Technical support and funding to strengthen farm resilience

ADM has announced a new partnership with American Farmland Trust (AFT) aimed at strengthening resilience among U.S. farmers as they navigate shifting market demands, evolving trade policy, advancing technology and ongoing uncertainty.

Backed by a $500,000 investment from ADM Cares, the initiative will engage farmers across Illinois, Indiana, Iowa, Kansas, Kentucky and Missouri. The programme will provide direct technical assistance, succession planning support, peer networks and grant funding to help improve productivity, market access and farmer wellbeing.

Strengthening business and farm stewardship

Through the partnership, ADM Cares and AFT will work with hundreds of farmers to deliver practical support designed to strengthen both farm businesses and land stewardship.

“The Farm Forward Initiative reflects our continued commitment to working alongside American farmers and strengthening America’s farm economy,” said Gary McGuigan, ADM Senior Vice President and President, North America Ag Services & Oilseeds and Global Trade.

“By partnering with trusted organizations like American Farmland Trust, we’re offering American farmers access to the tools, resources and support they need to strengthen their businesses, care for their land, and sustain their families.”

The partnership comes at a time when U.S. farmers are adapting rapidly to a changing agricultural landscape. According to ADM, 315 family farms filed for bankruptcy last year, up 46% from 2024.

ADM said strengthening resilience requires a balance of economic strength, environmental stewardship and farmer wellbeing, making coordinated support and practical investment increasingly important.

American Farmland Trust to lead farmer engagement

American Farmland Trust will lead on-the-ground engagement, delivering hands-on support tailored to local needs through established networks focused on farm viability and land stewardship.

“Farm resilience starts with strong planning, strong networks, and strong communities,” said John Piotti, President and CEO of American Farmland Trust.

“Through this partnership, we’re building on our work to advance soil health to further help farmers invest in their future – while attracting the next generation – by providing practical resources, direct financial assistance, peer connections, and expanding access to succession planning support.”

Farm Forward Initiative supports long-term farm sustainability

The collaboration forms part of ADM’s Farm Forward Initiative, which brings together the company’s existing investments, partnerships and on-the-ground engagement into a unified platform focused on farmer resilience in a rapidly changing agricultural landscape.

The initiative aims to help farmers expand access to markets, resources and support while strengthening farm businesses and rural communities.

“Standing beside American farmers has always been a priority for ADM,” said McGuigan.

“Our success is closely connected to the success of the farmers we work with every day. The Farm Forward Initiative brings greater focus to that commitment: building on longstanding efforts and partnerships to help ensure farmers and rural communities remain strong for the long term.”

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Mission 2025 Sustainability Progress Across Climate, Packaging and Water

By the end of 2025, the company met or made significant progress on the majority of its 18 Mission 2025 targets, with nine delivered ahead of schedule and seven exceeding original commitments.

In climate, emissions remained aligned with its NetZeroby40 roadmap for the fifth consecutive year, while 54% of total energy now comes from renewable and clean sources, exceeding the 50% target. The company also achieved 100% renewable and clean electricity use across the EU and Switzerland.

Packaging progress included reaching 78% recovery of primary packaging for recycling or reuse, surpassing the 75% target, and increasing rPET content in bottles to 35%, with EU countries and Switzerland exceeding 65%.

In water stewardship, the company launched projects across all high-priority locations, achieving full coverage of its 19 identified water risk areas.

Community initiatives also exceeded targets, with 1.2 million young people trained through the #YouthEmpowered programme.

Zoran Bogdanovic, Chief Executive Officer, Coca-Cola HBC, said:

“Together with our teams and partners, we advanced our sustainability efforts at scale. Mission 2025 has helped clarify where our actions can have the greatest impact – and it has reinforced a simple truth: lasting change requires focus, persistence, and the humility to keep learning. Our progress is greatest when we innovate alongside our partners and build solutions for all. I’m grateful to our teams and our partners for their commitment to open up a more sustainable future.”

External Recognition for Sustainability Performance

Coca-Cola HBC’s sustainability performance has been recognised externally, including being ranked for the ninth time as the world’s most sustainable beverage company in the S&P Global Sustainability Yearbook.

The company is also listed among industry leaders across benchmarks including CDP’s A list for Climate and Water, ISS ESG, MSCI ESG, Morningstar Sustainalytics’ ESG and FTSE ESG.

Mission Refresh Sets New Sustainability Commitments

Building on its progress, the company has launched “Mission Refresh”, a set of flagship sustainability commitments and measurable targets designed to guide future actions.

Karyn Harrington, Chief Corporate Affairs & Sustainability Officer, Coca-Cola HBC, said:

“Mission Refresh reflects our continued commitment to creating value for our communities, partners and the environment while strengthening our resilience.

“Sustainability continues to be part of our growth story, and we’ll keep reporting with the transparency our stakeholders expect.”

Net Zero, Water and Biodiversity Targets for 2030–2040

Under Mission Refresh, Coca-Cola HBC has outlined several long-term commitments, including achieving net zero emissions across its value chain by 2040, with an interim target to reduce absolute emissions by 30% by 2030.

The company also aims to achieve a net positive impact on biodiversity by 2040 and eliminate deforestation in its supply chain.

Water commitments include replenishing every drop of water used in beverages by 2035, with a focus on high-risk locations.

Packaging, Circular Economy and Supply Chain Targets

The refreshed strategy includes targets to support circularity and reduce environmental impact, including reaching 80% collection of packaging by 2035, increasing rPET to 40%, and removing 12,000 metric tonnes of plastic packaging by 2030.

The company also aims to ensure 100% of key agricultural ingredients are sustainably sourced by 2030 and to screen more than 95% of significant suppliers based on sustainability and business relevance.

Social Impact and Community Investment Goals

Coca-Cola HBC’s targets also include training more than three million young people by 2035 through its #YouthEmpowered programme, achieving 45–50% women in management roles, and targeting zero on-site fatalities.

Additional biodiversity and operational targets include achieving full compliance with the EU Deforestation Regulation and reducing food waste and loss by 40% by 2030.

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A global flavour powerhouse

Unilever PLC and McCormick & Company have announced an agreement to combine Unilever’s Foods business with McCormick to create a global flavour powerhouse with a portfolio of leading brands including McCormick, Knorr and Hellmann’s, alongside growth brands such as Cholula, Maille and Frank’s.

The combined company will have revenues of approximately $20 billion, based on fiscal year 2025 data, and a strong presence across retail and foodservice markets. The deal reflects an enterprise value of $44.8 billion for Unilever Foods, equivalent to an EV/Sales ratio of 3.6x and an EV/EBITDA multiple of 13.8x, based on McCormick’s one-month volume-weighted average share price of $57.84.

As part of the transaction, Unilever and its shareholders will receive shares equal to 65% of the fully diluted combined company equity, while Unilever will also receive $15.7 billion in cash. Unilever shareholders will own 55.1% of the combined company, with Unilever retaining a 9.9% stake, while McCormick shareholders will hold 35%.

The transaction is expected to close by mid-2027, subject to shareholder approval, regulatory clearances and other customary conditions.

Building a global flavour business

The combination will bring together complementary portfolios across herbs, spices, seasonings, cooking aids, sauces and condiments, supported by global R&D capabilities and a broad geographic footprint.

The merged business is expected to generate around $600 million in annual run-rate cost synergies, with full value realised by the end of year three. A further $100 million in incremental cost and revenue synergies will be reinvested to support growth.

McCormick will retain its name, global headquarters in Hunt Valley, Maryland, and its NYSE listing, while establishing an international headquarters in the Netherlands and planning a secondary listing in Europe.

Unilever’s strategic shift to home and personal care

Following the separation of its foods division, Unilever will become a €39 billion pure-play home and personal care (HPC) company, operating across Beauty, Wellbeing, Personal Care and Home Care.

Based on FY2025 revenues, Beauty, Wellbeing and Personal Care will account for around 67% of group turnover, while emerging markets will represent 62% of revenues. The company said the shift will strengthen its focus on high-growth categories and markets.

Unilever reaffirmed its medium-term financial framework, targeting mid-single digit underlying sales growth, supported by at least 2% underlying volume growth and modest operating margin expansion.

Executive comments

Fernando Fernandez, Chief Executive Officer of Unilever, commented:

“For Unilever, this transaction is another decisive step in sharpening our portfolio and accelerating our strategy towards high-growth categories as a€39 billion pureplay HPC company with a proven sector-leading growth profile.

We are unlocking trapped value through a growth-led separation of Foods, creating a scaled, global flavour powerhouse. By combining Unilever Foods’ iconic leading brands and global reach with McCormick’s exceptional portfolio, category expertise and capabilities, we are establishing a focused, high-quality business with significant top line growth and value creation potential.

This is a combination built on strong strategic and cultural alignment, providing exciting opportunities for our people and ensuring our Foods brands continue to thrive as part of a global flavour leader. Our retained ownership stake reflects our conviction in the strength of the combined company and its future prospects.”

Brendan Foley, Chief Executive Officer of McCormick, commented:

“This transformative combination accelerates McCormick’s strategy and reinforces our continued focus on flavour. The Unilever Foods business is one we have long admired, with a portfolio that complements our existing business, capabilities and long-term vision. Together, we will be better positioned to accelerate growth in attractive categories. This combination will create a diversified flavour leader with a robust growth profile that remains differentiated by its focus on flavouring calories while others compete for them.

Unilever Foods’ global portfolio of strong brands, combined with our proven expertise in insight-driven brand-building and integration, will enable us to deliver flavour in new and exciting ways for more consumers, driving significant growth across the combined portfolio and value for all stakeholders. Integrating two global organisations of this scale requires disciplined execution, and we are confident that our detailed integration roadmap, experienced teams from McCormick and Unilever, external advisors and our strong partnership will enable us to capture the full value of this opportunity. McCormick is the right partner for Unilever Foods’ brands and employees, and our shared culture and values will empower our combination. We are excited to welcome their exceptional talent and international expertise to our Power of People culture.”

Leadership and governance

Upon completion, Brendan Foley will serve as Chairman, President and Chief Executive Officer of McCormick, while Marcos Gabriel will be Executive Vice President and Chief Financial Officer.

Executives from both McCormick and Unilever Foods will take senior leadership roles, and Unilever will appoint four of the twelve members of the combined company’s board.

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A DIGITAL TRANSFORMATION MILESTONE

Campari Group has reached a key milestone in its digital transformation journey, successfully going live with SAP Cloud ERP Private solutions.

Headquartered in Milan, the company is a global leader in the spirits industry, with more than 50 premium brands marketed across more than 190 countries and supported by 24 production sites worldwide.

As its operations continue to expand, the need for a scalable, unified digital backbone has become increasingly important.

By embarking on the RISE with SAP journey – an end-to-end approach that facilitates digital transformation – Campari Group is adopting innovations in cloud enterprise resource planning (ERP) and embedded artificial intelligence (AI).

This enables the business to reshape processes in line with evolving requirements, improve planning, and enhance supply chain efficiency to ensure continuous product distribution worldwide.

A centralised process model sits at the heart of this transition, supporting improved productivity and a consistent reduction in total cost of ownership.

As such, the go-live represents both a technological and strategic step forward for the company’s global operations.

BUILDING AN INTELLIGENT ENTERPRISE

Campari Group’s transformation is underpinned by an end-to-end digital architecture built on a unified foundation.

Finance, supply chain, marketing, and human resources are integrated through a suite of SAP solutions, creating a connected backbone for planning, analytics, and application development.

This integration enhances visibility across the organisation, enabling decision-makers to access timely insights and respond swiftly to changing business demands.

Embedded AI is playing a key role in improving both operations and employee experience.

AI-assisted capabilities are streamlining order and payment posting, supporting better decision-making, and optimising operational costs.

At the same time, automated expense matching and AI-supported goal setting are helping to improve efficiency and engagement across the workforce.

In addition, SAP Business Data Cloud is being implemented to unify data from SAP and third-party systems, delivering contextual insights while maintaining core business logic.

To strengthen governance, Campari Group has also adopted SAP LeanIX solutions, mapping interdependencies between applications, processes, and business owners to enable more agile and informed decision-making.

SETTING A NEW STANDARD

The successful deployment of SAP Cloud ERP Private solutions positions Campari Group as a strong example of digital transformation in the food and beverage sector.

By combining cloud ERP with AI and data-driven planning, the company is enhancing efficiency and building a more connected, responsive business model.

With this foundation in place, Campari Group is well equipped to optimise its operations and adapt to evolving market demands.

Ultimately, the go-live highlights how integrated technologies can support more efficient processes and improved decision-making across a global organisation.

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FASHION MEETS BEVERAGE BRAND POWER  

The Coca-Cola Company (Coca-Cola) has announced a new collection of unique campaigns that feature Diet Coke and smartwater as integrated beverage brands in The Devil Wears Prada 2. 

The announcement places both brands at the center of a major cultural release, with the film set to premiere on May 1^st. Supporting campaigns will target audiences across multiple markets, with Diet Coke activating globally and smartwater focusing on the US. 

“In The Devil Wears Prada 2, taste is everything,” comments Lylle Breier, EVP of Global Partnerships, Promotions, Synergy, and Events at Disney. 

“We are delighted to extend our long-standing relationship with Coca‑Cola with this epic Diet Coke and smartwater collaboration in a way that feels classic and authentic – two iconic brands that embody the kind of style and confidence our audience – and Miranda Priestly herself – expects.” 

Diet Coke’s campaign will include limited-edition slim cans and a bespoke advertisement set within the film’s fictional Runway offices, recreating one of the franchise’s signature moments. The activation will launch across multiple regions, including the US, UK, Mexico, and Chile, supported by localized campaign executions. 

“Diet Coke has long lived at the intersection of fashion and culture, and The Devil Wears Prada 2 builds on the iconic legacy of the original while capturing a fresh, modern energy that continues to inspire style ambition across generations,” says Stacy Jackson, Vice President, Coca-Cola Trademark. 

“This collaboration is a celebration of that shared legacy – bringing together two icons in a way that feels authentic, modern, and rooted in fandom.” 

ENHANCING ENGAGEMENT THROUGH STYLE AND HYDRATION  

Alongside Diet Coke’s global campaign, smartwater will deliver a digitally led activation designed to deepen consumer engagement. This includes an interactive experience, promotional rewards, and a limited-edition redesigned bottle inspired by the film. 

“The Devil Wears Prada remains a defining reference point in pop culture, resonating with the same audiences who gravitate toward smartwater’s modern, design-minded perspective,” notes Sue Lynne Cha, Vice President of the Water and Tea Category. 

“By spotlighting one of our most signature brand cues in a new way, we’re giving fans an opportunity to engage with the story through thoughtful details woven into both the packaging and digital experience.” 

The campaign builds on smartwater’s positioning within the premium hydration segment, leveraging design and cultural relevance to connect with style-conscious consumers. 

LEVERAGING ENTERTAINMENT TO DRIVE BRAND STRATEGY 

The collaboration reflects Coca-Cola’s broader strategy of aligning its brands with major entertainment moments to strengthen cultural relevance and consumer connection. 

By combining on-screen integration with immersive marketing activations, the company aims to extend the reach of The Devil Wears Prada 2 beyond cinemas and into everyday consumer experiences. Diet Coke’s established association with fashion and lifestyle culture, alongside smartwater’s premium positioning, creates a natural synergy with the film’s narrative and audience appeal. 

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US viral soda brand enters the UK market

The modern soda brand, backed by PepsiCo, will debut in selected Tesco stores and Pret A Manger locations nationwide from 5 March, with a wider rollout planned later in the year.

The launch brings poppi’s low-sugar, low-calorie sodas to the UK market as consumer demand grows for soft drinks with a “better-for-you” profile.

A decade of poppi

Poppi was founded in 2016 by husband-and-wife duo Allison Ellsworth and Stephen Ellsworth.

Th brand originated when Allison Ellsworth began mixing fruit juice, apple cider vinegar and sparkling water in her Texas kitchen to create a soda alternative that retained the flavour of traditional soft drinks.

The company says the product offers full-flavour carbonation while remaining low in sugar and calories and high in fibre.

The drink was initially known as Mother Beverage after appearing on the Shark Tank television programme in 2018, but was rebranded as poppi in 2020 to attract a more youthful and modern audience. 

“Launching poppi in the U.K. is incredibly meaningful to me,” said Allison Ellsworth, Co-Founder of poppi.

“When we started poppi, the goal was simple: create a soda people could feel good about drinking. Seeing poppi find a new home in the U.K. is a proud moment for our entire team. We’re excited about this next chapter and can’t wait to be a part of a new community.”

Five flavours debut in UK retail and foodservice

The UK launch introduces five flavours: Strawberry Lemon, Raspberry Rose, Lemon Lime, Wild Berry and Orange.

The drinks combine fruit juice with sparkling water and apple cider vinegar to create a low-calorie soda containing no more than five grams of sugar per can, according to the company.

The brand has built strong consumer awareness in the US through a combination of social media visibility, vibrant packaging and positioning as a modern alternative to traditional soft drinks.

PepsiCo backs international expansion

The UK rollout is supported by PepsiCo, which says the launch reflects growing consumer interest in modern soft drinks with balanced nutritional profiles.

In 2025, PepsiCo completed its acquisition of poppi for $1.95 billion, marking a significant step in its ongoing portfolio transformation and its commitment to delivering great‑tasting modern beverages that align with evolving consumer trends.

“poppi launching in the UK is a hugely exciting moment for the category,” said Natalia Fillipociants, General Manager Europe International Beverages at PepsiCo.

“The brand has already built remarkable traction in the US, and we’re now bringing that same energy and consumer appeal to UKshelves. Shoppers are actively seeking soft drinks that offer great flavour and a modern brand story – and poppi delivers on both. With its vibrant packaging, bold flavour lineup and proven ability to attract consumers, poppi gives retailers a high-impact proposition that stands out immediately in-store. This launch injects real dynamism into the fixture and positions poppi as a must stock option for operators looking to capture the growing demand for modern soft drinks with genuine personality.”

Growing demand for modern soda alternatives

The UK launch represents the brand’s first move outside the US and signals its ambitions to expand internationally.

According to the company, poppi aims to “revolutionise soda for the next generation”, positioning itself within a growing segment of beverages that combine soft-drink flavour with ingredients consumers associate with a healthier lifestyle.

Carlsberg Britvic grows soft-drinks presence

Under a long‑standing bottling agreement with PepsiCo, Carlsberg Britvic will launch the brand, supporting the ambition to grow a presence in the soft‑drinks category and meet evolving consumer demand.

“poppi launching in the UK is a hugely exciting moment for the category,” said Munnawar Chishty, Chief Marketing Officer, Carlsberg Britvic.

“The brand has already built remarkable traction in the US, and we’re now bringing that same energy and consumer appeal to UK shelves. Shoppers are actively seeking soft drinks that offer great flavour and a modern brand story – and poppi delivers on both. With its vibrant packaging, bold flavour lineup and proven ability to attract consumers, poppi gives retailers a high-impact proposition that stands out immediately in-store. This launch injects real dynamism into the fixture and positions poppi as a must stock option for operators looking to capture the growing demand for modern soft drinks with genuine personality.”

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A sustainablity milestone

Starbucks has achieved a major sustainability milestone as its polypropylene cold beverage cups have earned the ‘Widely Recyclable’ designation from How2Recycle, North America’s leading on-pack recycling label. The update means that more than 60% of U.S. households can now recycle these cups through curb-side or drop-off programmes which is a significant step toward reducing waste and supporting a circular economy.

This achievement was made possible through collaboration with multiple partners, including NextGen Consortium managed by Closed Loop Partners’ Centre for the Circular Economy, The Recycling Partnership, and WM, North America’s largest recycler. Through the partnership, these organisations have expanded recycling access to over 2 million new households in just four months.

Expanding access through collaboration

Polypropylene cups, widely used for cold beverages, historically faced limited recycling options compared with other plastics like HDPE (used in milk or detergent bottles). The collective effort of these partners addresses this gap by aligning design, infrastructure, and consumer education across the value chain:

• NextGen Consortium: Worked with major companies, including Starbucks, to develop solutions advancing circularity in foodservice packaging.
• The Recycling Partnership’s Polypropylene Recycling Coalition: Invested in recycling infrastructure, provided education and guidance, and supplied real-time system data.
• How2Recycle: Applied clear labelling standards to provide consistent guidance for consumers.
• Starbucks: Leveraged scale and commitment to sustainable packaging to accelerate adoption.
• WM: Developed end markets with KW Plastics, built processing infrastructure, and created pathways for curbside acceptance.

“Expanding access, improving infrastructure and strengthening consumer communications takes collaboration across the value chain,” said Paul Nowak, Executive Director of GreenBlue, the nonprofit behind How2Recycle.  “No single organisation can do this alone. The work we’re doing today has benefits beyond any single material. By investing in infrastructure and consumer-tested communications, we’re driving industry and behaviour change at scale.”

Closing the recycling gap

The Recycling Partnership reports that households generate as much polypropylene as HDPE, yet polypropylene recycling rates remain one-third of HDPE’s. Increasing polypropylene recovery reduces landfill waste, improves material quality, and lowers demand for virgin plastics.

“Achieving the Widely Recyclable designation for polypropylene cups is a significant milestone,” said Marika McCauley Sine, Chief Sustainability Officer at Starbucks.

“It reflects what’s possible when businesses, recyclers and communities work together to create solutions that can reduce waste and make recycling easier for customers who opt for to-go beverages. We’re committed to continuing our collective effort to build a circular system that can benefit people and the planet.”

A recycling milestone

“This recycling designation change for polypropylene cups marks an important step forward for the circularity of foodservice packaging in the U.S. The Closed Loop Center for the Circular Economy, through our NextGen Consortium, is proud to be a part of this work and to celebrate this milestone alongside key industry leaders,” said Kate Daly, CEO of Closed Loop Partners’ Center for the Circular Economy.

“Contributing to this work to make polypropylene cups widely recyclable is part of our broader work to accelerate the recovery, reuse and recycling of foodservice packaging. We look forward to continuing to expand recycling access for more packaging and materials – a critical part of building a circular economy.”

Next steps and finding the next level

While more than 60% of households can now recycle polypropylene cups, industry leaders acknowledge that further work is needed.

• Improve consumer education and engagement
• Expand infrastructure and curb-side programme adoption
• Promote better cup design and use of recycled content
• Support consistent recycling policies and community participation

How partnerships can make recycling more accessible

“Plastic to‑go cups becoming recyclable curb-side is a major milestone made possible by years of investment, innovation and collaboration,” said Tara Hemmer, Chief Sustainability Officer, WM.

“As the largest recycler in North America, we’re proud to help capture and recycle more of the everyday materials people rely on, and this achievement proves what’s possible when communities, companies and industry leaders come together to make recycling more accessible.”

The increased demand for recycling

“We have watched demand for post‑consumer polypropylene grow steadily over the last decade as more companies shifted toward lighter and more efficient packaging,” said Stephanie Baker, KM, Director of Advocacy & Marketing.

“That change increased the amount of polypropylene on store shelves and in recycling streams. It also created the need for strong domestic markets to keep this material from being exported at low value. By setting clear purchasing specifications and investing in the ability to recycle polypropylene at scale, we helped build a pathway that keeps this material in the United States where it can be reprocessed into something new.”

A powerful partnership to reach millions of households

“This is meaningful progress for polypropylene recycling,” said Kate Davenport, Chief Impact Officer at The Recycling Partnership.

“With 75.5 million households now able to recycle PP cups, we’ve reached the threshold for on-pack labeling — a critical tool for building consumer understanding. It’s a first step worth commending. But access alone is not enough. Only 20 percent of PP packaging is currently captured, and 76 percent of all recyclables are still lost at the household level. That’s why our focus remains on what it takes to move the system forward: clear communication, stronger engagement, and continued investment in communities. Backed by national recycling system data and close relationships with local recycling programs, we see both the gains and the gaps. The Partnership is committed to closing them.”

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BORN AND BREAD IN LONDON

The UK bakery and food-to-go market remains highly dynamic and competitive, which makes it an incredibly exciting industry to be part of right now.

Consumer expectations have evolved significantly over the last few years as customers are looking for convenience, value, quality, and freshness all at the same time.

One area witnessing continued growth is the food-to-go breakfast and lunch market, with customers increasingly looking for fresh, affordable options on their commute or during the working day.

There’s also an increasing interest in premium products and indulgent bakery items, alongside a continued demand for value-driven offers.

At the same time, businesses have had to become far more strategic due to cost pressures across energy, ingredients, and labour. The companies succeeding in this space are those that balance quality, value, and operational efficiency.

One such example is Wenzel’s The Bakers (Wenzel’s), a family-founded business that has been proudly serving communities for more than 50 years.

The company started with a single bakery and has since grown into a well-established brand across London and the Southeast of England.

Today, Wenzel’s operates a large network of high street bakeries offering a wide range of freshly prepared products including breads, pastries, cakes, sandwiches, hot savouries, and barista coffee.

“Our stores are built around the idea of providing freshly baked goods and great value food-to-go for customers throughout the day,” introduces Karl Spinks, COO.

“The business employs a large team across its bakeries, production facilities, and support network, and we serve a diverse customer base ranging from commuters and local residents to offices, schools, and event clients,” he sets out.

HERITAGE, QUALITY, AND VALUE

As a fast-formed classic for Northwest Londoners, Wenzel’s has now expanded to over 100 locations, spreading the sweet life all over England.

The company’s overarching mission is to offer the best of baking at reasonable prices to its batch of loyal customers.

What really differentiates Wenzel’s within such a flourishing industry is its combination of heritage, product quality, and value.

“As a family business, we bring that love to every bite, dedicating lots of pace and pounds to innovative product development and an incredible customer experience. After all, it wouldn’t be a Wenzel’s if you didn’t leave with a smile – and a full belly.

“We’re extremely proud of our bakery roots and the fact that fresh baking remains at the heart of what we do,” expresses Spinks.

“At the same time, we’ve continued to evolve as a modern food-to-go brand – our stores offer a broad range of freshly made products, from traditional bakery favourites to hot savouries, filled baguettes, and premium coffee,” he prides.

Meanwhile, another key distinguisher is the strength of the brand within the communities it serves. Many of its customers have been visiting Wenzel’s for years, and that loyalty comes from consistency, value, and familiarity.

“From the day our first loaf turned out in 1975, we’ve loved each and every customer – and they’ve loved us back.”

FRESH INNOVATION

One of the most exciting areas for the business at the moment is its recent franchising with Southern Coop in 2025, which has enabled dual partnership, cross-collaboration, and brand expansion.

“We’re focused on bringing the Wenzel’s brand to new communities whilst maintaining the quality and service our customers expect,” Spinks highlights.

The company is also continuing to invest in operational improvements and technology to help its teams deliver the best possible customer experience in store.

From improving supply chain efficiency to refining product ranges based on consumer demand, these initiatives help ensure Wenzel’s remains competitive in a fast-moving market.

“Another area of focus has been strengthening our catering and events offering, which has seen strong demand as businesses and organisations return to in-person events and gatherings.

“It has become an increasingly important part of the business – we provide fresh platters, sandwiches, and bakery products for corporate events, meetings, and special occasions,” he passions.

Elsewhere, the company has also recently launched a new website and loyalty application, both of which offer a diverse range of sweet and savoury catering options.

The platforms are user-friendly and designed to appeal to customers by providing a broad selection to meet a variety of needs. Additionally, the application includes a rewards programme linked to in-store purchases.

One of the challenges the company has encountered with catering is maintaining the same level of freshness, quality, and presentation at larger volumes, but it’s also a great opportunity to introduce new customers to the brand and a challenge which Wenzel’s remains determined to rise to.

TRUST IN THE BRAND

Reaching more than 50 years in business is a significant milestone for Wenzel’s and remains something the team is extremely proud of.

“It reflects the strength of the brand, the loyalty of our customers, and the dedication of the many people who have worked in the business over the years,” Spinks affirms.

In that time, Wenzel’s has built a reputation for quality bakery products and great value, and it’s this that has allowed the business to grow across generations.

Spinks believes that longevity in the bakery industry comes down to a few key factors – consistency, adaptability, and understanding your customers.

“We must maintain the core values that made the business successful in the first place, whilst also evolving to meet changing consumer habits. The market is always changing, whether that’s new food trends, economic pressures, or shifts in how people shop,” he outlines.

As a result, the businesses that succeed are those that remain focused on high standards and customer experience.

ONE TEAM, ONE FAMILY

The people are absolutely central to the success of Wenzel’s, and the company focuses on creating an environment where team members feel supported, valued, and able to grow.

“This includes training, development opportunities, and recognising the important role every team member plays in delivering great service to our customers,” Spinks expands.

One crucial factor he is keen to highlight is the strength of the team behind the brand.

“Wenzel’s’ success is the result of the dedication and hard work of hundreds of people across the business, from our bakery teams and store staff to our entire support network.”

The first loaf of bread turned out at Wenzel’s bakery in Northwest London in 1975, overseen by Founder, Peter Wenzel, an entrepreneur with a passion for traditional baking and community service.

Sarah Wenzel, Peter’s daughter, is the CEO, making it a family-run, local grassroots organisation.

Additionally, local community outreach has always been important to the company – as a high street brand with strong local roots, Wenzel’s believes in giving back wherever possible.

“We are dedicated to supporting local initiatives, community activities, and charitable causes where possible,” he continues.

Over the five decades since, the family-run bakery has grown into a chain of over 100 shops led by Peter’s hands-on leadership, focus on quality, and customer-first philosophy.

It is a philosophy that has shaped Wenzel’s into a beloved high-street brand known for its handcrafted products and friendly service.

THE NEXT STAGE OF GROWTH

More recently, Spinks’ role has evolved into taking a holistic view of the organisation whilst helping guide the next stage of growth for the brand.

This has involved overseeing operations across logistics, bakery production, central production, and retail stores, ensuring everything runs efficiently and continues to deliver the quality and service that customers expect.

“Alongside this, I’ve been heavily involved in digital transformation across the business, helping modernise systems and processes as the company continues to grow,” he explains.

Moving forwards, Wenzel’s’ key priorities include continuing its ongoing store expansion, strengthening its franchising programme, and further improving the customer experience across all its stores.

“We’re also focused on operational improvements to ensure we continue to deliver great value and quality products in a challenging economic environment,” Spinks adds.

Franchising represents another exciting opportunity for the next stage of growth for Wenzel’s.

“It allows us to expand the brand into new areas whilst partnering with motivated entrepreneurs who share our passion for quality food and customer service.

“Our focus moving forwards is on building strong partnerships with franchisees and ensuring they receive the operational support, training, and brand guidance needed to succeed,” he concludes.

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Mondelēz International is expanding its use of recycled plastic across the Cadbury Easter range, introducing new packaging for Cadbury Mini Eggs and seasonal chocolate as part of its global sustainable packaging strategy.

For Easter 2026, three sizes of Cadbury Mini Eggs bags will be wrapped in 65% certified recycled plastic packaging, while small and large Cadbury Easter bars will feature 80% certified recycled plastic packaging.

The move will use around 134 tonnes of post-consumer recycled plastic, equivalent to packaging for approximately 70 million Mini Eggs bags and 16 million seasonal chocolate bars annually.

“Our Cadbury Mini Eggs range is an iconic Easter treat, loved by people across the UK & Ireland, and this is an exciting moment to increase our use of recycled plastic packaging across the Easter range,” said Joanna Dias, UK&I Sustainability Lead at Mondelēz International. “Continuing our partnership with Amcor to grow our impact, our Cadbury Mini Eggs this Easter are another fantastic milestone for Mondelēz UK&I as we work towards the delivery of Mondelēz’s global sustainability goals, namely, reducing our use of virgin plastic.”

Expanding recycled plastic across the Easter range

The packaging update applies to the 31.9g, 74g and 256g Cadbury Mini Eggs bags, which will now use recycled plastic allocated through a mass balance approach.

Alongside this, small and large Easter Cadbury bars will also transition to 80% certified recycled plastic packaging, while the Cadbury Special Gesture Easter Egg range will replace its ribbon handle with a recyclable cardboard handle.

The changes represent the latest step in Mondelēz’s broader effort to reduce plastic use in seasonal confectionery packaging.

Previous initiatives include introducing a paper-based outer wrapper for the Cadbury Easter Favourites Pouch and removing 6.4 million plastic windows from Easter egg packaging.

Partnership with Amcor

The new packaging has been developed in collaboration with Amcor, using the company’s AmFiniti™ recycled content technology, which converts post-consumer plastic waste into new packaging materials.

Through the partnership, Mondelēz will source recycled plastic to support packaging production across the Cadbury Easter range using advanced recycling technology.

“It’s fantastic to see our collaboration with Mondelēz International come to life with AmFiniti Recycled Content in iconic products like Cadbury Mini Eggs,” said Janice Narainsamy, Senior Product Development Engineer at Amcor.  “Expanding recycled content into seasonal favourites such as the Easter range demonstrates what’s possible when innovation and partnership align. This milestone shows how we can integrate more circular packaging solutions at scale, while maintaining the performance and quality consumers expect.”

Supporting Mondelēz’s packaging goals

The Easter packaging changes contribute to Mondelēz’s wider sustainability targets under its “Pack Light and Right” strategy, which aims to reduce plastic use across its global packaging portfolio.

The company has set a goal of designing 98% of its packaging to be recyclable and clearly labelled for consumers by 2030. Currently, 96% of its packaging is already designed to be recyclable.

The company is also working to reduce virgin plastic in rigid plastic packaging by at least 25% by 2030, as it expands the use of recycled materials across its global snacking brands.

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Embedding climate action across operations

The strategy builds on the company’s existing climate commitments and integrates climate considerations into how it manufactures, distributes and invests across its global operations. The plan combines both emissions reduction and climate adaptation measures, reflecting the growing impact of climate change on supply chains, water resources and agricultural systems.

The Climate Transition Plan sets out a roadmap for reducing emissions through increased use of renewable energy, improved operational efficiency and changes to how products are manufactured, packaged and transported.

It will also continue working with suppliers, farmers and customers to address climate challenges across the value chain, recognising that large-scale impact requires collective action.

The three core principles

The strategy is guided by three core principles:

• Pursuing both climate mitigation and adaptation
• Focusing investment and effort where we can have the greatest impact
• Amplifying progress through collaboration across our value chain and beyond.

“Fundamental to the way we choose to do business”

Ewan Andrew, President, Global Supply and Procurement and Chief Sustainability Officer at Diageo, said climate considerations are embedded throughout the company’s business strategy.

“For Diageo, taking action on climate is embedded into how we plan our business delivery and manufacture and distribute our products — it is fundamental to the way we choose to do business, underpinning our success today and tomorrow,” Andrew said. “As you will see throughout this report, we view our climate strategy as an opportunity for innovation, reducing risk and building resilience into our value chain and operations.”

A strategy built on mitigation and adaptation

The company’s approach combines climate mitigation — reducing emissions — with adaptation efforts designed to manage the impacts already being felt across communities and supply chains.

Water stewardship is a particular focus area, as water is both central to beverage production and increasingly exposed to climate-related risks.

The strategy also integrates climate action with broader sustainability priorities, including agriculture, nature protection and circularity.

Andrew said the company’s climate goals have evolved since its initial commitments were introduced as part of the Spirit of Progress programme.

“In 2020, we set ambitious climate goals as part of our ‘Spirit of Progress’ action plan. I am proud of our accomplishments to date, but conditions remain challenging, and the topic is complex,” he said. “Six years on we have better data, deeper insights and a clearer view of the practical realities required to deliver net zero.”

Diageo’s emissions targets were revised in 2025 and validated by the Science Based Targets initiative, aligning them with the 1.5°C warming pathway set out in the Paris Agreement.

Why collaboration key to delivering climate goals

The company emphasised that collaboration across industries and institutions will be essential to achieving meaningful climate progress.

Andrew adds that partnerships with governments, NGOs, universities and other businesses will play an important role in scaling solutions.

“Collaboration in this context is essential. It is clearer than ever that we cannot achieve our climate goals in isolation,” he said. “It is important that we deploy our resources and skills in the areas where they can have the most impact and where it makes the most strategic sense to our business.”

Building a climate-resilient value chain

Diageo said the Climate Transition Plan is designed to strengthen the resilience of its supply chain while addressing climate-related risks that could affect its operations and communities.

Andrew described the plan as a “living roadmap” that will evolve over time as conditions change.

“This document represents an important next step in Diageo’s climate strategy. It illustrates how we will continue to reduce emissions across our operations and value chain, manage climate-related risks and adapt our business for a low-carbon, climate-resilient future,” he said.

Supply chain: Working with suppliers to reduce value chain emissions

Much of Diageo’s carbon footprint sits within Scope 3 emissions, making supplier collaboration essential to its climate transition strategy. The company works closely with suppliers of raw materials, packaging, logistics and services to support decarbonisation across the value chain while strengthening resilience against climate-related risks.

Through responsible sourcing and long-term partnerships, Diageo prioritises engagement with suppliers where the greatest emissions-reduction opportunities exist. Regular workshops, meetings and knowledge sharing help identify practical solutions, while improved product-level carbon footprint data is helping the company strengthen supply chain transparency and align progress with its science-based targets.

Many suppliers are already taking action, including improving manufacturing energy efficiency, switching to renewable electricity, increasing recycled packaging content and adopting regenerative agricultural practices.

Key focus areas when engaging with suppliers

• Collecting data from suppliers’ product carbon footprints (PCF) to improve supply chain transparency
• Increasing the number of suppliers with quantified decarbonisation roadmaps through targeted engagement
• Providing procurement training and capability building to support supplier decarbonisation efforts

Case Study: Johnnie Walker Ultra – The first ultra-lightweight whisky bottle

Johnnie Walker set out to rethink its iconic square bottle by dramatically reducing its weight. Glass production is energy-intensive, and heavier bottles require more raw materials, manufacturing energy and transport emissions.

Working with external glassmakers for more than five years, the team experimented with new design and production techniques, including hand-blown glass and a teardrop shape. The result was the Johnnie Walker Ultra bottle, unveiled at the London Design Festival in 2024. At just 180g, it demonstrated how significantly lighter whisky bottles could be in the future.

Although bottles of this weight cannot yet be produced at scale, the insights gained are already informing lightweight packaging projects across the wider Diageo portfolio. The company has also made the bottle’s intellectual property publicly available to encourage wider adoption across the industry.

Jeremy Lindley, Global Design Director at Diageo, said:

“Rather than hold this new knowledge close to our chest, we’re excited to be offering a royalty-free licence to our granted UK patent to the world. We hope that our discoveries will have a positive impact within the wider industry and help discover new possibilities for lighter, lower carbon packaging alternatives.”

Case Study: Regenerative barley farming in Ireland for Guinness

Guinness is working with farmers in southeast Ireland to explore how regenerative agriculture can reduce emissions while maintaining crop yields.

Launched in 2022, a three-year programme involving 44 farms across Carlow, Kildare, Kilkenny, Laois, Tipperary and Wexford began with detailed baseline assessments of soil carbon, emissions, water quality and biodiversity. Farmers then tested regenerative techniques such as optimised fertiliser use, cover crops and reduced tillage.

Early results suggest these interventions could reduce greenhouse gas emissions from spring barley production by up to 36%, while also improving soil health and reducing nutrient runoff. The programme is designed to create an evidence-based model for supply-chain decarbonisation while supporting long-term farm productivity and resilience.

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FERRERO ACQUIRES BOLD SNACKS 

Ferrero Group (Ferrero) has announced it has signed an agreement to acquire Bold Snacks, a Brazilian premium protein snack company known for its portfolio of protein bars and sports nutrition products. 

Founded in 2018, Bold Snacks has experienced strong growth driven by its digital-first strategy and expanding product portfolio, which includes protein bars and whey powders.  

The acquisition represents Ferrero’s first move into the better-for-you segment in South America and supports the company’s broader strategy to expand its presence across high-growth product categories and key international markets. 

“We’re thrilled to welcome Bold Snacks to Ferrero, marking our first foray into the better-for-you segment in South America,” said Daniel Martinez Carretero, Chief Financial Officer of Ferrero.  

“Bold Snacks is a distinctive brand with strong momentum in Brazil, and this transaction further strengthens our presence in the category whilst supporting the continued development of our portfolio across key geographies.” 

As part of the transaction, Ferrero will take over Bold Snacks’ office and factory in Divinópolis, Minas Gerais, with approximately 300 employees expected to join Ferrero Brazil following completion of the deal. 

“Becoming part of Ferrero is an amazing opportunity for our business and our people,” said Gabriel Ferreira, Founder and CEO of Bold Snacks.  

“Being recognised by a global food leader with a strong track record of building and nurturing iconic brands provides a unique opportunity to accelerate our growth and help bring Bold Snacks to more consumers than ever before.” 

EXPANDING THE BETTER-FOR-YOU PORTFOLIO 

The acquisition adds Bold Snacks to Ferrero’s growing portfolio of better-for-you brands, which includes Eat Natural and FULFIL in Europe and Power Crunch in North America.  

The move reflects Ferrero’s strategy to expand beyond traditional confectionery into adjacent product categories aligned with changing consumer preferences and health-conscious snacking trends. 

In Brazil, Ferrero and its affiliated company Dori Alimentos, owned by Ferrara Candy Company, currently employ 4,500 people across five plants and three offices, highlighting the importance of the Brazilian market within Ferrero’s regional operations. 

The proposed transaction is expected to close in the coming months, subject to customary closing conditions. 

ABOUT FERRERO 

Ferrero is a global manufacturer of sweet-packaged foods, known for brands including Nutella, Kinder, Ferrero Rocher, and Tic Tac®, alongside a range of regional brands. 

Founded in 1946 in Alba, Italy, Ferrero is a family-owned company now in its third generation, employing approximately 50,000 people and operating in over 170 countries.  

Ferrero combines its heritage in confectionery with an ongoing expansion into new product categories, including ice cream, biscuits, bakery, breakfast cereals, and better-for-you products, supported by a long-term strategy focused on sustainable and responsible growth. 

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Investing in low-carbon brewing technology

The project represents a significant investment in low-carbon brewing technology, with more than £18 million committed to the upgrade. Over £8.5 million of the funding is being supported by the UK Government’s Industrial Energy Transformation Fund (IETF), which supports businesses investing in energy efficiency and decarbonisation technologies.

The installation marks another step in Molson Coors’ wider programme to modernise its production network while reducing emissions across its brewing operations.

How industrial heat pumps cut brewery energy use

The new heat pump system works by harnessing heat expelled during the refrigeration process and reusing it to power critical brewing operations. By recovering this waste heat, the system significantly reduces the need to burn natural gas for process heating.

Once fully operational, the technology is expected to reduce heating energy requirements by up to 40,000 megawatt hours annually. This will avoid the creation of thousands of tonnes of combustion-related carbon dioxide, contributing to an estimated 40% reduction in the company’s overall direct carbon emissions.

Neil Haywood, Supply Chain Director for UK & Ireland at Molson Coors, said:

“The installation of these advanced heat pumps is set to significantly modernise our facilities and improve energy efficiency at the Burton Brewery site, helping us to brew our high-quality, much-loved beer brands for the UK market in a more energy efficient way – meeting the needs of our customers. It also marks a crucial step in our sustainability journey, accelerating our progress towards becoming operationally net-zero across all our UK production sites by 2035.”

Government support for industrial decarbonisation

The investment also reflects the UK Government’s push to accelerate industrial decarbonisation and support businesses transitioning to lower-carbon energy systems.

Minister for Investment Lord Stockwood said:

“The UK is a world leader in renewables, so I’m delighted that Molson Coors is leading the way by investing millions to help reduce emissions and supporting our aim to become a clean energy superpower. We’re serious about the benefits of net zero, which is why we’re driving growth into our clean energy sector to attract even more investment and create jobs, boosting economic growth.”

The Burton heat pump installation forms part of a wider investment programme launched in April 2024, when Molson Coors committed £100 million to improving and modernising its production network capabilities.

Renewable electricity already powering UK brewing

Molson Coors has already taken significant steps to reduce the carbon footprint of its brewing operations. In 2021, the company became the first major UK brewer to switch to 100% renewable electricity through a Power Purchase Agreement.

The electricity used to produce more than one billion pints of beer brewed annually in the UK is sourced from 22 wind turbines at the Tween Bridge wind farm in South Yorkshire, located less than 40 miles from the company’s Tadcaster Brewery.

Molson Coors halves Scope 1 and 2 emissions in UK and Ireland

The brewer’s latest investment builds on progress reported in August 2025, when Molson Coors announced it had surpassed its target to halve Scope 1 and Scope 2 emissions across its UK and Ireland operations compared with a 2016 baseline.

The milestone was outlined in the company’s 2025 Our Imprint Report, which detailed progress made during 2024 against its global sustainability targets.

The reduction was driven by a range of operational upgrades across Molson Coors’ brewing and packaging facilities. These included the installation of a new 24-tonne high-speed filler capable of producing 120,000 cans per hour at Burton Brewery, alongside upgrades to packaging keg lines at both Tadcaster Brewery and Aspall Cyder House.

These investments helped streamline canning operations, reducing energy consumption and material waste while improving efficiency across the brewing process.

Sustainable logistics and facilities improvements

Molson Coors has also taken steps to reduce emissions from its transport operations. In 2025, the company replaced 20 vans in its fleet with plug-in hybrid models and introduced a further four fully electric vehicles.

At the same time, the brewer completed work on its new Burton-on-Trent headquarters. The building has achieved an EPC rating of A and incorporates a range of energy-efficient features including LED lighting, low water-use systems and solar panels.

Craig Woodburn, Sustainability Director for Molson Coors’ EMEA APAC division, said:

“Our 2025 Imprint Report demonstrates that sustainability isn’t just about environmental responsibility – it’s about innovation, efficiency, and building a stronger business for the future.

“The progress we’ve made across emissions reduction, sustainable facilities, and operational efficiency shows that our commitment to environmental stewardship is delivering real results while strengthening our connection to the communities we serve.

“The goal now is to continue to expand our sustainability practices and really focus on bringing our people and suppliers with us on this journey.”

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Expanding into the complete nutrition category

The move is part of Danone’s Renew Danone strategy and is designed to strengthen the company’s position in functional nutrition while expanding its portfolio into nutritionally balanced meal solutions.

Huel has built a strong position in the complete nutrition segment with a range of nutritionally balanced products spanning ready-to-drink beverages and powdered meal solutions.

The brand has developed a strong presence in the UK, Europe and the United States, supported by a digital-first business model and a significant direct-to-consumer customer base.

By bringing Huel into its portfolio, Danone aims to combine the brand’s digital capabilities and product innovation with its own global scale, nutritional expertise and international distribution network.

The companies say this combination is expected to accelerate growth, support new product development and enable further international expansion for Huel’s range of complete nutrition products.

Supporting growth in functional nutrition

The acquisition also reflects growing consumer demand for convenient, nutritionally balanced food options that support modern lifestyles.

Huel’s product range focuses on delivering nutritionally complete meals in convenient formats, helping consumers meet daily nutritional needs including protein, fibre and essential nutrients.

By expanding into this category, Danone is positioning itself to capture opportunities in one of the fastest-growing segments of the broader nutrition market.

The transaction remains subject to customary closing conditions, including regulatory approvals.

Leadership perspectives

Antoine de Saint-Affrique, Chief Executive Officer of Danone SA, said: “We are delighted to welcome Huel and the Huel team into the Danone family. What they have achieved in the fast-growing Complete Nutrition space fully resonates with Danone’s mission of delivering health through food. Combining their range and best-in-class digital capabilities with Danone’s global reach and deep nutritional expertise offers exciting opportunities into the new and fast-growing nutritionally complete space, in line with our Renew Danone strategy. We look forward to learning from one another and unlocking new opportunities and growth for both businesses.”

James McMaster, Chief Executive Officer of Huel, said: “We are so excited to be joining Danone, and today marks the next step for Huel. We’ve spent ten years building a brand with a positive impact on people’s health. We’ve grown into an omnichannel business with a strong direct-to-consumer foundation, an expanding international footprint, and a retail business that’s scaling quickly. At the centre of it all is a loyal customer base. Most people don’t get enough protein, fibre, or the right nutrients. That’s the problem Huel exists to solve. With Danone, we will now have the infrastructure, distribution and R&D capability to go further, into new markets and to more people, as demand for convenient, complete nutrition continues to grow. We’re so proud of what the team has built, and excited about what comes next.”

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SPRITE AND NBA REUNITE 

The Coca-Cola Company (Coca-Cola) has announced a new global partnership with the National Basketball Association (NBA), marking the return of one of basketball’s most iconic brand collaborations and reuniting two organizations with a long-standing connection to the sport. 

Under the agreement, Sprite® will serve as the exclusive soft drink partner of the NBA across a global footprint, reinforcing the brand’s historic association with basketball culture and fan engagement. 

Coca-Cola first partnered with the NBA in 1986, and for nearly three decades Sprite® played a key role in connecting basketball with wider culture across sport, music, fashion, and self-expression.  

From the cultural impact of the ‘Obey Your Thirst’ campaign in North America, to streetball tournaments in Asia, player collaborations in Latin America, and fan activations across Europe and Africa, Sprite® has maintained a presence in basketball culture across multiple generations and regions.  

Sprite® also served as the title sponsor of the NBA’s Slam Dunk Contest between 2003 and 2016. 

Together, Sprite® and the NBA helped shape how brands engage authentically with the culture surrounding the game, establishing a partnership that extended beyond traditional sponsorship into fan experiences and cultural initiatives. 

“Sprite® has always been a brand that celebrates individuality and self-expression, values that resonate deeply with basketball fans worldwide,” said Kerry Tatlock, EVP of Global Marketing Partnerships and Media for the NBA.  

“We’re thrilled to welcome Sprite® back to the NBA family and look forward to collaborating together on new ways for fans to experience the game.” 

BUILDING FAN ENGAGEMENT 

The renewed partnership will focus on developing new fan experiences, digital content, and global activations designed to engage the next generation of basketball fans across multiple platforms and markets. 

“Basketball is central to the DNA of Sprite®,” said Manolo Arroyo, EVP and Global Chief Marketing Officer for Coca-Cola.  

“Reuniting with the NBA is about co-creating what’s next – experimenting with new fan experiences, exploring emerging formats, and meeting the next generation where they are. Basketball is not just a game; it’s a global cultural engine, and Sprite®, together with the NBA, will help to fuel the moments and memories that drive it.” 

As part of the partnership, Sprite® will continue working with athletes who represent individuality and self-expression, including its existing relationship with 2026 NBA All-Star Game MVP Anthony Edwards, whose influence extends beyond the court and reflects a new generation of global basketball stars. 

“I love that Sprite® has always been a brand that pushes you to do things your way,” said Anthony Edwards, Minnesota Timberwolves Guard.  

“Being a part of this legendary partnership between Sprite® and the NBA is incredible. I’m excited to represent the brand and show the next generation the power of staying true to yourself.” 

GLOBAL ACTIVATIONS 

Under the new agreement, Sprite® will activate across the NBA’s major global events and platforms, including key league moments and international events such as NBA Global Games.  

The partnership will include immersive fan experiences, custom content series across NBA platforms, and promotional campaigns designed to bring fans closer to the game. 

The collaboration also builds on recent initiatives, including the introduction of co-branded, limited-edition Sprite® cans featuring select NBA teams in participating markets. Through integrated global marketing campaigns, digital-first storytelling, retail programs, and in-market fan experiences, the partnership aims to connect basketball culture with the global brand presence of Sprite®. 

The agreement also builds on Sprite®’s existing relationships across the NBA ecosystem, including partnerships with 17 teams, further strengthening the brand’s presence across professional basketball worldwide.

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A sustainability road map of action

The strategy comes after Carlsberg’s 2025 acquisition of Britvic, which added nearly 1 million tonnes of CO2e emissions to its value chain and expanded the company’s beverage portfolio to approximately 30% soft drinks. Brewing Tomorrow is aiming to adapt to these changes, with updated absolute Scope 3 carbon reduction targets aligned with the Science Based Targets initiative (SBTi) and a new target year of 2032, while maintaining a commitment to a net-zero value chain by 2040.

“Carlsberg is on an exciting journey. We are evolving as a company, with a broader portfolio and a wider geographic presence,” said Jacob Aarup-Andersen, Carlsberg Group CEO.  “Brewing Tomorrow is our sustainability road map of action, built on strong performance in the recent years. The aim is clear: to drive impact and ensure Carlsberg is a future-ready business.”

A strengthened and actionable ESG programme

Brewing Tomorrow is organised around four pillars, providing a simpler, more actionable framework for driving sustainability and social impact:

• Cutting Carbon – Carlsberg will reduce emissions across Scope 1, 2, and 3, advance circular packaging, and build climate resilience toward a net-zero future.
• Protecting Nature – Focused on regenerative agriculture, water stewardship, and ecosystem restoration, with goals for improving water efficiency and replenishing water resources.
• Inspiring Choice – Encourages informed, mindful consumption through product innovation and transparency, with targets spanning no- and low-alcohol and no- and low-sugar beverages.
• Empowering People – Drives inclusion, safety, and leadership development, including targets for women in senior roles and fostering an inclusive workplace culture.

“With Brewing Tomorrow, we are building on our learnings from the past, while updating our focus for the future,” said Simon Boas Hoffmeyer, VP, Group Sustainability & ESG. “The programme is embedded in our business: how we run our operations, how we engage across our value chain, how we develop our people, and how we create more choice across our expanding portfolio. It builds on decades of reducing our impacts, while supporting our business growth.”

Delivering measurable sustainability progress

Carlsberg has a growing track record of sustainability achievements:

• 8% reduction in absolute value chain emissions in 2025 vs. 2024
• 51% recycled content in bottles and cans
• 32% of water consumed replenished at high-risk sites (up from 16% in 2024)
• 31% of brews sold were no- or low-alcohol (up from 30% in 2024)
• 34% of senior leadership roles held by women (up from 30% in 2024)

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