & Lyle’s expertise in multi-ingredient systems and recipe development. The combined company would also gain greater reach across food and beverage categories, enabling it to support customers across a wider range of applications and product formats.

Building a Broader Platform for Health-Focused Innovation

Consumer demand for healthier products continues to reshape food and beverage innovation, driving manufacturers to reformulate products while maintaining sensory performance and cost competitiveness.

The proposed combination would unite Ingredion’s existing texture and sugar reduction capabilities with Tate & Lyle’s strengths in mouthfeel, sweetening and fortification technologies. The companies said this would enhance their ability to help customers develop products that meet evolving nutritional expectations without compromising quality or taste.

“Combining Ingredion and Tate & Lyle’s complementary portfolios establishes a global leader in ingredient solutions with the innovation expertise and geographic reach that will help create the future of food,” said Jim Zallie, chairman, president and CEO of Ingredion.

“The combined business will be better positioned to serve customers’ needs for the development of great-tasting, healthier and affordable food products that consumers demand. This compelling combination will create exciting new possibilities for employees and generate significant value for all stakeholders.”

Expanding Global Supply and Customer Support Networks

Beyond product capabilities, the acquisition would create a larger global manufacturing and supply network spanning the Americas, Europe, the Middle East, Africa and Asia-Pacific.

Ingredion said the expanded footprint would improve its ability to deliver ingredient solutions more quickly and efficiently while providing deeper regional market insights to support customer innovation strategies.

The company also expects the combination to strengthen its ability to partner with manufacturers throughout the product development process, from concept and formulation through to commercialization. Enhanced applications expertise and customer-led development capabilities are expected to support faster innovation cycles and improved speed-to-market.

Greater Scale for Ingredient Systems Development

The transaction would also bring together the intellectual property, technical expertise and innovation resources of both organisations.

Ingredion said the combined business would be better positioned to develop integrated ingredient systems across texture, sweetening, mouthfeel and fortification applications, helping manufacturers address multiple formulation challenges simultaneously.

Commenting on the deal, Tate & Lyle Chair David Hearn said: “Over the last few years, Tate & Lyle has been successfully repositioned as a leading global specialty food and beverage solutions business aligned to growing consumer demand for healthier, more nutritious and sustainable food and drink.”

“Looking forward, we believe the next chapter with Ingredion will create a business with even greater potential, greater scale, and increased investment in innovation in support of customers.”

Financial and Transaction Details

Under the proposed terms, Tate & Lyle shareholders would receive 595 pence per share in cash, representing a premium of approximately 59% to the company’s closing share price on 13 May 2026.

Ingredion expects the integration to generate approximately $130 million in annual run-rate cost synergies by the end of 2030. The company also expects the acquisition to be earnings accretive in the first year after completion and to enhance the long-term growth profile of the combined business.

The transaction remains subject to shareholder, court and regulatory approvals and is expected to complete during the second half of 2027.

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DEEPENING TECHNICAL CAPABILITIES

The parent company of global brands such as KFC, Pizza Hut, Taco Bell, and Habit Burger & Grill, Yum! Brands has made a name for itself over the past decade as an industry trendsetter in modern restaurant technology and digital experiences.

The stalwart company is adamant that the future of the QSR sector will be determined by technology and is working toward this goal by upskilling its digital and technology teams through a flagship learning program called Tech Elevate.

“Tech Elevate reinforces Yum! Digital & Technology’s commitment to continuous learning and technical excellence. What sets Tech Elevate apart is that it serves as a functional development program for software engineers and employees in adjacent roles, helping them strengthen technical skills and foster greater collaboration across Byte by Yum! Teams and our brands,” states Shiv Adhiappan, Pizza Hut Chief Technology & Information Officer and Tech Elevate Executive Sponsor.

Approximately 300 employees have signed up to take part in the second iteration of the program. This online, six-to-nine-week initiative will provide the participants with the skills and tools needed to deepen their technical abilities across a range of critical technologies. Training topics include AI and machine learning, various programming languages, modern web development, and site reliability engineering.

New this year are AI platform engineering, Byte Menu, and application programming interface query languages.

Through Tech Elevate, Yum! Brands team members are provided with intentional time and space to build skills that directly support platform scalability, reliability, and innovation at its finest.

DIGITAL LEADER IN QSR

Yum! Brands’ commitment to personal development is not only a crucial component of its workplace culture, but it has also earned the company a reputation as an incubator for future restaurant executives and helped land it on TIME’s Best Companies for Future Leaders list multiple times.

This second version of the Tech Elevate program allows participants to choose from three courses, including ‘AI-First Platform & Reliability Engineering,’ ‘Foundations of Byte Menu,’ and the final course offering highlights the execution, federation, and best practices of API query languages.

Saurabh Sundriyal, senior software engineer II and engineering team lead at KFC US, notes that “The AI-First Platform & Reliability Engineering course was extremely practical and immediately applicable to my day-to-day work. I used the learnings right away to enhance application logging and built dashboards using large language models, improving visibility and operational efficiency for my team at KFC US.”

As a steadfast leader in the QSR industry, Yum! Brands is continuing to invest in its people to ensure the organization helps shape the way in the constant technological evolution of the sector. Tech Elevate allows individuals the opportunity to build and sharpen the critical skills needed to develop technology that creates better teams and customer experiences.

“As our technology stack evolves and scales globally, our teams must grow alongside it. This long-term investment in our people will ensure that we have the skills, confidence, and discipline to continue to grow our brands,” concludes Adhiappan.

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

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

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

Edible Oils Expansion Supports Foodservice Growth

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

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

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

Gourmet Chocolate Capacity Nearly Doubled

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

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

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

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

New R&D Facility Enhances Product Development

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

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

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

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

Belgium Plays Strategic Role in European Food Operations

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

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

Supporting Supply, Innovation and Sustainable Production

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

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

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

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Deal Expands Beverage Portfolio and Strengthens Presence in Key Markets

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

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

Portfolio Expansion Supports International Growth Strategy

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

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

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

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

Production Operations and Workforce Transition

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

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

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

Strategic Move Follows Corporate Rebranding

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

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

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

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

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

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BROADENING SWEETNER CAPABILITIES  

Tate & Lyle’s expanded collaboration with BioHarvest Sciences broadens the development of plant-based sweetening solutions for the food and beverage sector.

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

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

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

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

ADDRESSING EVOLVING MARKET DEMAND  

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

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

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

BUILDING ON A HISTORY OF INNOVATION  

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

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

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

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Refreshed Framework Targets High-Impact Areas Across the Value Chain

The revised framework follows two years of implementation and is designed to direct resources towards the areas where the company believes it can deliver the greatest positive impact across its value chain.

Originally launched in 2024, the Approach to Nature established more than 20 targets aimed at helping halt and reverse nature loss, restore ecosystems and enhance global water security in alignment with international biodiversity goals.

According to Tetra Pak, the refreshed framework introduces a more targeted approach focused on high-impact materials, locations and supplier sites, while strengthening expectations around traceability, verification and measurable outcomes.

Greater Focus on Responsible Sourcing

A key element of the update is an increased emphasis on upstream activities, where Tetra Pak says its most significant nature impacts and dependencies occur.

The framework continues to be structured around four action areas—Upstream, Operations, Downstream and Transform—but now prioritises interventions within sourcing and supplier engagement programmes.

Among the revised goals is the use of geographic information systems to verify the deforestation-free status of high-priority sourcing locations.

The updated approach reflects lessons learned during implementation and is intended to improve the effectiveness of nature-related action across its supply chain.

Francesca Priora, Vice President Climate & Nature at Tetra Pak, said: “Two years of implementation have given us much clearer insight. The refresh of our Approach to Nature reflects a shift towards sharper execution, focusing action where it can deliver the greatest impact across the value chain.

“Our industry relies heavily on nature to shape sustainable and secure food systems for the future. As we move towards our next milestones, collaboration remains critical. By working closely with suppliers, customers and partners, we aim to protect key ecosystems and help strengthen the resilience of food systems”.

Water Resilience Moves Higher on the Agenda

The revised framework also strengthens Tetra Pak’s focus on water stewardship and resilience.

New targets include reducing total water withdrawal by 10% by 2030 at supplier sites identified as having the highest water-related impacts, and high-impact suppliers are already being required to report on both water quality and water quantity, supporting improved visibility of water-related risks across the value chain.

The enhanced focus reflects growing recognition of water security as a critical sustainability issue for both manufacturing operations and food systems.

Circular Economy Remains a Core Priority

Alongside biodiversity and water-related initiatives, the Approach to Nature continues to support Tetra Pak’s circular economy objectives.

The framework includes actions focused on improving product design and performance, increasing equipment efficiency, and strengthening collection, recycling and waste management systems.

These initiatives remain an important component of reducing environmental impacts across the packaging value chain.

Industry Recognition for Adaptive Sustainability Strategy

Alexander Nick, Senior Director Climate and Nature at WBCSD, welcomed the update and highlighted the importance of reviewing sustainability strategies as implementation progresses.

“Tetra Pak’s updated Approach to Nature reflects an effort to translate ambition into clearer priorities and action across its value chain. By recognizing interdependencies across sustainability areas and taking stock of implementation experience, the company is strengthening the focus of its approach over time. WBCSD welcomes this willingness to review and adapt: sharpening focus, learning from practice, and aligning corporate action with the shared global ambition to halt and reverse nature loss.”

Progress Report Highlights Supply Chain and Environmental Gains

Tetra Pak also outlined progress achieved since launching the framework in 2024.

The company said it has engaged its entire supplier base in nature-related impact assessments and established procurement requirements linked to nature performance.

In responsible sourcing, Tetra Pak reported sourcing 100% of the paper-based materials used in its products from FSC-certified and other controlled sources, while 100% of its plant-based polymers are sourced as Bonsucro-certified.

It also reported progress on water resilience initiatives and said it has already achieved its 2030 target to reduce volatile organic compound emissions across production sites by 50% against a 2019 baseline.

According to Tetra Pak, the latest framework update is intended to build on these results by concentrating future efforts on the areas where the company can deliver the greatest contribution to ecosystem protection, biodiversity recovery and resilient food systems.

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ENVIRONMENTAL ENERGY AGREEMENT EXCELS

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

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

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

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

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

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

STRATEGIC STEWARDSHIP

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

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

Tiger Brands 2030 Environmental Stewardship targets:

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

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

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

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

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Dairy Strategy Focuses on Sustainable Production and Supply Chain Resilience

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

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

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

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

Emissions Reduction Driven by Feed and Manure Management

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

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

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

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

Regenerative Agriculture Adoption Continues to Grow

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

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

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

Animal Welfare and Productivity Linked to Sustainability Goals

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

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

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

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

Supporting Farmer Livelihoods and Future Generations

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

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

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

Building a More Resilient Dairy Supply Chain

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

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

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

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Connected Dispensing Technology Targets Faster Innovation

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

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

Freestyle Data Accelerates New Drink Development

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

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

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

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

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

New Equipment Designed for Multiple Foodservice Formats

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

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

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

User Interface Update Highlights Limited-Time Beverage Offers

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

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

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

Global Design Strategy Unifies Dispensing Portfolio

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

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

Data and Connectivity Drive Future Foodservice Innovation

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

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

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