AFRICA’S PET CARE PIONEERS

“The international pet food industry is one of the most exciting growth categories in consumer goods right now, and South Africa (SA) is very much part of that story. In fact, we are living proof that emerging markets can lead, not simply follow.”

This confidence, as voiced by Johan van Jaarsveld, Managing Director at Montego Pet Nutrition (Montego), reflects the growing prominence of premium pet nutrition in recent years, as pets steadily become more integrated into family settings.

Across North America, Europe, Africa, and Asia, the humanisation of pets is reshaping the home, with owners demanding premium nutrition, ingredient transparency, and purpose-driven brands. Specifically, in SA, urbanisation and a fundamental shift in how people view their furry companions as family members are accelerating this transformation.

“What makes our market particularly compelling is the dynamic between global players and established local manufacturers, which drives innovation and lifts quality standards across the board. Local producers are uniquely positioned to combine global best practices with deep regional insight, building products that resonate both at home and across continents,” expands Van Jaarsveld.

Montego, a proudly South African, family-founded business, sits right at the centre of this emerging market, dedicated to establishing Africa as an important player in the global pet industry.

Founded in 2000 by Hannes van Jaarsveld, Montego’s passion for pets has driven the company’s commitment to premium pet nutrition. What began as a small, family business producing dry dog food has grown into a leading pet care brand producing more than 350 nutritional and complementary products across economy, premium, and super-premium categories.

With over 800 employees across 10 facilities and a production capacity approaching 100,000 tonnes (t) annually, the company’s portfolio spans nine brands: Monty & Me, WUMA!, Karoo, Karoo Wild, Classic, Bags O’ Wags, Packs O’ Purrs, XenPet, and licensed brand PAW Patrol.

“We export to over 35 countries and distribute across North America, Europe, the Middle East, and Africa. Ranked 62nd amongst the world’s top pet food companies by Petfood Industry, our growth trajectory is one we are incredibly proud of,” Van Jaarsveld states.

FROM THE HEART OF AFRICA

Having grown up in the business, Van Jaarsveld notes that his positive outlook has been shaped by his involvement in a forward-looking family business. As he witnessed firsthand his father’s discipline, ambition, and belief that anything is possible with hard work, Van Jaarsveld’s growth to Managing Director was a natural progression.

“I have always believed that Montego’s success exists to support others. Together with my brothers, we have the privilege to run this company for the betterment of all,” he prides.

“What truly energises me is taking Africa’s story to the world. I approach every product development session like a schoolchild looking forward to art class; there is enormous freedom to challenge ideas, and that freedom keeps bearing fruit.”

This daily enthusiasm is just one of the traits that differentiates Montego. What also continues to set the company apart is its identity: a proud African business with a passion for pets and an unshakeable belief that Africa can produce the world’s finest pet nutrition. Montego’s purpose, ‘To Better Our Own, Our Society, and Our Industry Every Day’, is not just a positioning statement; it’s how every decision is made.

The company combines world-class nutritional standards with a deep understanding of the markets it serves, allowing it to develop products that are relevant, accessible, and tailored to the realities of pet owners.

“We are also, at our core, innovators. Our novel African proteins and agile formulation capability have earned us a reputation that opens doors. People want to partner with Montego, not just because our products are exceptional, but because they trust who we are,” Van Jaarsveld explains.

Equally, the company’s commitment to superior quality and food safety cements its position as an industry leader. For Montego, these are non-negotiable traits.

Its production facilities are Food Safety System Certification (FSSC) 22000-accredited, and every product is formulated using A-grade ingredients underpinned by rigorous science.

Ingredient decisions are deliberate. For instance, the company distinguishes between South African and UK-sourced poultry for its dry food and treat ranges, respectively, ensuring each format meets its specific quality requirements.

“Knowing where every ingredient comes from, how it was sourced, and how it was processed is not just good practice – it is a promise to every pet owner who chooses Montego,” asserts Van Jaarsveld.

BEING BETTER EVERY DAY

Recently, Montego reached two defining milestones. The first being Karoo Wild, a product born from the vast landscape of the South African Karoo and created with free-roaming African antelope, which is ethically sourced from game ranches in a way that balances ecological stability and preserves biodiversity whilst creating a sustainable income stream for regional suppliers.

The second milestone is the company’s pioneering work to unlock the Gulf Cooperation Council (GCC) market.

“This was a complex regulatory undertaking that made South African pet food accessible to the GCC for the first time – a trade route opened, not merely a market entered. The region represents a high-growth, premium-oriented opportunity, and our early entry positions Montego exceptionally well for the next chapter of international growth,” notes Van Jaarsveld.

Additionally, the company has expanded into the US and EU markets with its dog treats, validating years of investment in world-class manufacturing and product innovation.

In 2024, Montego entered the US market with its Karoo Wild dog treat range, listing on the world’s largest online pet retailer, Chewy.com, in April 2025. The company’s European footprint was established through the Netherlands, where Karoo Wild has resonated strongly with health-conscious pet owners, and is now stocked in over 500 stores across the continent.

“The success of these launches reflects both the quality of our products and the growing global appetite for premium, purpose-driven pet treats. This is not a new chapter; it is the culmination of two decades of global ambition,” highlights Van Jaarsveld.

Alongside these milestones exist other exciting developments for Montego. Specifically, in partnership with leading South African specialist pet retailer Petshop Science, the company recently earned the Guinness World Records™ title for the largest donation of pet food in 24 hours, with 67,200 kilograms (kg) of Monty & Me dog food donated to eight worthy animal welfare organisations at Bloem Skou in Bloemfontein in May.

With SA’s shelters receiving minimal government support, this initiative is only one of Montego’s responses to the growing challenges of pet food supply.

“We also secured the rights to produce and distribute PAW Patrol-branded treats across Africa, Europe, and the GCC, a significant licensing feat that opens our products to an entirely new audience,” Van Jaarsveld adds.

FORGING A SUSTAINABLE FUTURE

For Montego, giving back is as natural as the Karoo landscape it calls home. Montego Cares, its registered non-profit programme, is focused on people and the environment via community feeding schemes, vegetable gardens, gender-based violence support, education, and youth development.

One special project the company is working on is the waste-to-worth initiative that keeps plastic out of landfill, with over 4.6 t collected in 2025.

Additionally, Montego made a ZAR22 million solar investment in 2019, which now covers 95 percent of its office roof in Robert Sobukwe and cuts nearly 3,000 t of carbon dioxide. Since the company is based in an arid region, it draws water from boreholes, running it through reverse osmosis and effectively producing dog food with mineral water.

“For animal welfare, we donate over 28 t of dog food and 1.7 t of cat food to rescue organisations annually. Through the Montego Power Store, members of the public can purchase food for shelters at a subsidised rate. In the past year, this amounted to 55 t of dog food and almost five t of cat food,” says Van Jaarsveld.

Finally, 80 percent of the company’s packaging is recyclable, with its Bags O’ Wags tubs having earned a silver medal at the 2024 Gold Pack Awards, making Montego eligible for the global WorldStar Awards.

As the company continues to look ahead, its focus is on building momentum whilst staying true to its foundations. Locally, the priority is to keep strengthening its position in the country, deepening relationships and ensuring the consistent delivery of high-quality, accessible nutrition.

“In Europe, Karoo Wild is gaining strong traction. In the GCC, we are building on the regulatory groundwork already in place to establish a sustainable presence in one of the world’s fastest-growing premium pet care markets,” concludes Van Jaarsveld.

“Underpinning all of it is the same entrepreneurial spirit that built this company from 11 people in a small town. The next chapter for Montego is ambitious, but the foundations have never been stronger.”

MONTEGO PET NUTRITION PARTNER

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Danone has announced two strategic acquisitions designed to strengthen its position in the fast-growing healthy nutrition market across the Asia-Pacific (APAC) region.

The company has entered into definitive agreements to acquire Australia-based MADE Group, whilst also securing the remaining 49 percent stake in its existing fresh dairy joint venture with Saputo Dairy Australia.

Together, the transactions are expected to create new opportunities for profitable growth across APAC, whilst enhancing Danone’s ability to meet increasing consumer demand for health-focused nutrition products.

EXPANDING A HEALTH-FOCUSED PORTFOLIO

The acquisition of MADE Group brings a rapidly growing portfolio of brands that are closely aligned with some of the strongest consumer trends in food and nutrition.

Headquartered in Melbourne, MADE has built a reputation for innovation and marketing excellence, supported by a comprehensive route-to-market strategy and supply chain network. Its portfolio includes high-protein ready-to-drink products, gut-health yoghurts, and coconut-based offerings, all categories benefiting from increasing consumer interest in healthier lifestyles.

The company has established a strong presence across Australia, New Zealand, and Southeast Asia, consistently delivering double-digit growth alongside attractive margins.

With sales exceeding €300 million for the fiscal year ending June 2026, MADE is expected to become a meaningful contributor to Danone’s Essential Dairy and Plant-Based (EDP) business in APAC. The acquisition is also expected to be accretive to both Danone’s operating margin and earnings per share from the first year following completion.

BUILDING ON AN ESTABLISHED AUSTRALIAN PRESENCE

Alongside the MADE acquisition, Danone will acquire the remaining stake in its fresh dairy joint venture with Saputo Dairy Australia.

The partnership has enabled Danone to establish a strong position in Australia’s functional yoghurt category, supported by flagship brands including YoPRO, Activia, and Ultimate.

By taking full ownership of the business, Danone aims to increase operational flexibility and further strengthen its position within the Australian market.

Both transactions remain subject to customary closing conditions and regulatory approvals, with completion expected during the second half of 2026.

ADVANCING THE RENEW STRATEGY

Commenting on the announcement, Danone’s CEO Antoine de Saint-Affrique described the transactions as another step forward in the company’s Renew Strategy.

He highlighted MADE’s strong portfolio of healthy nutritional products, particularly within the gut health and protein segments, as well as its proven ability to deliver rapid and profitable growth.

The acquisitions also reflect Danone’s broader approach of combining organic growth with targeted investments that enhance its ability to serve growing demand for healthy nutrition solutions.

ACCELERATING REGIONAL OPPORTUNITIES

For MADE Group, the agreement marks the beginning of a new phase of growth.

CEO Amanda Butler said the company had built a portfolio of trusted brands and innovative products focused on delivering improvements in nutrition, taste, and quality.

She added that Danone’s shared commitment to health and innovation would provide access to new infrastructure, capabilities, and research and development expertise.

The combination is expected to help accelerate MADE’s expansion across the region, whilst creating additional opportunities to strengthen its position within the healthy nutrition market.

As consumer demand for protein-rich, functional, and health-oriented food products continues to rise across APAC, the transaction positions both companies to capitalise on some of the region’s most attractive long-term growth trends.

The post Danone and MADE Group Strengthen APAC Nutrition Growth appeared first on Food & Beverage Outlook.

CREATING MEASURABLE IMPACT ACROSS THE VALUE CHAIN

With climate change continuing to reshape agricultural reality through droughts, heatwaves, and unpredictable rainfall, reducing yields and impacting supply, 2025 was another year shaped by volatility for the global beverage industry.

As reported in Finlays’ 2025 Sustainability Report, this past year has made it more evident than ever before that it is time for the sector to ‘take action for the beverages of tomorrow.’

The report tracked Finlay’s progress against its Sustainable Future 2030 strategy, which sets ambitious commitments on the three core areas of climate net zero, sustainable supply, and the company’s people. It made significant progress towards these goals by reducing emissions, optimising water use, and further minimising waste.

“Climate change is already having a major impact across our supply chain — piling pressure on producers, threatening supply and ultimately driving up costs for consumers. Through Finlays’ Sustainable Future 2030 strategy, we see firsthand how collaboration between producers, suppliers, buying teams and industry bodies can mitigate these effects. By sharing insight, unlocking investment, and delivering shared initiatives, we can build resilience where it’s needed most,” notes Joe Yalley-Ogunro, Head of Sustainability.

Specifically, in 2025, Finlays experienced significant business growth. The company acquired Leahy-IFP, a leading aseptic packer and formulator of natural fruit-based beverages, which has doubled the size of Finlays’ business in North America.

Not only does this add to the company’s footprint, but in tandem, it increases the complexity of its supply chain and the number of people connected to the business.

However, whilst the challenge may be substantial, Finlays is confident in its ability to deliver a more sustainable future for the beverage industry by prioritising the practice of its core values: ‘Acting for the Long Term’, ‘Taking Accountability’, ‘Doing Better Each Time’, and ‘Succeeding Together’.

PROTECTING THE PLANET TO SAFEGUARD NATURAL BEVERAGES

The positive progress Finlays achieved in 2025 includes a 26 percent reduction in Scope 1 and 2 emissions over the past three years; 100 percent of made tea and green leaf tea traceable to factory, garden mark, or farm; 100 percent of soluble coffee traceable to mill; 75 percent of its global workforce paid a living wage or higher; 93 percent of waste recycled, recovered, or reused; and the launch of a ‘Carbon Removal Project’ at Finlays Argentina to significantly reduce forest, land, and agriculture (FLAG) emissions and improve biodiversity data.

Yalley-Ogunro observes that “We made good progress against our targets last year, but pressure is mounting and we know we need to move faster. Our focus in 2026 is to increase the pace of change across all three pillars of Sustainable Future 2030 – embedding sustainability more deeply into how we operate, make decisions, and work with others. The challenges facing our industry will not wait, and neither will we.”

As Finlays approaches 2030 and its environmental targets, its sustainability ambitions and efforts to get there are higher than ever.

With a goal to advance human rights to empower all, Finlays is steadfast in its determination to be a business where people are valued and treated fairly. It is encouraging growth and development to create a future where protecting the planet to safeguard natural beverages is commonplace.

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STRONGER OUTCOMES FOR COCOA FARMERS 

An independent evaluation by the KIT Institute has found that Nestlé’s Income Accelerator programme continues to generate positive results for cocoa-farming households in Côte d’Ivoire, with improvements recorded across productivity, income, women’s empowerment, and household resilience. 

The assessment examined almost 2,000 households participating in the programme during its test-at-scale phase, which began in 2022. According to the findings, participating households achieved a four percent increase in cocoa yields measured in kilograms per hectare, whilst yields amongst comparable households declined by 16 percent over the same period. This equates to a 20-percentage point difference in performance. 

During the challenging 2024/2025 cocoa season, households enrolled in the programme produced an average of 2,116 kilogrammes of cocoa, approximately 500 kilogrammes more than similar households outside the initiative. The report suggests these results demonstrate greater resilience in the face of difficult weather conditions and fluctuating cocoa markets. 

The study also highlighted significant social impacts. The proportion of women considered empowered more than doubled compared to 2022, increasing by 114 percent and exceeding comparable communities by 66 percentage points. Participation in village savings and loans associations also rose by 23 percentage points amongst women involved in the programme. 

BUILDING HOUSEHOLD RESILIENCE  

The report attributes many of these gains to the programme’s integrated model, which combines farm support, household support, and conditional cash transfers. 

According to KIT Institute’s evaluation, increased adoption of good agricultural practices alongside greater involvement of women in household financial decision-making contributed to improvements in cocoa productivity, income, and overall household well-being. 

Additionally, food insecurity declined by eight percentage points amongst participating households, whilst dietary diversity and ownership of productive assets improved. Savings levels also increased substantially, with participating households recording gains that were 272 percentage points higher than those seen in the comparison group. 

The study also found cocoa income amongst participating households rose by 190 percent, driven by strong increases in cocoa revenues. In addition, the reliability of cash transfer payments improved during the evaluation period. 

Despite these advances, the report notes that income diversification has yet to increase significantly. However, it concludes that the programme is helping establish the foundations required for future diversification, which could provide farming families with greater protection from market volatility and other external shocks. 

Commenting on the findings, Stéphane Detaille, Head of ESG for Confectionery & Snacking Strategic Business Unit at Nestlé, said: “These findings validate our pioneering approach to helping cocoa-farming families in West Africa close the gap to a living income.  

“They show that rewarding effective farm practices, strengthening women’s empowerment, and building household resilience deliver encouraging results and must go hand-in-hand to deliver lasting impact. They also help us identify where to focus next – particularly on income diversification and protection against future shocks – as we further scale the programme to more cocoa-farming families.” 

LOOKING TO THE NEXT PHASE 

Over the coming 12 months, the KIT Institute plans to explore the factors behind yield improvements in greater depth, including the adoption of regenerative agriculture practices, income diversification, and school attendance. 

The evaluation draws on four rounds of household survey data collected between 2022 and 2025. Participating households were compared with similar households in cooperatives receiving alternative sustainability support. The analysis was conducted against a backdrop of climate volatility, disease pressure, rising production costs, and wider changes affecting the cocoa sector. 

As the programme develops, Nestlé is also expanding its collaborative efforts across the industry. This includes its role as a co-founder of the TogetherCocoa Foundation, which seeks to strengthen cooperation across the cocoa sector, help address the living income gap, and improve the long-term resilience of cocoa supply chains. 

The company is increasing its engagement with the foundation as it continues to expand the reach of the Income Accelerator programme. 

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Refrigerated Trailers

Refrigerated trailers are large, towable units that handle high-capacity events such as festivals, concerts, and multiday gatherings. The units offer ground-level access through rear or side doors. Most require a dedicated electrical hookup to maintain consistent temperatures, though some models are compatible with generators for remote locations. Their substantial size makes them ideal for events expected to draw hundreds or thousands of attendees.

Walk-In Cold Storage Containers

Walk-in coolers and freezers arrive on flatbed trucks and provide robust refrigeration for events at venues with adequate space. These units serve as temporary extensions of a kitchen’s cold storage capacity, providing ample space for staff to organize inventory efficiently. Walk-in containers excel at maintaining precise temperature ranges and can accommodate substantial volumes of perishable goods.

Compact and Mobile Units

Compact refrigeration units serve smaller gatherings, specific workstations or as supplementary storage alongside larger systems. These self-contained coolers and freezers move easily throughout an event space, making them valuable for bar setups, dessert stations or vendor booths. Compact units offer flexibility for events with modest refrigeration needs despite holding less than trailers or walk-in containers.

Top Providers of Temporary Cold Storage Units

These companies have established reputations for delivering reliable refrigeration solutions to the catering, beverage and special events industries.

Cool It Storage

Cool It Storage stands out as a premier choice for event managers who prioritize reliability and advanced technology. The company equips its portable refrigeration units with 24/7 monitoring systems, giving clients peace of mind that their inventory is protected around the clock. This real-time oversight helps prevent temperature fluctuations that could compromise food safety during critical event windows.

Cool It’s dual-temperature units offer separate zones within a single system, allowing event planners to store both refrigerated and frozen items efficiently. The advanced 24/7 monitoring technology ensures continuous temperature control and immediately alerts providers to potential problems before they escalate. Its flexible rental terms enable clients to customize agreements to match their event schedules.

Keep It Cold

Keep It Cold specializes in temporary refrigeration solutions for events, breweries and catering operations. The company emphasizes delivering quality equipment for seasonal peaks and emergencies when permanent refrigeration capacity falls short. Its portable refrigeration fleet includes walk-in coolers and freezers that can be deployed quickly at event venues.

These refrigeration units offer a wide temperature range, maintaining conditions suitable for everything from fresh produce to frozen desserts. Some models feature dual-temperature capabilities, allowing multiple temperature requirements to be met within a single rental.

Polar Leasing

Polar Leasing maintains an extensive fleet of walk-in freezers and refrigerators for outdoor and temporary applications. Its equipment serves the food service, pharmaceutical and agricultural industries. The company’s portable cold storage solutions range from compact units to large-capacity walk-in containers.

Polar Leasing’s advanced temperature control systems ensure consistent conditions, even in challenging weather. The seamless construction of units minimizes heat transfer and maximizes energy efficiency. These containers are ideal for event planners seeking reliable, efficient refrigeration solutions.

Polar King

Polar King manufactures outdoor walk-in coolers and freezers that withstand extreme weather conditions. The company’s equipment serves industries that require dependable cold storage, regardless of climate challenges. Its temporary units feature weather-resistant construction, making them suitable for outdoor events.

Polar King’s patented fiberglass design features durable construction that resists corrosion and withstands temperature stress over extended use. Its energy-efficient technology minimizes power consumption while reliably maintaining target temperatures. Additionally, customizable options allow for configurations tailored to specific dimensions and operational requirements.

Accent Equipment

Accent Equipment delivers portable refrigeration across Texas, emphasizing user-friendly design. Its units feature ground-level access with strip curtains and LED vapor-proof lighting. The company offers refrigerated trailers and mobile coolers for catering and event applications. It offers fast delivery and hassle-free pickup with every rental.

The strip curtains provide ground-level access, making loading easy while preserving temperature integrity. The vapor-proof LED lighting enhances visibility and safety during equipment use.

Chill Out Rentals

Chill Out Rentals has provided temporary cold storage since 2013, serving clients throughout the United States and Canada. The company focuses on delivering premium electric refrigeration units that meet varied industry demands. Its portable refrigeration inventory includes walk-in coolers, freezers and combination units.

Chill Out Rentals’ electric units offer a sustainable solution for event planners. The refrigeration options arrive fully sanitized and ready for immediate use, ensuring a high standard of cleanliness from the start.

Methodology for Selecting Top Portable Refrigeration Providers

These providers meet the following criteria important to event professionals:

• Industry reputation: Companies with established track records serving the food, beverage and events sectors
• Range of solutions: Providers offering multiple equipment types to accommodate diverse event scales
• Service features: Availability of advanced monitoring, flexible rental terms and responsive customer support

Comparing Top Refrigeration Providers

Here’s a breakdown of the leading companies that provide portable refrigeration units for events:

Frequently Asked Questions

Discover answers to commonly asked questions about portable refrigeration.

What are the main types of portable refrigeration?

The three primary categories are refrigerated trailers, walk-in cold storage containers and compact mobile units. Trailers suit large-scale events, walk-in containers provide robust stationary storage, and compact units offer flexibility for smaller needs.

How do you choose the right type of portable refrigeration for an event?

Consider guest count, event duration, available space and the types of perishable items you’re storing. Large festivals typically require trailers or walk-in containers, while intimate gatherings may only need compact units. Dual-temp containers are valuable when you need both refrigeration and freezing capacity.

What should I look for in a portable refrigeration provider?

Prioritize companies with proven experience in the events industry, equipment featuring temperature monitoring capabilities and flexible rental terms. Responsive customer support becomes critical if technical issues arise during your event.

Ensure a Flawless Event With the Right Cooling Partner

Selecting appropriate portable refrigeration protects your inventory, safeguards guest health and preserves your professional reputation. The different types available each serve specific event scenarios. When evaluating providers, prioritize those offering advanced monitoring technology, flexible rental agreements, and proven reliability in the food and beverage sector.

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PARTNERSHIP APPROACH KEY TO RESILIENCE

Tesco is calling for deeper collaboration across the food system, bringing together retailers, farmers, and innovators to accelerate the adoption of agricultural technologies that can strengthen resilience in UK farming.

The retailer argues that scaling innovation is now essential to protect British farmers from future supply shocks, while also reinforcing long-term food security and improving on-farm stability.

Speaking at London Tech Week earlier this month, Tesco UK CEO Ashwin Prasad is set to highlight both the potential of emerging farm technologies and the structural barriers that continue to limit their uptake, including access to funding and consistent supply availability.

LOW CARBON FERTILISERS DELIVER EMISSIONS REDUCTIONS

A central focus of Tesco’s approach is the development and scaling of UK-produced, low-carbon fertilisers. These products are positioned as a lower-emission, more domestically stable alternative to conventional fertilisers, which have been affected by global supply chain disruption and rising prices.

Recent conditions have narrowed the price gap between low-carbon and traditional fertilisers, strengthening the case for wider adoption, particularly as farmers seek more predictable input costs.

TRIALS DEMONSTRATE COMMERCIAL VIABILITY

Trials conducted on Tesco’s Low Carbon Concept Farm in Lincolnshire have demonstrated significant environmental benefits without compromising productivity.

Working with supplier Branston, the initiative recorded a more than 50 percent reduction in carbon emissions in potato production, while maintaining both yield and quality. The resulting 500 tonnes of potatoes were subsequently sold in Tesco stores.

The results suggest that low-carbon growing techniques, including approaches that lock in CO₂ during production, can deliver measurable sustainability gains at commercial scale.

ADDRESSING SUPPLY CHAIN PRESSURES

Despite promising results, adoption remains constrained by structural challenges. Farmers continue to cite limited availability of low-carbon fertilisers and difficulties accessing funding for on-farm trials as key barriers.

Tesco has emphasised that while these innovations can deliver comparable yields and reduced environmental impact, their long-term value depends on consistent supply, clear pricing structures, and greater confidence for farmers to plan ahead.

These issues are becoming more urgent as global fertiliser markets face ongoing disruption, contributing to volatility and uncertainty across the sector.

TESCO AGRI-TECH CHALLENGE TO SCALE INNOVATION

To accelerate progress, Tesco has relaunched its global innovation programme, the Tesco Agri-tech Challenge. The initiative seeks to identify start-ups and innovators developing practical solutions that can improve sustainability, productivity, and resilience in farming.

Successful applicants will gain the opportunity to collaborate with Tesco and supplier partners, including access to real farm trials, as well as a year’s membership with Agri-TechE.

Applications for the programme remain open until 3 July, with a focus on moving technologies from pilot stage into real-world agricultural deployment.

FROM PILOTS TO MAINSTREAM ADOPTION

Tesco’s wider ambition is to move promising innovations beyond isolated trials and into mainstream agricultural use. The retailer argues that scaling technologies such as low-carbon fertilisers will be critical not only for reducing emissions, but also for strengthening the UK’s long-term food security and economic resilience.

By combining industry collaboration, targeted investment, and on-farm testing, Tesco is positioning innovation as a central pillar in the future of British agriculture

The post Tesco Drives Agri-Tech Resilience appeared first on Food & Beverage Outlook.

A MULTI-PARTY MODEL 

The energy network has evolved, moving away from a top-down distribution model to become a system in which multiple parties participate.  

On this new energy network, an interdependence between consumer, generator, infrastructure, and regulator has developed, which is key to overcoming some of the biggest energy challenges of our time – power doesn’t just come from power stations anymore: it comes from businesses and communities working together to use energy in a smarter way. 

In the UK there are now multiple, highly complex energy markets which all ultimately serve a common goal. They ensure the nation’s supply of electricity matches demand, now and into the future, and that electricity is clean, stable, and affordable. 

The Capacity Market is arguably the simplest of these. It’s a mechanism that plans ahead to ensure that future energy supply, from multiple sources, is sufficient to match the forecast for demand. UK businesses are key contributors to the Capacity Market’s energy inventory, playing an important role in maintaining the balance of supply and demand on the grid.  

On 1^st October 2025, Enel X helped Carlsberg Britvic enrol in the UK’s new Capacity Market season, pledging to make electricity available to the grid in the event of a power grid emergency. In doing so, it joined future-focused commercial and industrial energy users in their support of a more secure energy supply, the stability of the electricity grid, and a greener future fuelled by renewable energy. 

Nigel Paine, Vice President of Production at Carlsberg Britvic, explains what participation means to the company.  

“When Enel X first introduced us to the Capacity Market, the motivation for businesses like ours to be ‘good grid citizens’ was clear. Our commitment to give back energy to the grid, should the need arise, is a small sacrifice to make if it means we all benefit from a more stable supply of electricity. 

THE POWER TO FLEX  

Most organisations have flexible electricity capacity that they are simply unaware of. Everyday equipment such as heating, ventilation, and air conditioning (HVAC) systems and compressors, pumps, or processes that involve refrigeration or extreme heat can be curtailed with minimum disruption to the business.  

On-site energy generation and storage assets such as combined heat and power (CHP) or battery energy storage systems (BESS) can also provide backup to the national grid through the Capacity Market and other flexibility schemes. 

This is a more circular approach to the management of the country’s energy supply, as it effectively uses resources that exist locally to keep pace with the growing demand for electricity. That’s a far more efficient – and less environmentally damaging – alternative to turning “traditional” centralised power stations up and ultimately having to build new ones.  

More importantly, the greenhouse gas (GHG) emissions that these power stations would have produced over their lifetime are also avoided, making a positive contribution to our journey to net zero. 

The UK government’s Clean Power 2030 Action Plan includes a call for significantly more flexibility across the electricity system. The National Energy System Operator (NESO) has projected that by 2030 the UK will need 25-45 gigawatt (GW) of within-day flexibility – roughly double current levels.  

The government’s Clean Flexibility Roadmap goes further still, setting out a total flexibility capacity target of 51-66 GW by 2030, a two to three-fold increase on the approximately 24 GW installed today. 

THE OPPORTUNITY  

What does this mean for the UK’s businesses, and specifically for food and beverage operators with major manufacturing, bottling, and packaging operations?  

Flexibility schemes typically pay organisations for their participation, whether or not their flexible energy resources are called on to help balance the grid. This opens up additional revenue, helping offset production costs or provide capital that can be reinvested in the business. 

The financial rewards can be significant, but there are other compelling reasons for participation. By helping support the grid’s stability, major producers can help improve its reliability to avoid outages and maximise their own uptime, as well as that of supply partners who also depend on it. 

Demand flexibility is especially important in the context of renewable energy, the output from which is far more variable than gas, coal, or nuclear plants. By contributing flexible resources, organisations are supporting the grid’s ability to adapt to less predictable inputs, in turn accelerating the connection of clean power projects and a reduction in the carbon footprint of power. 

WHAT FLEXIBILITY LOOKS LIKE  

Enel X works with organisations to help identify untapped flexibility resources so that they can be put to work as part of its virtual power plant (VPP), which examines what participation looks like in practice. 

Nigel explains: “We deal with high-quality, perishable goods, so sudden or unplanned interruptions to production could carry a high cost. In extreme cases, it may even impact our ability to fulfil customer orders, which, for us, is non-negotiable. Any steps we can take to mitigate this risk must be taken. 

“By accessing the Capacity Market with Enel X, we have joined a community of like-minded organisations coming together in a virtual power plant. Working as a group, small adjustments to our collective energy consumption can make a big difference to electricity grid stability. By temporarily switching off machinery or rescheduling a production process, Carlsberg Britvic can help to relieve pressure on the electricity system, which reduces the risk of an interruption to our own power supply. 

“As a Capacity Market contributor, we also benefit from receiving an invaluable four-hour advance warning should grid stability be at risk. This enables us to act before it’s too late.  

“We are also paid based on the level of commitment we make to the Capacity Market. Most food and drink manufacturers work with the tightest of margins, so this income makes the Capacity Market a very compelling proposition for the sector.” 

As Carlsberg Britvic’s experience shows, the transition towards a decentralised, digitised and decarbonised power system presents opportunities for industry and consumers that are prepared to adopt a more flexible approach to energy consumption. For food and beverage manufacturers operating on tight margins and with little tolerance for downtime, the case for participation is particularly strong. Their participation not only supports the roadmap to net zero and boosts the competitiveness of British industry, but it also helps underscore industrial reliability too. 

Commercial and industrial energy users such as Carlsberg Britvic have a crucial role to play in Britain’s energy future. Flexibility is one of the UK’s largely untapped strengths. The nation already has the businesses, scale, assets, and processes in place to deliver meaningful system services today. Unlocking further participation at scale and at pace will be essential if the UK is to hit its sustainability targets for 2030 – and beyond. 

What does participation in demand flexibility look like for your business? How could benefits unlocked through the Enel X VPP provide revenue or offset capital expenditure? Contact the company today to discover more. 

ABOUT ENEL X  

Enel X is a multinational power company and a leading integrated player in the global power and renewables markets, present in 27 countries worldwide.   

At global level, it is the largest renewable player, the foremost electricity distribution network player by number of grid customers served and the biggest retail operator by customer base.  

Enel X generates electricity with approximately 92 GW of total capacity. Enel Green Power, the Group’s renewables arm, has a total capacity of approximately 67 GW and a generation mix that includes wind, solar, geothermal, and hydroelectric power, as well as energy storage facilities, installed in Europe, the Americas, Africa, Asia, and Oceania. 

Enel Grids, the Group’s global business line dedicated to the management of the electricity distribution service worldwide, delivers electricity through a network of 1.9 million kilometres with more than 69 million end users connected to its distribution grids.  

Enel Commercial is the Group’s arm dedicated to customers around the world with the aim of effectively providing products and services based on their energy needs and encouraging them towards a more conscious and sustainable use of energy.  

It provides electricity, gas and integrated services to more than 29 million customers globally, including households, enterprises, industries and public administrations. In addition, it offers flexibility services aggregating 10.4 GW and has approximately 33,800 owned public charging points for electric mobility. 

Enel’s leadership in the different categories is defined by comparison with FY2025 data and results of relevant comparable listed companies, excluding those with predominant state control.

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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.

The post US Foods Links Sustainable Product Growth and Operational Efficiency in 2025 Sustainability Report appeared first on Food & Beverage Outlook.

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.

The post Ferrero Commits €60 Million to French Production Expansion appeared first on Food & Beverage Outlook.

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.

The post “A Global Leader in Ingredient Solutions”: Ingredion CEO Jim Zallie on $5 Billion Tate & Lyle Deal appeared first on Food & Beverage Outlook.

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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