Tesco updates sustainability strategy as retailer exceeds emissions target

The retailer said in the Tesco PLC Sustainability Report 2026 it exceeded its target for Scope 1 and 2 emissions reductions, recording a 68% reduction against a 2015/16 baseline, ahead of its 2025 target of 60%.

Tesco also reported that 99% of its own-brand packaging by weight in the UK is now recyclable through kerbside collection and other collection schemes, while healthy food now represents 65% of total sales in the UK and Republic of Ireland, up from 58% in 2019.

Ken Murphy said: “As the UK’s leading food retailer, serving our customers, communities and planet a little better every day, we depend on a resilient and sustainable food system. Without it, our suppliers and farmers can’t grow the food needed to feed the nation.”

Murphy added: “Ongoing global uncertainty has shown us this work isn’t just the right thing to do; it’s a business imperative.”

Group Chief Sustainability Officer Christine Heffernan agrees that sustainability is vital for the future of the business.

“As food systems come under increasing pressure, sustainability is key to our long-term resilience,” she adds. 

“Our actions today help meet customer needs and strengthen supply chain stability for the future.”

Retailer introduces new sustainability commitments

Tesco said many of its 2025 commitments have now concluded and the company is introducing six new and updated commitments focused on sustainable farming, decarbonisation, healthier diets, circularity and packaging reform.

Murphy said: “While we have taken important steps forward, we know there is more to do. With many of our 2025 commitments concluding, we are sharpening our focus across six new and updated commitments, which cover the pillars of our planet plan.”

The retailer said several previous targets have now been embedded into policy, including sourcing standards requiring all shell and ingredient eggs for the UK and Republic of Ireland to be cage-free, while UK produce must be LEAF Marque certified.

Tesco also acknowledged that some goals were not fully achieved, including its target to grow plant-based meat alternative sales by 300% by 2025, citing market decline and changing customer preferences.

Tesco highlights collaboration across the food system

Murphy said: “What’s clear is that many of the challenges we still face cannot be solved by one company alone – they require shared responsibility, and in some cases, regulatory change. A partnership approach will be essential.”

Tesco highlighted collaboration across its sustainable farming groups, alongside partnerships with the British Nutrition Foundation, FareShare, Olio, the Coronation Food Project and Alliance Food Sourcing.

Murphy added: “I firmly believe there is real opportunity for those businesses who can work together and build effective partnerships.”

Read more about how Tesco and RenEco have launched a new surplus food feed facility, transforming bakery and produce waste into animal feed and advancing circularity across the UK food system.

The post “We Are Sharpening Our Focus”: Tesco Group Chief Executive Ken Murphy on Sustainability Report 2026 appeared first on Food & Beverage Outlook.

INVESTING IN ADVANCED MANUFACTURING

Mars, Incorporated has announced plans to invest AUD$200 million into its Australian manufacturing operations by the end of 2027, reinforcing its long-term commitment to local production, sustainability, and innovation.

The investment will support expanded manufacturing capacity, renewable energy ambitions, and continued operational improvements across the company’s Australian footprint. It also underlines Mars’ confidence in the future of Australian manufacturing and its role in supporting regional communities, local supply chains, and a more resilient low-carbon economy.

Since 2020, Mars has invested more than AUD$450 million across six Australian manufacturing sites to improve quality, safety, productivity, efficiency, and sustainability.

Today, 90 percent of Mars products sold in Australia are manufactured locally, demonstrating the company’s deep integration within the national economy.

Managing Director and General Manager Petcare Australia and New Zealand, Melodie Nye, said the latest investment would help Mars continue meeting the evolving expectations of consumers and customers alike.

EXPANDING CAPACITY IN WODONGA

A key milestone in the investment programme will arrive in June 2026, when Mars commissions the expansion of its pet food manufacturing facility in Wodonga.

The new AUD$112.5 million wet pouch facility is expected to create more than 60 jobs and will serve as a digitally enabled manufacturing hub designed to advance high-tech, AI-enabled food production capabilities in Australia.

The expansion represents a major step forward for Mars’ sovereign manufacturing capability, combining advanced automation, digital systems, and high-skill employment opportunities within one of regional Australia’s most significant production facilities.

Mars first established its pet nutrition factory in Wodonga in 1967, and the site remains one of the region’s largest private employers.

A 110-YEAR AUSTRALIAN LEGACY

The announcement also coincides with a significant milestone for Mars in Australia, as the company celebrates 110 years of local manufacturing heritage connected to brands that now form part of the Mars family.

That history dates back to 1915, when the first Wrigley chewing gum factory opened on Melbourne’s Elizabeth Street. The Wrigley brand would later become part of Mars, helping establish the company’s enduring presence in Australia’s consumer goods sector.

Today, Mars operates manufacturing facilities in Asquith, Bathurst, Wyong, Ballarat, Wacol, and Wodonga, alongside corporate offices in Melbourne and Sydney.

Following Mars’ acquisition of Kellanova in December 2025, the iconic Kellogg’s cereal factory in Botany also became part of the company’s Australian manufacturing footprint.

Across its seven factories and two corporate offices, Mars employs approximately 2,400 Associates throughout Australia.

DELIVERING LONG-TERM VALUE

As a private family-owned company, Mars has built generations of consumer loyalty through brands spanning confectionery, pet nutrition, and food products, including MILKY WAY®, PEDIGREE®, WHISKAS®, ROYAL CANIN®, and MASTERFOODS™.

For Mars, the latest investment represents more than operational expansion – it is a statement of confidence in Australian industry and the communities that support it.

The post Mars Fuels Australia’s Manufacturing Future appeared first on Food & Beverage Outlook.

Drinks group launches new corporate identity to support global expansion

The company said the rebrand reflects its purpose to “Celebrate ‘Il Buon Vivere’ Together” and is designed to reinforce its international positioning while maintaining a connection to its heritage and family ownership.

The move follows positive financial performance in 2025, with turnover reaching €370 million, up around 3% compared with 2024, alongside EBITDA of €51.4 million.

International markets remain central to growth strategy

Disaronno Group said international expansion continues to play a central role in its business model, with 70% of turnover generated outside Italy and distribution spanning almost 160 countries worldwide.

The company added that growth in 2025 was further accelerated by acquisitions announced at the end of 2025, including Amaro Averna and Zedda Piras, with completion expected before the summer.

Under the new structure, the company’s activities will be organised across three divisions while operating under a unified corporate identity.

The spirits division, which accounts for nearly two thirds of Group turnover, will operate under the Disaronno International brand and includes products such as Disaronno, Disaronno Velvet, Tia Maria, The Busker Irish Whiskey, Engine Gin and Sagamore Rye.

Disaronno Ingredients, which represents 27% of turnover, supplies semi-finished products and accessories for the ice cream and bakery sectors.

The wines division, operating under the Duca Wines umbrella brand, accounts for 11% of turnover and includes brands such as Duca di Salaparuta, Florio and Corvo.

Disaronno Group highlights scalable business model

CEO Marco Ferrari said: “The transition to Disaronno Group represents a natural evolution of our journey.

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

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

Group combines heritage, portfolio diversification and international reach

Disaronno Group said the rebranding supports its ambition to continue growing in global markets while combining tradition, innovation and entrepreneurial culture.

The company, which is wholly owned by the Reina family, employs more than 800 people across its spirits, wines and ingredients operations.

The post Illva Saronno Holding Rebrands as Disaronno Group Following 2025 Growth appeared first on Food & Beverage Outlook.

Improved Demand Forecasting Delivers Sustainability and Efficiency Gains

The collaboration focused on improving forecasting accuracy and redesigning planning processes across the confectionery group’s Italian operations, delivering gains in operational efficiency and sustainability across the value chain.

Over the past two and a half years, the project improved sales forecast accuracy, reducing error margins from 3.6% in 2023 to 1.0% in 2024 and down to 0.3% in 2025.

The increased forecasting precision helped reduce excess inventory, lower warehouse stock levels and improve the use of financial resources while reducing waste.

Planning Transformation Built Around Shared Data and Scenario Modelling

The initiative covered the full planning process, including monthly forecasting and medium- and long-term planning, primarily across finance and marketing functions.

At the centre of the project was the expansion of the Anaplan planning platform, creating a shared environment for data integration, simulations and decision-making scenarios.

The new model also reduced time spent on planning activities by around 40%, allowing teams to focus more on data analysis and strategic decision support.

“With BearingPoint, we have built much more than a solution, developing over time a truly strategic and evolutionary partnership based on continuity, proactiveness, and constant innovation, in synergy with the Anaplan platform,” said Daniela Loperfido, Head of Commercial Controlling at Perfetti Van Melle.

“The availability and continuity of the BearingPoint team, strengthened by their growing understanding of our business, enable us to find fast and timely solutions to every issue, ensuring long-term reliability and compliance with our standards.”

Food and Beverage Manufacturers Increase Focus on Data-Driven Planning

BearingPoint said the project demonstrates how more accurate and integrated planning can support both sustainability and long-term growth across food and beverage manufacturing operations.

“Working on financial planning means directly impacting both the quality of decision-making and the sustainability of the business,” said Gianluca Sacchi, Consumer Goods & Retail Lead at BearingPoint Italia.

“This project is the result of a journey built together with Perfetti Van Melle, based on continuous collaboration and growing mutual trust. We worked together to develop a solid and scalable model capable of generating long-term value by integrating technology and processes, overcoming fragmented data management and creating a single, reliable source of information.”

The approach has already been extended beyond Italy, with similar initiatives launched in Switzerland as Perfetti Van Melle looks to scale the planning model more broadly across the business.

The post Perfetti Van Melle Cuts Waste by 63.5% Through Forecasting Overhaul with BearingPoint appeared first on Food & Beverage Outlook.

New Kildare Brewery Strengthens Irish Brewing Capacity and Sustainability Investment

Representing an investment of almost €300 million, the brewery was officially opened by Micheál Martin. The facility was constructed in under 18 months on a 40-acre site and is powered by 100% renewable electricity.

The project accommodated approximately 650 jobs during construction and has created more than 50 highly skilled permanent roles.

Brewery Expansion Planned to Support Guinness and Guinness 0.0 Growth

Diageo also confirmed plans for an approximate €400 million investment for the development of a second brewery at Littleconnell over the next three years, with work due to begin in 2026.

The new facility, known as Brewery 2, will be dedicated to the production of Guinness and Guinness 0.0 and will more than double total site capacity.

“The demand for Guinness and Guinness 0.0. is surging. Today Diageo is proud to unveil our new state of the art brewery at Littleconnell, part of our €1 billion investment in Ireland. How fitting that it’s in County Kildare, the birthplace of Arthur Guinness,” said Sir Dave Lewis, Chief Executive, Diageo.

The Littleconnell Brewery will produce ales and lagers including Rockshore, Harp, Smithwick’s and Kilkenny, alongside licensed beers such as Carlsberg, supplying both Irish and international markets.

Sustainability Technologies Designed to Reduce Energy and Water Use

Littleconnell incorporates advanced brewing and process technologies to reduce energy and water use. The company said the brewery’s design is expected to avoid up to 15,000 tonnes of carbon emissions annually compared with a similar-scale facility.

“Ireland plays a key role in Diageo’s global beer supply, and Littleconnell is central to enabling future growth in Guinness exports,” said Colin O’Brien, Category Head – Global Beer Supply at Diageo.

“This site is part of Diageo’s near €1 billion investment programme that strengthens capacity, builds resilience across our brewing network and supports the global growth of Guinness and Guinness 0.0 from Ireland. Littleconnell, together with the developments at St James’s Gate, will enable growth in overall beer exports from Ireland and help us deliver on Diageo’s Spirit of Progress sustainability commitments.”

Investment Highlights Ireland’s Role in Global Brewing Operations

“Today’s opening of Diageo’s new Littleconnell Brewery in Co. Kildare is a powerful vote of confidence in Ireland and in our future as a world-leading, sustainable food and drink exporter,” said Taoiseach, Micheál Martin TD. “This landmark facility forms part of Diageo’s near €1 billion investment in Ireland between 2020 and 2029, underlining the central role Ireland plays within the company’s global brewing network and highlighting the strength of our agri-food and drinks sector on the international stage.

“By choosing to invest at this scale in Ireland and to lead the way in next-generation, low-carbon brewing, Diageo is supporting skilled jobs, regional development and export growth, while helping Ireland advance its climate ambitions through innovation.”

“The opening of Littleconnell Brewery is a significant milestone for Ireland’s food and drink industry, as it is a fantastic endorsement of our skills and capabilities in this sector, and will drive export growth,” said Jenny Melia, CEO, Enterprise Ireland.

 “Enterprise Ireland is proud to support Diageo’s investment in this lighthouse project as this innovative brewery sets a new standard for industry globally, in the use of new technologies which will reduce energy and water use.”

The post Diageo Opens Littleconnell Brewery as Guinness Demand Drives Further €400m Expansion Plans appeared first on Food & Beverage Outlook.

AI-Powered Refrigeration Optimisation Delivers 17% Energy Efficiency Gain

The autonomous application, known as Real-Time Coefficient of Performance (RtCOP), was developed by Actemium using Rockwell Automation’s PlantPAx distributed control system (DCS). The solution has been implemented at a large producer of frozen french fry products, where it has helped increase energy efficiency by 17%, delivering an estimated $130,000 in annual savings per site.

The system also reduces strain on refrigeration assets, helping improve long-term equipment reliability.

Autonomous Refrigeration Control Targets One of Food Manufacturing’s Largest Energy Loads

Industrial refrigeration can account for up to 70% of a plant’s electricity consumption, making it one of the biggest opportunities for energy optimisation in food and beverage manufacturing.

RtCOP operates as an always-on virtual operator, continuously analysing system capacities, efficiencies and environmental conditions in real time. The application automatically determines and implements energy-efficient operating combinations across compressors, condensers and evaporators.

The solution runs on Rockwell Automation’s PlantPAx modern DCS, providing the real-time data access, processing speed and system transparency required for continuous autonomous optimisation.

Food Producers Face Growing Pressure to Improve Efficiency and Sustainability

“Autonomous optimisation can help food producers conserve energy, reduce costs and ease demands on their workforce,” said Jim Gillis, general manager, Actemium Atlantic Canada.

“Energy-based equipment ranking that is performed continuously and consistently is something human operators simply can’t do in real time. This solution has the potential to transform refrigeration across food manufacturing.”

Kris Dornan, Commercial Marketing Manager at Rockwell Automation said food manufacturers are increasingly seeking technologies that improve operational efficiency while addressing workforce challenges.

“Solutions like RtCOP are increasingly needed as food producers face skills shortages, particularly in specialised areas like refrigeration, and pressure to operate more efficiently and sustainably,” said Dornan.

“Technologies like the PlantPAx modern DCS make AI-driven autonomous applications possible, and experienced partners like Actemium make them happen.”

KPI Dashboards Support Multi-Site Benchmarking and Fleet-Wide Deployment

Actemium is now helping the food producer scale the RtCOP solution across its refrigeration plant network.

The deployment includes KPI dashboards designed to provide site-to-site visibility into performance and benchmarking of refrigeration system efficiency across operations.

The post Rockwell Automation and Actemium Deploy AI to Reduce Refrigeration Energy Use in Frozen Food Production appeared first on Food & Beverage Outlook.

DELICIOUS SCENES FOR SHAWARMA

The North American foodservice landscape has faced its fair share of volatility over the past few years, particularly since the COVID-19 pandemic.

However, it is a sector defined by its resilience and is returning to prosperity.

Ben Osmow, CEO of Osmow’s Shawarma (Osmow’s), the rapidly growing Canadian fast-casual restaurant chain specializing in modern Mediterranean and Middle Eastern cuisine, believes that being adaptable and open-minded is a critical ingredient for success.

“We move quickly as a company and, during what has been a few challenging years for many, we have actually experienced some of our strongest growth,” updates Ben, who we previously interviewed in November 2023.

“Working closely with our franchise partners is a responsibility we take very seriously. For the past 10 years, we’ve averaged over 25 percent sales growth annually, which is something very few can say. One brand we closely observe is Chipotle, and we often describe ourselves as the Mediterranean or Middle Eastern equivalent,” he explains.

Mediterranean food and diets are gaining significant traction globally, and that trend strongly favors Osmow’s. Customers today are far more health-conscious, which has always been part of the company’s DNA.

For Ben and his family, who are Egyptian, becoming larger in North America than any shawarma brand globally is both surprising and deeply exciting.

Despite shawarma being a household staple across the Middle East, there is no single chain in the region approaching this scale, which makes Osmow’s growth in North America even more remarkable.

“Our menu is built around quality ingredients, with no genetically modified organisms (GMOs) or preservatives, and our food is something parents feel good about serving their families,” Ben acclaims.

By modernizing the category, Osmow’s has become the largest global shawarma franchise, an achievement Ben sees as only the beginning.

“We’ve started our growth journey and are also working toward international expansion beyond Canada and the US. Hopefully, one day, we’ll make our way to the UK as well,” he lays out.

PASSION FOR PERFORMANCE

Ben has recently embraced a keen focus on new areas of the business along with his sister Bernadette, who is also part of the family business, taking on a larger role overseeing operations and the smooth running of the company’s production plant.

“There has been a lot of change over the past couple of years – I’m still CEO of the organization, but I’ve taken a much more hands-on role in marketing.

“We made some key changes to our marketing team and brought in new people, with a strong focus on keeping the brand top-of-mind and ensuring our franchise partners remain profitable and successful,” he recalls.

Like most restaurant businesses, Osmow’s remains nimble – everyone at leadership level wears multiple hats and, while they each have areas of focus, these vital members of the team stay involved in all aspects.

“The difference now is we’re at a size where we can hire experts in specific disciplines, but we’ll never step away from being hands-on,” Ben assures.

Osmow’s continues to grow at a strong pace and, since featuring in 2023, has opened approximately 70 new restaurants.

“June also marks our 25th anniversary as a brand. While we’ve only been franchising for about 10 or 11 years, it’s been a quarter of a century since Osmow’s first began,” Ben sets out proudly.

Osmow’s plans to celebrate primarily with its franchise partners and internally as a family. Then, later this year, it aims to introduce a special in-store initiative across all locations to mark the milestone.

“It’s about honoring our journey and the people who helped us get here, rather than creating a big media spectacle.”

SHAWARMA WITH A DIFFERENCE

The biggest differentiator for Osmow’s is how it has modernized shawarma – a cuisine that has historically been associated with inconsistent service, questionable hygiene, and small-scale operators.

“We have completely changed that perception. Our restaurants are clean, contemporary, and operationally tight, and we offer strong customer service and consistency across every location,” Ben acclaims.

“As such, we took a category that was never seen as franchisable and scaled it successfully. In Canada, shawarma is now a mainstream, household option, and Osmow’s has played a major role in making that happen,” he excites.

Having overcome the stigma that surrounds shawarma, Osmow’s operations strive to hit the highest possible levels of consistency at every store.

This way, customers can trust they’re going to get the same meal across its entire geographic footprint, whether in Canada, the US, or new regions and countries the company expands to in the future.

“Our approach in the US has been deliberately slow and organic. We receive thousands of franchise applications annually, but quality and sustainability always come first,” Ben affirms.

“We test new markets through corporate locations before opening them up to franchise partners.”

This year, Osmow’s already has seven US locations signed, including Texas, New Jersey, and Ohio.

“A major milestone for us was opening our first US production plant – a facility which allows us to control quality, improve margins for franchisees, and support expansion more confidently,” states Ben.

INNOVATION AND PARTNERSHIPS

In addition to the company’s ongoing expansion, Ben highlights the brand’s partnerships as another major source of pride.

“Osmow’s has collaborated with several NBA and NHL athletes, as well as prominent national soccer players, but one of the most significant milestones has been our partnership with Doritos,” he expands.

As one of the brand’s first major collaborations, Osmow’s worked with Doritos’ parent company, PepsiCo, to create a unique, co-developed product which will be launching in June this year.

The result of this exciting collaboration is the ‘Walking Shawarma’ – a bag of Doritos prepared in-store and filled with a choice of shawarma, toppings, cheese, and Osmow’s’ signature sauces to create a fully handheld meal.

“Following a successful soft launch last year and strong customer demand, the product is set to return nationally in June 2026.

“These kinds of partnerships are a powerful reminder of how far the company has come – from a small, struggling ‘mom-and-pop’ shop to a brand capable of attracting household names and global partners,” Ben reflects.

With the FIFA World Cup taking place in North America this summer, Osmow’s sees this as a massive commercial opportunity, and the company is aligning the launch of Walking Shawarma with the tournament.

“Capitalising on such a global platform, we’ve secured locations near stadiums and planned activations well in advance. You can expect Osmow’s to be very visible during the tournament,” he reveals.

“We never miss an opportunity to market ourselves during one of the world’s largest events, and the World Cup is definitely something we’ve been excited about since it was announced.”

HOPE AND LEGACY

Giving back has always been part of who Osmow’s is as a brand, and corporate social responsibility (CSR) has always been vital to its identity.

As the company has grown, its charitable efforts have expanded at the same pace.

“Beyond the business, we’re deeply committed to giving back through the Osmow’s Hope Fund. This year, our goal is to provide meals for over 8,000 children across several developing countries,” Ben elaborates.

“Within this, 100 percent of donations go directly to feeding children as we cover all administrative costs ourselves,” he tells us.

Alongside its commendable CSR work, Osmow’s has transformed shawarma into a truly scalable and desirable food category.

The brand has now grown to surpass 225 restaurants, an achievement that is virtually unheard of within the shawarma space.

“With a strong operating system now firmly in place and improving year after year, we’re excited to begin engaging with future international franchise partners and taking the next step in Osmow’s’ evolution,” Ben concludes.

The post Osmow’s Shawarma : Delicious Scenes for Shawarma appeared first on Food & Beverage Outlook.

Q&A WITH PHIL MCKEE, CHAIRMAN AND FOUNDER, APPLIANCE INNOVATION

Firstly, could you introduce Appliance Innovation and explain how your vision has influenced the development of products such as TurboChef, COFU, and SimpliciTea?

Phil McKee, Chairman and Founder (PMK): Appliance Innovation was built around a simple principle: meaningful innovation in foodservice comes from solving real operational challenges, not just advancing technology for its own sake.

My vision has always been grounded in understanding how kitchens and beverage programs actually function under pressure, and then engineering systems that simplify those processes while improving performance.

Over the course of my career, that philosophy has guided the development of technologies such as TurboChef ovens and Vector cooking platforms, and more recently, beverage systems like COFU and SimpliciTea.

Each of these innovations began with a practical question: how can we help operators serve faster, maintain consistency, and manage labor more effectively in increasingly demanding environments?

At Appliance Innovation, we bring together engineering expertise, operator collaboration, and data-driven design to create scalable solutions that work reliably in high-volume settings.

What has remained consistent throughout my career is the belief that innovation must be both technically advanced and operationally practical. If technology doesn’t make life easier for the operator, it ultimately doesn’t succeed.

Today, that same mindset continues to drive our work as we focus on the next generation of beverage automation.

We see a significant opportunity to rethink how fresh beverages are produced and served, particularly as labor constraints and consumer expectations continue to reshape the foodservice landscape.

What motivated you to pivot from the world of cooking to focus on beverages?

PMK: The shift into beverages wasn’t something we set out to do initially; it was driven directly by our customers.

For much of my career, our work focused on cooking technology, where innovations like TurboChef were developed through what I would call a technology-push model – where we identified an opportunity and engineered a solution.

However, the move into beverages was different. Operators clearly understood their challenges and were actively demanding solutions – it was a true technology pull.

Large operators began coming to us with very specific challenges that existing equipment couldn’t solve.

Around the same time, both 7-Eleven and QuikTrip approached us with separate needs: one focused on modernizing coffee programs, the other on improving the production and service of fresh tea.

These weren’t abstract ideas; they were operational pain points that were affecting speed, waste, labor, and product consistency.

That demand fundamentally changed our direction. We recognized that beverages were becoming one of the fastest-growing and most operationally complex areas in foodservice, as customer expectations increased while labor constraints intensified.

COFU and SimpliciTea were born directly out of those real-world requests. They represent a shift from simply introducing new technology to solving specific customer-driven challenges at scale. In many ways, that pivot reinforced a core belief I’ve held throughout my career.

The most meaningful innovation happens when you listen carefully to operators and design solutions around the realities they face every day.

In what ways are beverage programs evolving in response to trends in wellness and flavor expectations?

PMK: Beverage programs today are evolving rapidly as consumer expectations shift toward greater personalization, freshness, and wellness-conscious choices.

What we’re seeing, particularly among younger consumers, is that beverages are no longer just functional; they’ve become a form of expression and experience.

Customization has become an expectation rather than a premium feature. Consumers want the ability to control sweetness levels, experiment with flavors, and create combinations that feel unique to their preferences.

At the same time, there is a growing demand for beverages that feel fresher and more aligned with wellness, whether that means lower sugar content, cleaner ingredients, or options that support hydration and energy without sacrificing taste.

These changes are also reshaping how operators think about beverage programs. Operational flexibility is becoming critical – instead of fixed menus, operators need platforms that allow them to introduce new flavors, respond to trends quickly, and execute their programs profitably at scale.

Ultimately, beverage programs are moving toward greater variety, control, and freshness, and operators that can deliver those experiences consistently will be best positioned to meet evolving consumer expectations.

How does SimpliciTea improve operational efficiency for businesses, simplify beverage preparation for operators, and enhance the customer experience?

PMK: SimpliciTea was designed to address some of the most persistent challenges operators face with traditional tea programs — product waste, inconsistent quality, and operational complexity.

Traditional batch brewing creates a constant trade-off between maintaining freshness and minimizing waste, so we set out to rethink that process entirely.

By automating the brewing process and ensuring consistent output, SimpliciTea helps operators deliver reliable beverage quality without the variability that often comes with manual preparation.

From an efficiency standpoint, the system eliminates the need to discard stale product. It also reduces the footprint required for traditional urn setups, translating into less waste, improved reliability, and greater flexibility in managing beverage programs.

At the same time, the customer experience improves because beverages are freshly brewed and customizable, creating a more engaging and reliable experience for guests.

What challenges related to labor constraints does SimpliciTea aim to alleviate?

PMK: Labor constraints are one of the most pressing challenges facing foodservice operators today.

Traditional tea programs require frequent monitoring, batch brewing, cleaning, and costly product disposal, all of which consume valuable staff time.

SimpliciTea was developed to remove much of that manual workload. By automating brewing, monitoring supply levels, and incorporating self-cleaning functionality, the system significantly reduces the hands-on time required from staff.

Instead of managing equipment and checking product freshness throughout the day, employees can focus on serving customers and maintaining overall service quality.

Another important benefit is simplifying training. Automated systems reduce the need for specialized knowledge and help ensure consistent results, even in environments with high staff turnover.

Can you explain how SimpliciTea addresses consumer preferences for customization and freshness in tea?

PMK: At the point of service, consumers expect beverages to feel fresh and tailored to their preferences, with greater control over flavor, sweetness, and beverage style.

SimpliciTea supports that shift by brewing tea fresh at the point of service rather than relying on pre-brewed batches that degrade over time. This approach preserves flavor integrity while enabling flexible beverage customization.

For operators, that level of customization creates opportunities to expand menu variety and respond more quickly to changing consumer preferences.

Following on from this, what are some of the technological features and innovations of SimpliciTea?

PMK: Tea has been brewed the same way for thousands of years – it’s simply hot water poured over tea leaves. While we are not reinventing the brew process itself, our proprietary dispense technology introduces a capability that hasn’t previously existed in traditional tea service.

With SimpliciTea, tea remains fresh and stable after brewing, while allowing consumers to customize sweetness levels and add flavors to create a beverage tailored to their preferences.

In addition, SimpliciTea incorporates a fully self-cleaning system and automated brewing functions that reduce manual maintenance and simplify day-to-day operations.

Together, these innovations create a more reliable and efficient platform that delivers consistent beverage quality at scale.

What emerging technologies do you believe will have the biggest impact on the beverage industry in the next few years?

PMK: Automatic fresh-brew technology for coffee and tea will have one of the biggest impacts on the beverage industry in the coming years.

As consumer expectations shift toward customization and freshness, operators will increasingly rely on systems that enable precise control over flavor, sweetness, and product consistency.

We are also seeing rapid growth in technologies that combine automation with personalization, enabling consumers to create beverages that match their individual preferences while maintaining operational efficiency.

Platforms like SimpliciTea and COFU reflect this broader shift, expanding what’s possible and allowing operators to deliver a more personalized beverage experience at scale.

Finally, what insights can you provide on the future of the beverage industry?

PMK: The future of the beverage industry will be shaped by how effectively manufacturers respond to rapidly changing consumer expectations.

As preferences shift — particularly with the rise of self-service and consumer-facing machines — those expectations are increasingly shaping how equipment is designed and deployed.

Manufacturers must create systems that are intuitive, reliable, and easy to operate. Beverage technology, in particular, will continue to evolve at the pace of consumer tastes.

The greatest opportunity for manufacturers lies in developing machines that not only serve beverages efficiently but also influence how consumers discover and engage with new beverage options.

For more information, visit https://getsimplicitea.com

The post Appliance Innovation : Beverage Revolution – The Future of Flavor appeared first on Food & Beverage Outlook.

Key Developments

• Research found mixed robusta plantings increased yields by up to 86%
• Study evaluated 18 coffee varieties across four regions in Côte d’Ivoire
• Six top-performing varieties were officially registered for farmer deployment
• Findings support climate resilience and long-term coffee supply sustainability
• Coffee blend also demonstrated improved cup quality and flavour profile

Coffee Breeding Research Targets Climate Resilience

Nestlé has announced new research findings showing that planting a carefully selected combination of robusta coffee varieties can substantially improve agricultural productivity while supporting climate resilience in coffee-growing regions.

The multi-year study, conducted by the Nestlé Institute of Agricultural Sciences in collaboration with Centre National de Recherche Agronomique (CNRA), found that a blend of six robusta varieties increased yields by up to 86% compared with commonly used local coffee varieties.

The research was carried out across four coffee-growing regions in Côte d’Ivoire, where climate variability and declining productivity are increasingly affecting coffee farming operations and supply-chain stability.

Six-Variety Blend Delivers Higher Yield and Improved Quality

Since 2018, researchers evaluated 18 robusta coffee varieties for yield performance, drought tolerance, bean quality, flavour characteristics, and resilience under climate stress conditions.

The six strongest-performing varieties — including two developed by Nestlé and four developed by CNRA — were then tested in combination to assess whether mixed planting strategies could improve outcomes further.

According to the findings, the six-variety blend delivered the best overall results, improving not only yield performance but also crop resilience and beverage quality.

Sensory testing showed that coffee produced from the varietal mix had a smoother flavour profile with reduced bitterness and fewer woody notes commonly associated with robusta coffee.

Supporting Farmer Livelihoods and Supply Security

The six coffee varieties have now been officially registered in Côte d’Ivoire and will be distributed to farmers through cooperatives participating in the Nescafé Plan, Nestlé’s sustainable coffee sourcing program.

“Côte d’Ivoire, the third-largest coffee producer in Africa, is feeling the effects of climate change, with shifting rainfall and rising temperatures impacting crop health and yield,” said Hubert Coffi, Agronomy Manager for the Nestlé Institute of Agricultural Sciences in Côte d’Ivoire.

“Together with partners such as CNRA, we are exploring resilient coffee varieties to help protect farmers’ livelihoods and ensure consumers can continue to enjoy great-tasting coffee in the future.”

The initiative reflects growing efforts across the food and beverage sector to strengthen agricultural supply chains against climate-related disruptions while supporting long-term farmer productivity and economic resilience.

Regenerative Agriculture and Farmer Training Remain Central

Nestlé said the breeding program is supported by its experimental farm in Zambakro, Côte d’Ivoire, where researchers collaborate with local agricultural partners and plant science teams based in France.

In parallel with varietal development, the company said it continues to work directly with coffee growers on regenerative agriculture practices designed to improve long-term soil health and farm sustainability.

Farmers participating in the program receive hands-on agricultural training aimed at improving cultivation methods and adapting production practices to evolving climate conditions.

The post Nestlé Research Shows Coffee Variety Blends Could Improve Climate Resilience and Boost Yields by 86% appeared first on Food & Beverage Outlook.

Focused on proactive, risk-resilient food safety strategies, the conference will explore how manufacturers and industry leaders can strengthen compliance, improve traceability, embrace digital transformation, and respond to emerging risks across increasingly complex global supply chains.

Hosted as a one-day, industry-led conference and networking exhibition, the event will feature more than 25 in-house safety, quality assurance, and technical leaders sharing practical lessons, operational strategies, and real-world case studies designed to help organisations deliver scalable and future-ready food safety outcomes.

Conference: The Proactive Food Safety Conference Europe
Date: 25th Nov 2026
Location: Amsterdam

Key Themes Driving The 2026 Agenda

This year’s conference programme will examine some of the most pressing food safety challenges and opportunities facing manufacturers and suppliers across Europe.

Topics include:

• Effective labelling strategies and allergen control systems
• Building resilient and fully traceable supply chains
• Navigating evolving global regulations and compliance demands
• Leveraging AI, automation, and digital tools for safer operations
• Embedding strong food safety cultures across organisations
• Balancing sustainability targets with robust safety protocols
• Securing long-term consumer trust through transparency and accountability
• Identifying future trends and emerging food safety risks

The conference places a strong emphasis on practical implementation, helping delegates understand how food safety strategies can evolve alongside technological innovation, changing regulations, and shifting consumer expectations.

AI, Digitalisation & The Future Of Food Safety

Artificial intelligence and digital technologies will be a major focus throughout the event.

Sessions will explore how predictive analytics, digital monitoring systems, automated compliance tools, and AI-powered risk management platforms are helping organisations move from reactive safety processes to proactive, data-driven operations.

Delegates will gain practical insight into how digitalisation can improve accuracy, efficiency, visibility, and decision-making across manufacturing, quality assurance, supply chain management, and consumer safety.

Interactive Discussions & Industry Networking

Alongside keynote sessions and case studies, attendees can expect a range of interactive panel discussions and peer-to-peer conversations designed to encourage collaboration and knowledge sharing.

Dedicated networking breaks throughout the day will provide opportunities for food safety, quality, and technical professionals to connect with peers from across the European FMCG sector.

Previous editions of the conference have featured speakers and case studies from organisations including Just Eat Takeaway, Groupe Bimbo, Flora Food Group, and other leading food and drink brands.

Why Attend?

The Proactive Food Safety Conference Europe is designed for professionals responsible for food safety, technical compliance, quality assurance, manufacturing standards, supply chain resilience, and consumer trust.

Attendees will leave with:

• Actionable food safety strategies and operational insights
• Updates on the latest regulations and compliance expectations
• New approaches to allergen management and labelling
• Practical examples of AI and digital transformation in food safety
• Valuable peer connections across the European food and drink industry

With industry pressure continuing to grow around transparency, traceability, sustainability, and compliance, the event offers an opportunity for organisations to benchmark strategies and prepare for the future of food safety.

Contact Details

• foodsafetytrendsconference.com/europe
• +44 (0)20 3479 2299
• info@foodsafetytrendsconference.com

The post The Proactive Food Safety Conference Europe | 25th Nov 2026 | Amsterdam appeared first on Food & Beverage Outlook.

Helping Hospitality Foodservice Operators Streamline Operations

US Foods has launched SIGNATURE, a comprehensive program aimed at helping hospitality foodservice operators streamline operations, reduce waste and improve guest satisfaction across segments including hotel and lodging, casino and gaming, banquets and catering, and entertainment venues.

The program combines technology tools with industry expertise to help operators address key operational challenges, from labor efficiency to cost control and customer experience.

Key Features of the SIGNATURE Program

• Targets four hospitality segments: lodging, gaming, catering and entertainment venues
• Focuses on reducing operational waste and improving labor efficiency
• Includes AI-powered tools for menu profitability and cost management
• Provides training, menu planning and pricing strategy support
• Supports sustainability initiatives through responsible sourcing programs
• Addressing Labor and Workforce Challenges

Labor shortages remain a critical issue across foodservice and hospitality operations. SIGNATURE™ introduces a suite of labor-support tools designed to streamline workflows and reduce operational strain.

This includes enhancements to the US Foods Caféssentials Program, which provides menu planning resources, staff training video demonstrations and pricing strategy guidance to improve efficiency and workforce productivity.

Integrated Approach to Hospitality Operations

US Foods positions SIGNATURE as a unified approach that brings together digital tools, analytics and expert support to address the interconnected challenges facing hospitality operators.

Rob Burkart, vice president of national sales at US Foods, said: “We’re always looking for new ways to bring first-to-market solutions to our customers to help them Make It, and that’s exactly why we created the SIGNATURE program for hospitality foodservice operators.”

He added: “Through our robust roster of SIGNATURE solutions, operators in this growing and competitive industry — from lodging to banquet halls and golf clubs to casinos — will find the right tools and support to solve their unique challenges and grow their business.”

Driving Cost Control Through Data and AI

With rising input and operational costs continuing to pressure margins, the program places a strong emphasis on financial optimization.

SIGNATURE includes tools such as US Foods Menu IQ, an AI-powered solution that provides real-time visibility into menu profitability. The platform enables operators to identify cost-saving opportunities and develop revenue growth strategies aligned with their business models and customer expectations.

Enhancing Guest Experience While Improving Operations

The program also focuses on helping operators elevate the end-to-end guest experience, from menu development to execution.

SIGNATURE provides guidance on product selection and back-of-house operations to support consistent, high-quality foodservice delivery. The goal is to help operators generate positive reviews, increase bookings and build long-term customer loyalty while maintaining operational efficiency.

As sustainability becomes a growing differentiator in hospitality, the program also highlights the US Foods Serve Good portfolio, which includes products developed with suppliers committed to responsible practices.

The post US Foods Launches SIGNATURE to Help Hospitality Operators Elevate Guest Experience appeared first on Food & Beverage Outlook.

Issue 08

Food Manufacturing

Trade Kings Group : A Story of African Manufacturing

Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable. We speak to Mohsin Patel, Director, who tells the story of the locally grown business.

By

Harry Thurlow

Lucy Pilgrim

May 6, 2026

Read More

Agriculture & Farming

Tongaat Hulett Zimbabwe : Zimbabwe’s Sweet Spot

As the largest and oldest sugarcane producer in the country, Tongaat Hulett Zimbabwe is sweetening the agribusiness landscape. Tendai Masawi, Managing Director, talks us through the unwavering success of the company’s two leading estates.

By

Harry Thurlow

Lucy Pilgrim

May 5, 2026

Read More

Restaurants & Outlets

Kuku Foods : A Recipe for Success

Dedicated to shaping a brighter future for Kenya and beyond, Kuku Foods proudly serves Finger Lickin’ Good food and long-term aid to the communities in which it serves. We revisit the company with Jacques Theunissen, CEO.

By

Harry Thurlow

Lauren Kania

May 5, 2026

Read More

Food Manufacturing

Bokomo Namibia : Nourishing a Nation

Bokomo Namibia has established itself as a significant contributor to the country’s food and beverage market by manufacturing and distributing essential goods and bolstering local economies. CEO, Hubertus Hamm, discusses meeting consumer needs whilst supporting local agriculture and communities.

By

Harry Thurlow

Rachel Carr

May 5, 2026

Read More

Food Manufacturing

KROHNE : Instrumental to Process Instrumentation

Offering the right solutions for customers’ process measurement applications, KROHNE is a global supplier for process instrumentation and automation. Jason Yew, Managing Director – Malaysia, takes us on a deep dive.

By

Andrew Marjoram

Lauren Kania

May 5, 2026

Read More

Beverage Production

Cervejas de Moçambique : Natural, Local, and Inclusive

Cervejas de Moçambique believes that beer exists as much more than a product – it is an ecosystem that creates jobs, builds local supply chains, and connects people. We hear why beer Is one of Africa’s most powerful economic engines whilst protecting communities from harmful alcohol with CEO, Galo Rivera.

By

Harry Thurlow

Ed Budds

May 5, 2026

Read More

Food Manufacturing

Wenzel’s The Bakers : Born and Bread in London

Wenzel’s The Bakers started as one family’s sweet dream and has risen to be a community favourite across England. We browse the menu with COO, Karl Spinks, and hear more about how the company is perfecting its recipe for success.

By

Presley Smith

Ed Budds

May 5, 2026

Read More

Agriculture & Farming

KRT Group : Farming Forward – A Vision for Sustainable Agriculture

KRT Group is at the forefront of Zambia’s food production revolution, integrating sustainable practices and innovative strategies to enhance operations whilst ensuring long-term resource efficiency. Brendon Cantlay, Executive Chairman, tells us more.

By

Harry Thurlow

Rachel Carr

May 5, 2026

Read More

Restaurants & Outlets

Rohloff Group : Finger Lickin’ Success

Rohloff Group has grown to become one of the largest KFC franchise partners in Africa. We dig into the group’s expansion, including the recent opening of its 100th store, journey of innovation, and support for communities through the Add Hope programme.

By

Harry Thurlow

Jack Salter

May 6, 2026

Read More

Food Manufacturing

Aunt Millie’s : Bake Memories

Celebrating 125 years of excellence, Aunt Millie’s blends its family values, community commitment, and cutting-edge baking innovation to deliver healthier, high-quality products to its customers across the Midwest.

By

Harry Thurlow

Lily Sawyer

May 5, 2026

Read More

Food & Beverage Insights

Youvit : Making Health Delightful

Youvit has pioneered a lifestyle supplement brand built around delightful, one-a-day gummy vitamins tailored to meet the needs of millennial and Gen-Z customers across Southeast Asia. Wouter van der Kolk, co-Founder and CEO, shares more.

By

Lily Sawyer

May 5, 2026

Read More

Expert Eye

FreshGround : The Flavours Re-shaping Office Beverage Culture 

Russell Cowley, General Manager of FreshGround, examines the rise in lower-caffeine and wellness-led drinks sitting proudly alongside the more traditional bean-to-cup coffee.

By

Russell Cowley

May 5, 2026

Read More

Beverage Production

GREY GOOSE Hits the Runway

Reaching new levels of a fashionable pour, GREY GOOSE served in its Devil Wears Prada 2 partnership. We browse the campaign’s multi-platform programme that builds on the leading vodka brand’s foray into the fashion industry.

By

Lucy Pilgrim

May 5, 2026

Read More

Beverage Production

Rutland Square Spirits : Scottish Spirit; Indian Soul

At Rutland Square Spirits, every bottle tells a story inspired by ancestral heritage and craftsmanship. Nishant Sharma, CEO and Founder, pours a glass and shares more about the unique intersection of two powerful cultures that the company sits at the centre of.

By

Lauren Kania

May 5, 2026

Read More

Food Manufacturing

The Country Pie Co. : The Rise of a Pastry Powerhouse

The Country Pie Co. has emerged as a premier pie manufacturer in South Africa, a testament to its unwavering dedication to quality, flavour, and honest ingredients. Founder Dino Christodoulides shares the company’s journey.

By

Rachel Carr

May 5, 2026

Read More

Food & Beverage Insights

The Barcelona Taste : A Historical Gastronomic Journey

Curated for peripatetic eaters and appreciated by cosmopolitan travellers, The Barcelona Taste offers a culinary tour of one of the world’s most colourful cities. Managing Director, Kenny Dunn, explores enticing experiences that tickle the taste buds.

By

Rachel Carr

May 14, 2026

Read More

The post Food & Beverage Outlook Issue 8 appeared first on Food & Beverage Outlook.

THE FLAVOURS RE-SHAPING OFFICE BEVERAGE CULTURE

There is a much greater diversity of office drinks in today’s working environment. From matcha lattes and chai blends to oat-based beverages and low-caffeine alternatives, the office drinks machine is evolving into a representation of the modern wellness economy.

This shift can be seen first-hand through growing workplace demand for a wider choice and greater alignment with personal well-being goals.

Whilst bean-to-cup coffee is still the UK’s favourite, one of the most notable changes in workplace consumption is the gradual move towards more balanced, functional drinks, reflecting a broader cultural change in how consumers think about energy and productivity.

This aligns with UK regulators, who continue to emphasise moderation in caffeine consumption, with the Food Standards Agency noting that up to 400 milligrams per day is unlikely to cause adverse effects in healthy adults.

At the same time, employers are taking workplace well-being a lot more seriously. According to Deloitte’s 2026 Global Human Capital Trends, 81 percent of workplaces have increased their focus on staff mental health since the COVID-19 pandemic.

Essentially, this all points to a rising demand for a broader and more considered range of workplace drinks. Lower-caffeine coffee options, such as half-caff and blended varieties, are becoming more common. Likewise, decaf offerings that are increasingly able to match the taste and quality of full-strength coffee are being seen more often in the office.

Furthermore, herbal and botanical infusions – including mint, rooibos, and chamomile – are becoming common, particularly for those looking to moderate caffeine intake.

Functional drinks with added benefits, such as enhanced focus, calm, or hydration, are also seeing growing interest as employees look for beverages that support how they feel throughout the working day.

FUNCTIONAL AND WELLNESS-LED DRINKS

As workplace coffee culture has rapidly mirrored the look and experience of the high street, the wellness movement has also moved from consumer lifestyles into corporate environments.

Employees are increasingly making food and drink choices that reflect broader health goals, such as gut health, stress reduction, improved sleep, and sustained energy.

This is strongly reflected in global beverage innovation trends, with recent reports highlighting the continued expansion over time of functional drinks, defined as beverages offering health benefits beyond hydration.

In offices, coffee is now part of a much broader drinks ecosystem, with growing availability of blends featuring ingredients such as ashwagandha and ginseng, in addition to herbal “wind-down” teas designed for late-afternoon consumption.

Electrolyte-infused hydration drinks are also becoming more common, demonstrating an increased awareness of hydration and performance, whilst low- and no-sugar alternatives are in higher demand.

CULTURAL CROSSOVER

Two of the clearest beneficiaries of this shift are matcha and chai. Matcha has moved from a niche café item to the mainstream workplace. Its appeal lies in its combination of moderate caffeine content and L-theanine, which is often associated with calmer, more sustained energy release compared to coffee.

Recent category analysis shows that matcha is now firmly mainstream, particularly amongst younger consumers, with penetration growing in both home and workplace settings.

However, matcha is still closely associated with wellness culture and premium café experiences. As a result, it brings both functional and emotional value into the workplace, whilst also once again showing how the office is mirroring the high street.

Chai is also gaining traction, particularly in workplace environments seeking inclusive, caffeine-light alternatives. Its appeal lies in its flavour, which tends to be spiced, comforting, and indulgent, whilst also reflecting a movement towards global tastes.

TESTING GROUND FOR BEVERAGE INNOVATION

Historically, new beverage trends have tended to emerge in cafés, bars, and retail environments before gradually filtering into the home. Increasingly, however, it’s the workplace that’s becoming an early adopter.

Offices are high-frequency consumption environments, where employees typically consume multiple drinks per day, making them ideal settings for trialling and normalising new products at scale. In addition, workplaces benefit from institutional purchasing power, meaning new beverage options can be introduced rapidly across entire organisations, accelerating exposure and adoption.

This means procurement decisions are being shaped by well-being priorities, with HR and facilities teams actively seeking wellness-focused options as part of broader employee engagement and retention strategies.

Perhaps the most significant shift in workplace drinks is not the decline of coffee or tea, but the end of the “one-size-fits-all” mentality that once defined them. Today’s workplace needs to cater to a far broader spectrum of preferences and requirements, from reduced caffeine intake and plant-based or low-sugar diets, through to increasingly diverse cultural tastes and fluctuating energy needs across the working day.

This does not diminish the role of traditional bean-to-cup coffee systems – in many ways, it reinforces it. Coffee remains a central pillar of workplace culture, valued not just for its caffeine content but for the ritual, consistency, and quality experience it provides.

What is changing is the expectation that it should stand alone, as it now sits within a wider ecosystem, where high-quality coffee makes up a broader selection of drinks designed to support well-being and different moments, moods, and needs throughout the day.

Ultimately, the workplace drink is a ritual that reflects identity, well-being, and lifestyle alignment, with coffee remaining at its core whilst sharing space with an expanding range of complementary choices.

The post FreshGround : The Flavours Re-shaping Office Beverage Culture  appeared first on Food & Beverage Outlook.

GREY GOOSE HITS THE RUNWAY

A highly sophisticated beverage best served ice-cold, GREY GOOSE is the epitome of premium French vodka, which has evolved since its inception in 1997 to become a go-to in the luxury drinks category and mainstay of the Bacardi brand.  

Upheld by this elevated reputation, GREY GOOSE recently collaborated with one of the world’s most beloved film franchises on its recent release of The Devil Wears Prada 2 that parallels the chic sophistication the vodka brand’s consumers represent.  

Launched on the big screen at the beginning of this month, The Devil Wears Prada 2 is the much-awaited sequel to 20th Century Studios’ 2006 film that shaped the cinematic landscape of the early 2000s.   

Combining the ever-growing appeal of two high-end brands, GREY GOOSE’s partnership with The Devil Wears Prada 2 saw a vibrant multi-platform programme that united fashion, film, and cocktail culture.  

More than 20 years after the original film, the campaign with GREY GOOSE featured celeb forward-content from the likes of supermodel Heidi Klum, as well as interactive pop-up experiences, speciality cocktails, in-theatre activations, and limited-edition bottle packaging. 

Aleco Azqueta, Vice President of Global Marketing for GREY GOOSE, believes the campaign with the hotly anticipated film is a natural extension of the drink’s already-elevated legacy, having positioned itself at the intersection of culture and craftsmanship. 

FASHION IN A COCKTAIL GLASS 

Leveraging its French heritage and longstanding connection to the world of fashion, GREY GOOSE launched The Devil’s Roast espresso martini – the perfect sip for fans to celebrate the return of the iconic film.   

A cocktail that feels both timeless and modern, The Devil’s Roast sits at the centre of the campaign and is a simple yet delicious reimagining of Miranda Priestly’s iconic coffee order with a tantalising GREY GOOSE twist.  

It is a reinterpretation of the classic espresso martini, which is often referred to as the ‘model martini’ due to its origins in fashion culture.  

Created with GREY GOOSE vodka and garnished with three gold-dusted coffee beans, The Devil’s Roast is sleek and sharp; bursting with rich, bold flavours, the cocktail is the ultimate fashion moment in a glass.  

Eager fans were able to sample the drink for themselves at numerous GREY GOOSE Devil’s Roast pop-ups across New York City.  

Each glass was complemented by gold-dusted popcorn, adding to the chic, cinematic atmosphere of the events by combining fashion polish with an indulgent cinema treat.  

What’s more, a select number of theatres also offered speciality GREY GOOSE cocktails on the opening night of the film, giving movie lovers the chance to sip Runway-approved serves. 

STAR POWER 

Epitomising the modish vibes of both cultural touchpoints, Heidi Klum brought the campaign to life by starring in an original content piece in the form of a short film.  

Created in partnership with New York-based advertising agency Bartle Bogle Hegarty (BBH), the content takes place in the world of The Devil Wears Prada 2 and features Klum clutching The Devil’s Roast. 

The film and photography was been purposefully crafted to align with the precise, high standards of Runway Magazine – the fictional fashion publication that once again takes centre stage in the sequel – and the sleek, model-esque aura of the fashion industry.  

Reflecting on the campaign, Klum admires how both fashion and film tell a story and craft a lifestyle, and it this same level of craft that makes the GREY GOOSE collaboration so special.  

Indeed, the campaign is a natural extension of the drink brand’s longstanding presence in the fashion industry.  

Since its creation in the 1990s, GREY GOOSE has partnered with some of the world’s biggest names in fashion, including industry titans, institutions, and designers, and supported globally relevant fashion moments in Paris, New York, London, and more.  

More broadly, The Devil Wears Prada 2’s marketing campaign span striking billboards across New York City that evoked the film’s signature wit and fashion-forward energy.  

Coordinating with the film’s release, The Devil’s Roast was also featured globally on the menus of premium bars and restaurants in London, timed with other UK-based special events.

The post GREY GOOSE Hits the Runway appeared first on Food & Beverage Outlook.

SCOTTISH SPIRIT; INDIAN SOUL

“I am Indian by birth and heritage, Scottish by life. Chai – or tea – is ritual in India; it represents comfort, conversation, and daily ceremony. I began asking a simple question: why has no one translated authentic chai culture into a serious, premium global spirits proposition?” 

This question, posed by Nishant Sharma, CEO and Founder, resulted in Rutland Square Spirits (Rutland Square) – a bridge between his past and present. 

As a premium spirits company building a new global flavour category, Chai-Spiced Scottish Spirits, Rutland Square is combining Scottish production discipline with Indian flavour heritage. 

Its current portfolio includes Chai-Spiced Scottish Gin and Chai-Spiced Scottish Rum, and each product is positioned at the premium end of the market, built around authenticity, provenance, and global scalability. 

“We operate across hospitality, retail, and international distribution, with a presence in the UK, India, Canada, and the Middle East. From the beginning, our infrastructure has been designed for global expansion rather than domestic craft growth,” details Sharma. 

Today, Rutland Square operates with a multi-market team across the UK, India, and the Middle East, supported by production, logistics, and distribution partners. Its long-term ambition is to build an internationally recognised, flavour-led spirits house, not just a single-product brand. 

“Rutland Square sits at the intersection of two powerful traditions. Scotland represents craftsmanship, regulatory rigour, and global credibility in spirits; India represents flavour complexity, warmth, and cultural ritual,” prides Sharma. 

For the company, this is more than just a marketing construct – it is lived identity translated into product. 

Rutland Square’s liquids are produced to Scottish standards to ensure quality and consistency, whilst the flavour architecture is rooted in authentic chai culture – featuring layered spice, warmth, and aromatic balance. 

“In India and the Middle East, the flavour resonates culturally. In the UK and Western markets, it offers discovery and differentiation. That dual relevance gives the brand strategic flexibility,” he expands.

BUILDING AN ENDURING BRAND 

Having never followed a conventional path, Sharma’s career was shaped by curiosity, calculated risk, and a deep conviction to build something that endures – without a safety net to fall back on. 

“I began as a dishwasher before waiting tables at Ashoka at the Mill in Darnley, Glasgow,” he shares. 

“That environment taught me more about work ethic and consumer psychology than any corporate role – how people make choices, how atmosphere shapes experience, and how culture influences behaviour.” 

From there, Sharma moved into selling insurance before progressing to financial services and later day-rate contracting, working with institutions including Scottish Widows, Aegon, HSBC, and BlackRock. This provided him with discipline and exposure to capital markets; however, Sharma felt that he was helping build someone else’s long-term asset rather than creating his own. 

“Entrepreneurship, for me, is generational. I grew up hearing stories of my great-grandfather building substantial assets from nothing. What stayed with me was not the wealth, but the mindset – the belief that something lasting can be created through resilience and conviction,” he impassions. 

Sharma’s entry into spirits was intentional, but not obvious. Scotland is synonymous with whisky, but he did not want to launch another brand into an already crowded category. 

The breakthrough came when he reframed the question around identity and what that means at a personal level. 

“From the outset, the goal was not novelty, but scalability rooted in culture,” he emphasises.  

Global drinks trends showed increasing demand for authenticity, provenance, and premiumisation. Consumers wanted depth, not gimmicks, and Sharma recognised the opportunity to build something culturally grounded yet globally premium.

FLAVOUR THAT RESONATES CULTURALLY 

Founded to unite cultures and craft exceptional spirits, Rutland Square differentiates itself from other drink brands in a variety of ways. 

Specifically, through the company’s unique category creation, it is actively building a new flavour space rather than competing within an already existing one. 

Equally, the brand’s authenticity speaks volumes. The use of chai is culturally grounded, not just a superficial flavour addition. 

“We have had global intent from day one and are structured as a cross-border brand with institutional ambition. Ultimately, we are building a scalable flavour platform, not just a single stock keeping unit (SKU) story,” details Sharma. 

A prime example of Rutland Square’s inventive flavour expansion is its Chai-Spiced Scottish Rum – aged in ex-sherry casks for a ruby-rich depth whilst marrying velvety molasses with first-flush Oolong white tea. 

The rum features the aromatic warmth of chai spice as it offers a passport to uncharted flavour and can be sipped slowly to savour the blend of cultures as the Caribbean sun meets Assam’s mist. 

“The launch of Chai-Spiced Scottish Rum marked a strategic evolution. Gin validated the concept; rum demonstrated scalability,” insights Sharma. 

“Rum is one of the largest global spirits categories. Entering it signalled that we are building a portfolio business capable of extending flavour architecture across categories whilst maintaining brand cohesion.” 

CLARIFYING PURPOSE WITH ADVERSITY 

Currently, Rutland Square is exploring the development of a net zero distillery and hospitality destination in Midlothian, Edinburgh, which will combine production, visitor experience, and sustainability – all traits crucial to the company’s core. 

“The ambition is to create a long-term physical home for the brand that integrates culture, craft, and environmental responsibility. A destination model deepens engagement and builds long-term brand equity,” expands Sharma. 

Equally, as Rutland Squares continues to look towards a successful future, its focus is primarily on disciplined global scaling. 

The company will achieve this by strengthening its international distribution, enhancing supply chain resilience, increasing visibility in priority markets, and driving towards sustained profitability, thus allowing it to build infrastructure for permanence rather than chasing short-term volume. 

An important aspect for Sharma going forwards is the recognition that, whilst entrepreneurship is often romanticised, the reality is far more complex. 

“There was a period where the business nearly cost me everything – financially and personally. A serious health scare forced me to reassess sustainability, both operational and personal,” he reveals. 

However, Sharma found that through the adversity, his purpose was clarified. 

“Rutland Square represents the belief that identity, culture, and persistence can create globally relevant brands. This has never been about alcohol alone; it is about building something that lasts,” he proudly concludes. 

The post Rutland Square Spirits : Scottish Spirit; Indian Soul appeared first on Food & Beverage Outlook.