TARGETING THE HEALTHY LONGEVITY MARKET  

Nestlé is expanding its nutritional supplement portfolio with the launch of Solgar Prime, a new premium range aimed at helping people maintain their physical health and well-being through midlife and beyond. 

The launch reinforces healthy longevity as a strategic growth platform for the company, as demand grows for proactive nutrition solutions that support healthier ageing.  

By 2040, nearly half of the global population will be over 40, whilst the healthy longevity and proactive nutrition segments are expected to achieve double-digit growth through 2030. 

“Healthy longevity is one of the most dynamic growth areas in consumer health. As people live longer and seek to live healthier lives, they are increasingly looking for ways to maintain their strength, vitality, and mobility over time,” said Serena Aboutboul, Head of the Nutrition & Health Strategic Business Unit at Nestlé.  

SCIENCE-BASED SUPPORT FOR AGEING WELL  

Solgar Prime comprises nutritional products developed to address specific aspects of healthy ageing, including muscle strength, energy, and hair health. 

The range features Vitality Creatine Complex, a daily powder formulated to support muscle strength, energy, mobility, and bone and cartilage health. According to studies cited by Nestlé, creatine supplementation can help increase lean muscle mass and muscular strength, both of which typically decline with age. 

Also included is Hair Growth Complex, which contains biotin and zinc and is scientifically proven to support thicker, fuller hair. 

BUILDING ON SOLGAR’S HERITAGE  

The new range builds on nearly 80 years of Solgar’s expertise in premium nutritional supplements. The brand is currently available in 65 countries worldwide. 

Solgar Prime is scheduled to launch in the US and Europe later this year, with expansion into Asia planned for 2027, extending Nestlé’s presence in the healthy longevity market. 

The post Nestlé Expands Healthy Longevity Portfolio With Solgar Prime appeared first on Food & Beverage Outlook.

McDonald’s Unveils Growth Strategy

McDonald’s has outlined its McDonald’s > NEXT strategy, introducing new targets designed to increase customer visits, improve restaurant efficiency and strengthen its position in the global food and beverage market.

Building on its Accelerating the Arches strategy, launched in 2020, the initiative aims to make McDonald’s the first choice for more customers, more often.

The company serves more than 70 million customers daily and operates over 46,000 restaurants worldwide. It also has nearly 220 million active loyalty members across 70 markets, providing a substantial platform for personalised customer engagement.

“McDonald’s has the unmatched scale, customer insights, brand loyalty, and operational capabilities to not only adapt to the next wave of change in our industry, but to turn it into an advantage,” said Chris Kempczinski, Chairman and Chief Executive Officer of McDonald’s.

What Are the Four Pillars of McDonald’s > NEXT?

The strategy focuses on four areas designed to improve the customer experience while increasing operational productivity.

• Menu > NEXT: Improving food quality, consistency and innovation to encourage customers to choose McDonald’s more frequently.
• Consumer > NEXT: Using customer insights, loyalty programmes and personalisation to strengthen relationships and encourage repeat visits.
• Restaurant > NEXT: Simplifying operations, modernising restaurant design and introducing generative artificial intelligence (AI) through its ArchIQ technology platform.
• People > NEXT: Supporting employees in delivering more consistent customer service and hospitality.

McDonald’s is also launching Make It Golden, a multi-year programme designed to improve food quality and hospitality across its restaurant network.

The initiative will bring together employees and franchisees around a shared approach to improving customer experiences.

Categories Targeted for Growth

A central element of the strategy is expanding McDonald’s presence in key food and beverage categories.

By 2030, the company is targeting market share gains of 1.5 percentage points in both chicken and beverages, while maintaining its leadership position in beef.

These ambitions reflect McDonald’s focus on increasing customer preference through menu development, improved execution and greater personalisation.

The company also aims to strengthen customer loyalty by using its technology platforms and customer data to identify opportunities and introduce successful innovations across its global restaurant network.

AI and Restaurant Modernisation to Improve Efficiency

Technology investment will play a significant role in the strategy, particularly through the deployment of AI-enabled ArchIQ systems and simplified restaurant operations.

McDonald’s is targeting approximately 250 basis points of gross restaurant-level efficiency improvements across its US and International Operated Markets as the strategy is implemented.

This could generate approximately USD$100,000 in annual cash flow benefits for the average US restaurant, with most of the savings expected to improve restaurant profitability over time.

To support implementation, McDonald’s plans to provide approximately USD$8.5 billion in financial support to franchisees through 2036, including approximately USD$5 billion by 2030.

This support will combine rent relief and capital investment to help accelerate restaurant modernisation, technology deployment and operational improvements.

McDonald’s estimates that franchisees could achieve a payback period of approximately four years following this support.

What Does McDonald’s > NEXT Mean for Customers?

For customers, the strategy is intended to deliver improvements in food quality, ordering experiences, personalisation and service consistency.

For franchisees, the focus is on reducing operational complexity, improving productivity and strengthening restaurant economics.

McDonald’s is also targeting an operating margin in the low-to-mid 50 per cent range by 2030, supported by stronger sales performance and efficiency improvements.

While individual markets will determine how they implement the strategy, McDonald’s intends to combine globally developed technology and operational systems with local customer insights.

The company expects the combined approach to increase customer visits, strengthen restaurant profitability and create further opportunities for investment in its global business.

The post What Is the McDonald’s > NEXT Strategy, and What Does It Mean for Customers? appeared first on Food & Beverage Outlook.

Square Introduces Intelligent Self-Service Ordering

Square has launched a new self-service kiosk combining conversational artificial intelligence (AI), voice recognition and touchscreen technology to improve ordering efficiency across quick-service restaurants (QSRs).

The new Square Kiosk enables customers to place orders using natural conversation, ask questions about menu items and receive personalised recommendations.

Designed to address staffing pressures, rising operating costs and demand for faster service, the technology aims to reduce pressure on front-of-house employees while helping restaurants increase average order values.

Conversational AI Supports Faster Restaurant Service

Square Kiosk features a 21.5-inch touchscreen and an AI-powered voice system that understands a restaurant’s menu and responds to customer questions in real time.

Customers can request modifications, explore substitutions, ask about allergens and receive recommendations based on popular items, the time of day or products already in their basket.

The system also supports personalised check-in through Square Loyalty and Neighborhoods accounts, allowing customers to access rewards.

Integrated payment technology enables contactless and card transactions, while a barcode scanner supports gift cards, with packaged goods scanning planned for a future update.

Customers can switch between voice and touchscreen ordering throughout the transaction.

Square says these capabilities are designed to reduce queues, encourage additional purchases and allow employees to concentrate on hospitality and other operational responsibilities.

Restaurant Operators Report Positive Early Results

The technology has already been tested by restaurant operators, including Boba Nation Grand.

Baltej Sra, CEO of Boba Nation Grand, said: “We’ve used other kiosks before that were too bulky for our space and couldn’t handle a menu as extensive as ours, but Square Kiosk has exceeded our expectations.”

Sra added that the business plans to introduce the technology across its remaining locations following its performance in test stores.

Lawrence Kam, multi-unit franchise operator with L&L Hawaiian BBQ, also highlighted the potential operational benefits.

“Customers notice and prefer to use it far more than I expected, and that allows my team to focus on the many other responsibilities they have without compromising the customer experience,” he said.

Square Expands Technology for Restaurant Franchises

Alongside the kiosk launch, Square is introducing a multi-account management solution designed for larger QSR franchise networks.

The system allows operators to manage menus, reporting and gift cards across multiple locations while retaining flexibility for individual franchisees.

The development follows Square’s introduction of drive-thru capabilities and integrations with Google Maps, ChatGPT and Claude.

Thomas Templeton, Global Hardware Lead at Block, said conversational AI could help restaurants deliver more personalised self-service experiences.

“Whether answering menu questions or making informed recommendations, Square Kiosk raises the bar on what guests can expect from self-service while giving staff the time back to focus on hospitality and the tasks that matter the most.”

The post Square Launches AI-Powered Kiosk to Transform Quick-Service Restaurant Ordering appeared first on Food & Beverage Outlook.

STRENGTHENING PAPUA NEW GUINEA’S FOOD FUTURE

Despite maintaining a clear level of resilience in the face of economic and logistical hurdles, Papua New Guinea’s (PNG) fast-moving consumer goods (FMCG) industry has become more demanding in recent years.  

Customers are increasingly value-conscious, whilst retailers expect reliable supply, competitive pricing, and stronger promotional support.  

At the same time, foreign exchange (FX) constraints, freight costs, infrastructure limitations, and the high cost of utilities continue to place pressure on imported goods and regional manufacturing.  

“This environment has reinforced the importance of local production, wider national distribution, and disciplined stock planning,” opens Kevin Wright, Group Marketing and Export Manager at BNG Trading (BNG).   

“The company has responded by investing in its branch network, cold chain, and manufacturing capabilities, alongside our own-brand portfolio so that we can improve availability and offer products designed for PNG consumers,” he asserts.  

Having operated in PNG since 1924, BNG’s growth has been achieved by combining its century-long heritage with a strong willingness to invest, innovate, and take a long-term view.  

As one of the country’s most established importers, distributors, marketers, and manufacturers of food and consumer products, the company’s nationwide team and customer relationships are fundamental to the business.  

“Whether we are introducing a global brand, manufacturing a local product, opening a branch in a remote market, or developing a new agricultural industry, the objective is the same: to provide dependable products and services relevant to PNG,” he states.  

“We are proud to be creating employment, building local capability, and contributing to a more resilient food and consumer goods supply chain.” 

Indeed, BNG represents major international brands whilst also developing locally relevant businesses across the grocery, beverages, bakery, frozen and chilled foods, cleaning products, personal care, packaging, and food service markets.  

Through Papua Niugini Freezers, BNG is also a major manufacturer and supplier of meat and smallgoods, supported by a nationwide cold chain.  

“Our customers include supermarkets, wholesalers, trade stores, hotels, restaurants, bakeries, caterers, institutions, and mining operations. We supply more than 600 outlets nationally, operate nine branches and distribution points, and employ approximately 1,000 people across the group,” details Wright.  

GROWING FOOTPRINT  

Since last speaking to BNG at the end of 2023, the company has significantly expanded its distribution footprint – a decision that was central to improving product availability outside of its two largest commercial centres.  

BNG now operates across Port Moresby, Lae, Mount Hagen, Kokopo, Alotau, Kiunga, Manus Island, Goroka, Wewak, and Buka. These locations allow the company to hold stock closer to customers, shorten replenishment timelines, and provide a more consistent service across PNG’s most challenging supply routes.  

“The Buka operation is a good example: it was established to give Bougainville customers more dependable access to essential food products and the same major brands that were available in Port Moresby.  

“The network also supports our merchandising teams, customer relationships, and national roll-out of both international and BNG-owned brands,” Wright insights.  

In parallel, BNG is also expanding its manufacturing capabilities beyond its established smallgoods and meat-processing base into a broader range of convenient, locally made goods.  

These include bakery products such as hot pies and croissants, alongside further developing related ingredients.  

“Our objective is to produce more everyday products in PNG, improve freshness and availability, reduce dependence on imported finished goods, and build local skills and employment,” he notes.  

To achieve this, the company is planning additional manufacturing capacity in both Port Moresby and Lae, with investment focused on modern facilities and production lines that support national distribution. 

Despite the major long-term benefits offered by local manufacturing, operating costs in PNG today remain high.  

“Manufacturers must manage expensive and sometimes unreliable power and water supplies, imported machinery and spare parts, specialist maintenance, freight and packaging inputs, and limited access to FX.  

“Additionally, imported finished products can arrive at a price that is difficult for a local manufacturer to match, particularly when overseas producers benefit from much larger production volumes,” outlines Wright.   

The challenge, therefore, is to build sufficient scale, maintain strict quality and food-safety standards, improve efficiency, and source more inputs locally where practical.  

“BNG views manufacturing as a strategic investment in food security, local employment, and a more resilient supply chain, not simply as a short-term profit margin exercise,” he reflects.  

PNG PROTEIN PARK  

Supporting its expanding capabilities, PNG Protein Park (PX3) is BNG’s agricultural and food-security initiative at Koitaki Farm on the Sogeri Plateau – just a one-hour drive from Port Moresby. 

The project is developing the locally adapted sheep-meat industry using improved animal husbandry, breeding, and feeding systems. The farm includes elevated ‘sheep sheds’ to keep the livestock dry and fodder production using the drought-tolerant Redlands leucaena shrub.  

“Our homegrown ToeaKina sheep are being bred for PNG conditions, with the longer-term aims of increasing domestic red meat production, reducing reliance on imports, and creating opportunities for rural farmers,” Wright informs us.   

Over the last three years, the farm has expanded its breeding capacity and infrastructure, having now doubled in size.  

Moreover, the recent birth of lambs from sheep born and raised in the PX3 programme is an important milestone.  

“It demonstrates the flock is adapting, reproducing, and progressing through successive generations under local conditions. We have developed a third generation of sheep and continue to grow the number of breeding ewes, sheep sheds, and managed grazing areas,” he highlights.  

Going forward, PX3 aims to become both a production hub and practical training centre that can transfer knowledge, breeding stock, and proven systems to participating communities. 

As such, the project’s next stage will focus on increasing scale in a controlled way whilst maintaining animal health, genetics, nutrition, and accurate production records.  

“Our ambition is to build a sustainable breeding hub that can ultimately support a much wider PNG sheep industry rather than simply operating as one isolated farm,” Wright envisages.  

STRENGTHENING PRODUCTION AND DISTRIBUTION  

Alongside PX3, BNG is investing in several projects that strengthen PNG’s supply chain and production capacity. These include new manufacturing facilities and lines in Port Moresby and Lae; continued expansion of cold storage, warehousing, and national distribution; and the development of local food brands tailored to PNG households.  

The company is also progressing agricultural opportunities involving crops and livestock, alongside expanding export capability through Antap International Pty Ltd to connect PNG-made products with customers across the Pacific.  

“Through related group businesses, we continue to develop logistics, packaging, food service, and connectivity services that support customers beyond traditional FMCG distribution. Each investment is assessed against the same priorities: reliable supply, local employment, import replacement, and long-term commercial sustainability,” shares Wright.  

Looking to the future, BNG’s priorities for 2027 are to continue growing its national distribution reach, improve service levels and product availability, and accelerate the contribution of BNG and PNG-owned brands.  

The company is equally targeting further growth through local manufacturing, stronger execution in stores, and closer partnerships with major customers.  

Another key focus will be progressing new manufacturing capacity in Port Moresby and Lae, including bakery, convenience, and dry-grocery categories, whilst maintaining the quality and food-safety standards expected across the group.  

“We also intend to expand PX3’s breeding and training capability, strengthen our export programme, and develop our people so that the organisation has the operational and leadership capacity required for its next stage of growth,” closes Wright. 

The post BNG Trading : Strengthening Papua New Guinea’s Food Future appeared first on Food & Beverage Outlook.

PROUDLY PAPUA NEW GUINEAN

“What makes the Coca-Cola brand proudly Papua New Guinean is not only where its beverages are enjoyed, but the people and local capability behind every bottle.”

Coca-Cola Europacific Partners Papua New Guinea (CCEP PNG) has been part of everyday life in Papua New Guinea (PNG) for generations, but maintaining that connection requires far more than producing some of the world’s most recognisable beverages.

Across PNG, 545 CCEP PNG employees spanning two production plants and four distribution centres produce, package, sell, and distribute some of the country’s best-known brands, serving customers and communities nationwide.

“Being proudly local means being accountable for the impact we make. This responsibility is shaping how the business operates and grows,” outlines Country Director, Tim Solly, who we last spoke to in April 2024.

Whilst Coca-Cola may be a global brand, CCEP PNG’s beverages are proudly made by Papua New Guineans, for Papua New Guineans.

GLOBAL RESOURCES, LOCAL EXPERTISE

CCEP PNG’s local operating model combines vast production capabilities with sales, distribution, and infrastructure designed to serve its customers across the country.

This kind of breadth is important in the fast-moving consumer goods (FMCG) market, where consumer preferences continue to develop and reliable availability is essential.

The company’s role therefore extends beyond manufacturing and includes coordinating procurement, production, logistics, and customer relations whilst maintaining quality and efficiency.

Previously, Solly highlighted the resilience required to operate in PNG, particularly given challenges around infrastructure and the wider operating environment.

CCEP PNG’s response was to build an organisation capable of adapting whilst continuing to prioritise safety, product quality, and service – a local focus supported by CCEP’s global scale.

Across the wider group, CCEP combines multinational resources with local market expertise, operating across both Europe and Asia Pacific. This creates opportunities for knowledge sharing whilst ensuring each business remains connected to the market it serves.

In this way, CCEP PNG’s ongoing development is not defined by a single initiative but a series of investments spanning manufacturing, distribution, sustainability, and community engagement.

LOWER-CARBON DELIVERY OPTIONS

Manufacturing remains central to CCEP PNG’s role in the country as producing beverages locally gives the business greater control over quality, consistency, and availability.

Since we last featured CCEP PNG, the company has continued to invest in the local capabilities required to operate effectively in a changing market, including a greater focus on sustainability within its logistics network.

“Localness and sustainability are inseparable to us. We are proud to make beverages locally, employ local people, and grow alongside PNG whilst working to protect the environment and create lasting value for generations to come,” Solly affirms.

In June 2025, CCEP PNG partnered with Express Freight Management to introduce five electric delivery trucks into its logistics operations – the first electric delivery fleet of its kind in PNG.

Four fully electric vehicles (EVs) were allocated to Lae and one to Port Moresby, supporting deliveries within a 300-kilometre radius.

The EVs are supported by charging infrastructure at CCEP PNG’s Badili yard in Port Moresby and warehouse in Lae.

The introduction of EVs represents a practical example of how sustainability can be integrated into day-to-day operations, rather than treated as a standalone corporate objective.

In addition, by working with local logistics partners to introduce new technology into the local market, CCEP PNG is helping to develop the infrastructure and operational experience required to support lower-carbon delivery options in PNG.

As the fleet develops, it has the potential to contribute to the company’s environmental and operational objectives and reduce reliance on conventional fuel.

This approach aligns with CCEP’s wider sustainability strategy, which seeks to reduce environmental impact whilst continuing to grow the business.

CIRCULAR APPROACH

Packaging represents another important area of CCEP PNG’s sustainability agenda, with the company’s overarching ambition to help create a more circular approach.

Together with Branis Recycling, CCEP PNG collects polyethylene terephthalate (PET) beverage bottles to help divert plastic from landfill, waterways, and the wider environment.

Since the partnership began in 2023, more than 50 million bottles have been collected, including over 29 million in Lae and Port Moresby during 2025.

This equates to approximately 791 tonnes (t) of plastic – a significant result which illustrates the impact of a structured collection system in a region where plastic waste management remains an environmental challenge.

“We are not aware of any other company working to actively recycle PET as we are, and we continue to build momentum with 29 million bottles already collected by the end of August this year,” Solly acclaims.

CCEP PNG’s ambition is to collect and recycle the equivalent of every bottle it brings to market by 2030. The company is also engaging stakeholders across Port Moresby to build awareness, strengthen cooperation, and encourage shared responsibility for waste.

“We know progress requires collaboration across industry, government, civil society, and communities. Alongside our commitment to carbon neutrality across our value chain by 2040, these partnerships are helping turn ambition into practical action,” he reflects.

Importantly, the initiative is not restricted to Coca-Cola packaging, which creates an opportunity for broader industry participation.

For CCEP PNG, the long-term objective remains closely connected to its wider sustainability commitments – increasing collection, supporting recycling infrastructure, and moving towards a system in which packaging has continued value beyond its initial use.

POWERED BY PEOPLE

Whilst technology, infrastructure, and sustainability are all major components of CCEP PNG’s strategy, the company’s ability to deliver them ultimately depends on its people.

In 2024, we discussed the company’s focus on employee development, which included on-the-job mentoring, formal education, and localised technical academies, whilst internship, graduate, and apprenticeship programmes were also on offer to develop future talent.

“Our local footprint is strengthened by the opportunities we create for our people. Through technical academies, mentoring, internships, graduate pathways, and apprenticeship programmes, we are building capability and equipping Papua New Guineans to lead the business into the future,” Solly sets out.

CCEP PNG’s emphasis on talent development has continued, with its 2026 annual business conference welcoming 40 senior managers under the theme ‘Further Together’ to discuss collaboration, capability building, and sustainable growth.

People and culture remain a key priority, with the company continuing to position itself as an employer of choice whilst raising capability across areas including the supply chain and workforce training.

Such investment is particularly important in a market where developing local expertise can strengthen both business resilience and wider economic participation.

It also supports the company’s ability to introduce new technologies and ways of working.

The transition towards EVs, for example, requires more than simply purchasing vehicles; it demands trained drivers, charging infrastructure, operational planning, and a willingness to adapt.

The same principle applies across manufacturing, sustainability, sales, and distribution, so by investing in both its people and physical infrastructure, CCEP PNG is building the capabilities required to support its next stage of development.

CELEBRATING NATIONAL IDENTITY

At the heart of CCEP PNG’s strategy is its relationship with consumers.

Few examples demonstrate this more clearly than the company’s growing involvement in rugby league, which occupies a unique position in PNG, connecting communities and generations through a shared passion for the sport.

CCEP PNG has used its presence within rugby league to build connections that go beyond conventional advertising.

In September 2026, it became the premier sponsor of the PNG Chiefs under a multi-year agreement ahead of the club’s entry into the PNG National Rugby League (NRL) in 2028, with Coca-Cola branding featuring on the team’s playing sleeves, alongside matchday media and hospitality.

“Our commitment to PNG is reflected in our support for the country’s cultural and sporting traditions. From sponsoring cultural shows that bring communities together to recently becoming the premier sponsor of the PNG Chiefs rugby league team, we are proud to support the moments and institutions that unite the nation,” Solly smiles.

The partnership builds on CCEP PNG’s long-standing involvement with the NRL in the country and provides another platform through which the company can engage with communities.

For CCEP PNG, rugby league provides a way to celebrate national identity, support community activity, create opportunities for young people, and participate in moments that matter to consumers across PNG.

THE NEXT CHAPTER

Looking ahead, CCEP PNG enters its next chapter with a strategy shaped by the same principles that have underpinned its development over recent years – local relevance, operational resilience, sustainability, people development, and meaningful community engagement.

The business is operating within an increasingly complex food and beverage landscape, but its response has been to continue investing so it can serve customers effectively.

Its sustainability programme is already producing measurable results, with the collection of more than 29 million PET bottles during 2025 providing a clear indication of what can be achieved when infrastructure, partnerships, and consumer participation work together.

The introduction of an EV delivery fleet adds another dimension to this journey, demonstrating how new technologies can be adapted to accommodate PNG’s unique needs.

Continued investment in people, meanwhile, has strengthened CCEP PNG from within, creating the skills and leadership capabilities needed to support future growth.

As PNG continues to develop as a nation, its food and beverage sector will face its own evolving combination of challenges and opportunities.

For CCEP PNG, the response is increasingly visible across its operations – from the PET bottles it collects to the electric trucks it deploys and local communities and sports it supports.

By combining the reach of a global beverage business with a distinctly local approach, CCEP PNG is positioning itself not only to meet the demands of today’s market, but to play a role in shaping a more resilient, sustainable, and connected future for the country.

“Our ambition is to grow in a way that creates lasting value for PNG – reducing our environmental impact, strengthening the communities we serve, and contributing to a healthier, more sustainable future,” concludes Solly.

The post Coca-Cola Europacific Partners Papua New Guinea : Proudly Papua New Guinean appeared first on Food & Beverage Outlook.

SUPPORTING SMALL BRANDS TO GROW

Tesco has announced nine new participants in its Accelerator Programme, continuing its commitment to bringing innovative products to customers while helping smaller businesses expand.

Now in its sixth cohort, the year-long programme has supported more than 90 brands to date. It provides bespoke mentoring from Tesco’s Buying team, targeted learning, and opportunities for participants to strengthen their business skills and focus on growth.

The selected brands reflect a diverse range of products, from extra virgin olive oil and fermented foods to ready-to-cook meal solutions, drinks, and pet food. Through the programme, they also gain the opportunity to be stocked in Tesco stores and online.

Helena Dennis, Lead Accelerator Programme Manager, says: “We’re really excited to announce a further nine brands as part of our Accelerator Programme. This specially selected cohort brings a range of exciting and innovative products to our aisles.

“Not only does our Accelerator Programme give smaller businesses a little boost to grow, it also helps customers discover new brands during the weekly shop.”

MEET THE NINE BRANDS

The latest cohort spans several food and drink categories, alongside pet nutrition, introducing customers to new products and businesses.

Citizens of Soil and Glug both focus on extra virgin olive oil, with an emphasis on flavour and making the ingredient a more accessible part of everyday cooking. Dedcalm introduces a new dairy drink to the chiller, while Australian dumpling brand Mr Chens brings its range of dim sum, including dumplings, wontons, and steamed buns, to Tesco’s freezer aisles.

Founded by Frida Redknapp, Frood aims to help busy households prepare flavourful meals in minutes. Eaten Alive, meanwhile, champions fermented foods through its award-winning range of fresh, crunchy products.

Nice Rice seeks to transform everyday mealtimes with its rice offering, while Coco Gen adds coconut water containing magnesium and electrolytes to the cohort.

Completing the line-up are Skinner’s and Naturediet, family-owned businesses with 50 years of wet and dry dog food expertise between them. The brands focus on manufacturing and selling high-quality food for pet and working dogs.

INNOVATION FOR THE WEEKLY SHOP

The programme supports Tesco’s ambition to be the first for innovation by helping smaller brands develop their businesses while introducing shoppers to a broader selection of products.

For participating businesses, the combination of mentoring, targeted learning, and potential access to Tesco’s retail network offers a route to further growth. For customers, the cohort brings new options to the weekly shop across food, drink, and pet care.

With more than 90 brands supported so far, the Accelerator Programme continues to connect emerging businesses with opportunities to develop their capabilities and bring their products to a wider audience.

The post Tesco Welcomes Nine Brands to Accelerator Programme appeared first on Food & Beverage Outlook.

A Chemical Detection Breakthrough

Moët Hennessy, the wine and spirits division of LVMH, has partnered with semiconductor specialist Analog Devices (ADI) and the University of California, Davis (UC Davis) to explore how AI and advanced chemical sensing can improve wine production.

The collaboration has already demonstrated the ability to identify chemical signatures associated with a particular wine defect at an earlier stage than conventional detection methods.

The technology could provide winemakers with new opportunities to intervene earlier in production, while future applications under investigation include vine disease detection, soil assessment and climate-related quality risks.

AI Detects Wine Quality Risks Before Defects Develop

The first major achievement of the collaboration focuses on Fresh Mushroom Aroma (FMA), a complex quality challenge affecting wine production.

Researchers at Moët Hennessy’s Robert-Jean de Vogüé Research Center developed a library of samples and associated data to train machine learning algorithms to recognise chemical signatures linked to the defect.

Using ADI’s sensing and machine learning platform, the researchers successfully identified samples presenting an elevated risk of developing FMA before the defect would traditionally be detected.

Rather than searching exclusively for predefined conditions, the technology analyses a broad spectrum of chemical information and uses AI to identify patterns associated with biological activity and emerging quality risks.

The approach builds on technology originating from early research at the Massachusetts Institute of Technology (MIT), which ADI has continued to develop for analysing chemical signatures across different applications.

Manuel Reman, member of the Moët Hennessy Executive Committee overseeing research and development (R&D), and Member of the Comité Champagne, said:

“This breakthrough marks the beginning of a new chapter for viticulture and winemaking. We can rapidly detect and interpret the chemical language of grapes and wine to anticipate quality risks before they become visible. Beyond a technological achievement, this opens an entirely new way of understanding and working, one that will help us produce exceptional wines while building greater resilience for the future.”

Technology Targets Vineyard Resilience and Climate Risks

Beyond detecting FMA, the partners are investigating how the technology could support wider vineyard management and wine production.

Potential applications include the early identification of vine diseases, assessment of soil conditions and detection of additional wine defects, particularly those associated with climate change and events such as wildfires.

The technology is designed to interpret volatile chemical signatures emitted by grapevines, grape juice and wine, providing information that could support earlier decisions throughout production.

Max Shulaker, Chief of ADI’s Health Solutions Business Unit, said:

“This collaboration unites world-class expertise in cutting-edge AI-enabled sensing systems and viticulture to accomplish something previously impossible: reading the chemical language that living systems emit themselves. By recognizing these signatures before conventional methods can, this technology can help winemakers shift from reacting to quality risks to anticipating them. Our first breakthrough addresses Fresh Mushroom Aroma, but it marks the beginning of a much broader platform for understanding living systems, one that can improve quality and resilience in ways that are just now being explored and unlocked.”

AI Supports Winemaking Expertise

The collaboration combines Moët Hennessy’s expertise in premium wines and spirits, ADI’s sensing and AI technologies, and UC Davis’s research capabilities in viticulture and oenology.

The partners emphasise that the technology is intended to support rather than replace human expertise.

Researchers, growers and winemakers would receive additional information to help identify risks and make decisions, while retaining responsibility for interpreting findings and managing production.

Ben Montpetit, Ph.D., of UC Davis, said:

“In the face of major global challenges, the continued advancement and resilience of the grape and wine sectors will depend on two things: better knowledge and people equipped to put that knowledge into practice. What is especially powerful about this collaboration is that we are advancing both. We are developing technology that can give viticulturists and winemakers the right information at the right time to make informed decisions, while also training the next generation of experts who will know how to interpret and act on those insights.”

Partners Explore Wider Industrial Applications

The three organisations are also examining how the technology could be developed beyond its initial wine quality application.

ADI intends to make the sensing platform more widely available for future industrial uses, while Moët Hennessy and UC Davis are exploring the potential for shared reference libraries that could benefit the broader grape and wine industry.

The partners see opportunities to apply chemical signature analysis wherever biological processes generate measurable signals, extending the technology’s potential beyond viticulture.

The post How Moët Hennessy, Analog Devices and UC Davis are Using AI to Predict Wine Quality Risks appeared first on Food & Beverage Outlook.

AI-READY AGRIFOOD INTELLIGENCE

Expana, the food commodity intelligence platform built on independent price reporting, has announced Expana IQ Connect, a new Model Context Protocol (MCP) server product designed to connect enterprise AI agents with trusted market intelligence.

Announced at Digital Procurement World (DPW) in Amsterdam on September 30, 2026, the new offering connects AI platforms including Claude, ChatGPT, Copilot, and Gemini to Expana’s independently audited benchmarks, forecasts, and insights.

The announcement formed part of an Expana session at DPW, where Chief Product Officer Vinay Kapoor joined Bernhard Rabian, Group VP Procurement at Gategroup, to discuss the role of AI in reshaping enterprise procurement.

Expana IQ Connect gives AI agents access to Expana’s IOSCO-assured benchmark prices, forecasts, news, and expert insights. This supports sourcing decisions, negotiation preparation, and cost forecasting for commodity buyers, category managers, and supply chain directors directly within the AI tools they already use.

“Enterprises are moving fast to put AI to work, and the winners will be those whose AI is grounded in trusted, reliable data,” says Julie Harris, CEO of Expana.

“Expana IQ Connect seamlessly delivers our market-leading intelligence directly to work inside the tools teams already rely on. Ultimately, this allows organisations to act decisively, giving confidence that their AI is operating with the best possible data and insights, at both a strategic and operational level,” she adds.

A DIRECT LINE TO TRUSTED DATA

Expana positions IQ Connect as a genuine MCP rather than a repackaged chatbot, providing a direct connection between its benchmarks and forecasts and the enterprise AI platforms customers have already standardised on.

“We built Expana IQ Connect as a real MCP, not a repackaged chatbot; a direct line from Expana’s benchmarks and forecasts into the enterprise-grade AI our customers have already standardised on,” says Kapoor.

“Every Expana benchmark number carries published sourcing and methodology, so it’s independent, verified and auditable, not a black box,” he adds.

The product is built around transparency and verification. Expana says every benchmark number includes published sourcing and methodology, so the data is independent, verified, and auditable rather than a black box.

For organisations using AI across procurement and supply chain activities, the ability to draw on trusted commodity intelligence within existing tools is intended to strengthen decision-making foundations.

EXPANDING THE AI ECOSYSTEM

IQ Connect represents the latest stage in Expana’s wider strategy to make its commodity intelligence AI-ready wherever customers work.

Alongside the new MCP product, Expana is developing Expana IQ Agents, a growing collection of specialist agents designed to work alongside procurement teams. The first, a cost model agent, is already live, with further specialist agents planned.

The development reflects Expana’s focus on bringing its independently sourced market intelligence into the environments where procurement and supply chain professionals are increasingly working with AI.

As AI adoption continues across enterprise functions, Expana IQ Connect gives organisations a way to combine established AI platforms with specialist agrifood intelligence, supporting decisions with benchmarks, forecasts, and insights that are independently assured and auditable.

Through IQ Connect and its expanding range of IQ Agents, Expana is positioning trusted commodity intelligence as an increasingly accessible component of AI-enabled procurement and

The post Expana Makes Strides in Agrifood: “Expana IQ Connect Seamlessly Delivers Our Market-leading Intelligence” appeared first on Food & Beverage Outlook.

The challenge facing manufacturers

Manufacturers are under pressure to make faster decisions as disruption, shorter product lifecycles and changing demand add complexity to supply chain planning.

Blue Yonder’s Connected Planning for Fresher Outcomes white paper looks at how artificial intelligence (AI), machine learning (ML), predictive analytics and connected planning can be used to improve forecasting and respond more quickly when conditions change.

The report points to raw material shortages, port congestion and labour strikes among the pressures facing the sector. At the same time, supply chain performance is receiving greater scrutiny at board level.

Some 82 per cent of supply chain leaders surveyed believe investment in new technology is essential if their supply chains are to perform as required.

Dole targets end-to-end supply chain visibility

Dole is among the businesses using Blue Yonder solutions to connect planning and improve visibility across its supply chain. It says having centralised access to information and analytics is helping respond to disruption and make more data-driven decisions.

“Our multiple Blue Yonder solutions support end-to-end, integrated planning with a centralised view of information, shared access to data analytics, and near real-time decision support,” said Dinesh Vyas, Senior Director, Supply Chain Solutions at Dole.

“We not only have complete visualisation of the supply chain, for improved disruption management, but we can also make data driven decisions and minimise risk. That’s led to a range of benefits that include lower costs, higher service and increased productivity,”

Predictive planning is another focus of the report. Rather than relying primarily on historical performance and human judgement, manufacturers can bring together ML and real-time signals such as promotions, point-of-sale (POS) information and weather data to anticipate changes in demand.

The report gives the example of a confectionery manufacturer expecting to sell 200,000 units during the fourth quarter. Its procurement requirements and safety stock could be aligned with that forecast, while inventory could be allocated according to expected demand.

For canned goods manufacturers, the same approach could help coordinate the sourcing of ingredients, metal and other components with planned production.

Constellation Brands reports six per cent sales increase

Constellation Brands had been using historical information for space planning while retailers were increasing the number of brands and stock keeping units (SKUs) on their shelves.

According to the case study, using forward-looking data and predictive analytics contributed to a six per cent increase in category sales, while also increasing availability and reducing stock-outs.

“Compared to other space planning solutions, Blue Yonder allowed us to include more fields—over 50 descriptions—with more robust detail to allow for more impactful and accurate decision-making with our retail partners,” said Trent McKinster, Senior Director, Assortment and Space at Constellation Brands.

AI agents take on more supply chain analysis

Blue Yonder also sees a growing role for agentic AI in supply chain planning.

Its Inventory Ops Agent can provide intelligent summarisation, data quality guidance and root-cause analysis. If demand increases unexpectedly in one region, for example, the technology can identify excess inventory elsewhere and recommend moving stock to where it is needed.

Blue Yonder says more than 25 billion decisions are processed by its algorithms, solvers and advanced generative AI every day.

Digital planning and automation to cope with demand pressures

Food ingredient manufacturer Ingredion also used digital planning and automation to address fluctuating customer demand, complex customer forecasts and the challenge of managing inventory internationally.

After implementing demand planning, supply planning, fulfilment and sales and operations planning (S&OP), Ingredion recorded a two per cent increase in forecast accuracy and reduced global inventories by 16 per cent.

Service levels to domestic customers increased by 15 per cent, while service levels to affiliate companies rose by 30 per cent. The company also reported significant savings from changes identified through network optimisation.

“We now have all our customers’ demands at our fingertips,” said Vin Carneiro, Senior Manager, Global Centre of Excellence and Customer Insights at Ingredion.

“We have clear visibility of the flow of materials in our organisation; we know what the resource utilisations are for our entire network, which allows us to look for network optimisation opportunities that not only improve efficiencies, but also customer service,”

The post Blue Yonder: Why AI and Connected Planning Could Reshape Food and Beverage Supply Chains appeared first on Food & Beverage Outlook.

AI, personalisation and experiential retail

Mars has outlined how it expects AI, personalisation and experiential retail to reshape the food and beverage shopping journey over the next decade, with routine grocery purchasing increasingly moving into the background.

The research, conducted on behalf of the Mars snacking business with Kantar and Synthesis, analysed more than 180,000 global data signals across four continents.

It identifies three emerging shopper demands – Effortless, Personal and Experiential – which Mars expects to influence how brands and retailers design future physical and digital shopping experiences.

AI could take over routine grocery purchases

One of the biggest changes identified by Mars is the potential rise of agentic shopping systems capable of managing routine purchasing on behalf of consumers.

Rather than manually browsing supermarket aisles or online stores, shoppers could increasingly rely on digital assistants to make recommendations based on preferences and inventory, requiring only their confirmation.

Mars cited data showing that AI referrals to e-commerce brands increased 752 per cent year on year during the 2025 holiday season, with the market projected to reach USD$788 billion by 2035.

For food and beverage companies, Mars believes this creates both an opportunity and a challenge as traditional browsing and impulse purchasing behaviours potentially give way to predictive fulfilment.

“We’re standing on the brink of a retail revolution — one where people may never have to manually shop for household staples again. For a category like snacking, this is both an opportunity and a strategic challenge,” said Neil Reynolds, Global Chief Customer Officer, Mars Snacking.

“We’ve invested in significant research to understand how the shopper journey will evolve, and this research gives us a clear roadmap. But here’s what’s equally clear: No single company can solve this alone. The only path forward is to work hand-in-hand with retail customers and all partners who are ready to lead this transformation to drive consumer satisfaction and long-term growth across the entire ecosystem.”

Personalisation moves across the snacking category

The second trend identified by the research is a shift towards increasingly personalised shopping experiences.

Mars expects consumers to receive highly relevant product shortlists tailored to individual preferences and, increasingly, health and wellness goals.

Currently, 39 per cent of consumers expect personalised online experiences, according to data cited in the research. Mars also highlighted projections that mobile health and wellness apps will grow 15 per cent annually through 2030.

Within snacking, this could see e-commerce agents recommending protein-rich products before exercise, selecting treats for social occasions or suggesting products for moments of indulgence.

Mars said protecting consumer privacy will need to remain part of this evolution.

Physical retail becomes more experiential

Rather than predicting the disappearance of physical retail, the research points towards stores taking on a different role as routine purchasing becomes increasingly automated.

Mars envisages physical stores and digital platforms becoming more focused on discovery, entertainment and community, creating reasons for consumers to actively choose to engage with them.

The research states that immersive brand spaces are experiencing 15.3 per cent year-on-year growth, while 22 per cent of US digital buyers already shop through livestreams.

Mars expects physical storefronts to respond more rapidly to viral consumer trends, while shoppable experiences become increasingly embedded within social media, gaming and streaming environments.

Brands and retailers face a dual challenge

For food and beverage businesses, Mars believes the changing retail landscape will require two strategies to develop simultaneously.

Brands will need to secure a place within the predictive fulfilment systems managing routine purchases while also finding new ways to encourage product discovery and spontaneous purchases.

Mars argues that this will require greater collaboration between brands, retailers and other partners to develop new shopping experiences capable of supporting growth across categories such as snacking.

The research was developed from 11 stakeholder and shopper and channel expert perspectives, more than 30 previous research reports, 91,500 channel publications, 79,300 shopper publications and 4,999 curated consumer and channel podcasts. It also considered more than 150 drivers of change.

Mars said the findings will inform how it reimagines snacking, develops new consumer touchpoints and works with retailers as shopping behaviours continue to evolve.

The post Mars: AI Set to Reshape How Consumers Discover and Buy Food appeared first on Food & Beverage Outlook.

FIVE YEARS OF SUPPORT

American Express and the International Downtown Association (IDA) Foundation have launched the 2026 Backing International Small Restaurants grants programme, marking its fifth anniversary with an expansion to Italy for the first time.

Open for applications until November 16, 2026, the programme plans to award more than $1.5 million in grants to over 100 independent restaurants across nine countries, supporting businesses as they grow, recover, strengthen operations, and build long-term resilience.

Since launching in 2022, the programme has expanded from five cities in five countries to 15 cities across nine countries – the UK, Mexico, Australia, New Zealand, Japan, Canada, Spain, France, and Italy.

“Independent restaurants do far more than serve great meals. They create jobs, foster connection, and help shape the character of communities around the world,” said Jennifer Skyler, Chief Communications Officer, American Express.

“As we celebrate five years of Backing International Small Restaurants, we’re proud of the impact we’ve made alongside the IDA Foundation and look forward to helping even more restaurant owners grow and thrive,” she adds.

INVESTING IN LOCAL COMMUNITIES

Over the past four years, the Backing International Small Restaurants programme has provided more than $3.2 million in grants to over 230 restaurants.

Funding has enabled recipients to make improvements across their businesses, from enhancing digital capabilities and refreshing dining spaces to modernising kitchen operations. The programme is designed to create lasting benefits for restaurants while strengthening the communities around them.

Among the programme’s first recipients was The Tea Cosy, a family-owned café in Sydney, Australia, which received a grant in 2022. The funding helped transform its outdoor space into an English country garden and establish a communal knitting initiative.

“The grant gave us the opportunity to bring our vision to life, creating a space where people can slow down, connect, and share meaningful moments,” said Ash Kinchin, Owner, The Tea Cosy.

“Five years later, our garden and communal space continue to bring our community closer together. Seeing those connections grow has been the most rewarding legacy of all.”

CREATING LASTING IMPACT

First and Last Coffee Shop, a neighbourhood café and community gathering place in Toronto, Canada, received a grant in 2024. Its funding supported expanded seating and upgraded kitchen equipment, helping the café increase production and serve more customers.

“The Backing International Small Restaurants grant gave us the opportunity to invest in our space in ways that have made an enduring difference for our business,” said Sharon Nutzati, Owner, First and Last Coffee Shop.

“Since then, we’ve been able to welcome more people, grow our sales and operate more efficiently, while preserving the inviting atmosphere of First and Last. As our business has grown, so has our ability to bring the neighbourhood together.”

The experiences of recipients highlight the programme’s wider impact on independent restaurants and the communities they serve.

“As we celebrate five years of Backing International Small Restaurants, we’re proud of the program’s growth and impact on independent restaurants around the world,” said David Downey, Executive Director, IDA Foundation.

“We continue to be inspired by our grantees, whose passion and leadership help make neighbourhoods vibrant and connected.”

With applications open until November 16, 2026, the programme continues its focus on helping independent restaurants strengthen their businesses while contributing to vibrant, connected local communities.

The post American Express on Five Years of Supporting Small Eateries: “Independent Restaurants do Far More Than Serve Great Meals” appeared first on Food & Beverage Outlook.

The Farmdex report key findings

More than eight in 10 British farmers say uncertainty is making it harder to plan for their farm’s future, according to new research from McCain Foods GB&I.

The 2026 Farmdex found that 86 per cent of farmers believe policy uncertainty is negatively affecting their farm, while 74 per cent said increasingly unpredictable weather is making their business harder to manage.

Costs are adding to the pressure, with 87 per cent reporting that rising input costs have significantly affected profitability during the past year.

Financial pressures threaten farming’s future

McCain’s research found more than a quarter of farmers – 27 per cent – either made a loss or broke even during the past year. A further 29 per cent generated a profit of only one to five per cent.

Financial pressure is also influencing farmers’ longer-term plans. Two in five have considered leaving farming because of financial constraints, while 40 per cent question whether they will still be farming in 10 years.

Concerns extend beyond individual farms to the future of Britain’s food supply.

Only five per cent of respondents said they were optimistic about Britain’s ability to secure its future food supply, compared with 87 per cent who were pessimistic.

Meanwhile, 91 per cent believe greater investment in British farming is needed to safeguard long-term UK food security.

Sustainable farming investment increases

Climate pressures are also becoming increasingly significant for farmers.

Following what McCain described as a record-breaking drought, 27 per cent of respondents identified climate change as one of the biggest pressures on their farm’s finances. More than a third – 34 per cent – regard it as one of the biggest long-term threats to the growth of British farming.

Despite these pressures, the research indicates farmers are investing in measures designed to improve resilience.

Almost two-thirds – 64 per cent – believe sustainable practices are essential to the future of farming, while 65 per cent have invested at least somewhat in sustainable practices during the past five years.

Among the small group of respondents that had invested significantly in sustainability, 35 per cent were optimistic about the future of British farming, compared with 17 per cent across the overall survey. McCain noted that the 35 per cent figure was based on only 20 respondents and should therefore be treated as indicative.

James Young, Vice President Agriculture, McCain Foods, GB&I, said: “One year on from our inaugural Farmdex report, this year’s iteration should leave little doubt about the issues farmers are facing. While some indicators have improved, the overall picture shows a sector continuing to face significant challenges. The global picture is tumultuous and domestically it has been one of the hottest, driest summers on record.

“No single group can secure the future of British farming alone. Farmers, businesses, industry bodies and policymakers all have a role to play in giving farmers greater certainty, creating a level playing field, and driving long-term investment. If we get that right, we can support profitable farms today while building a resilient food system for generations to come.”

McCain calls for greater farming support

Farmers identified government support that improves long-term profitability and simpler application and compliance requirements as factors that could give them greater confidence to invest.

Trade policy has also become a bigger priority. More than half – 53 per cent – identified better trade policies to protect British farmers as the most important action policymakers could take, up from 44 per cent in 2025.

In response to its findings, McCain is calling for greater investment in food and farming, wider adoption of regenerative agriculture and increased focus on water resilience.

The company is also calling for greater technology adoption and workforce upskilling, alongside trade agreements that hold imports to the same standards as British produce.

McCain buys around 20 per cent of the British potato crop from 250 farmers and has committed to implementing regenerative agriculture practices across 100 per cent of its global potato acreage by 2030.

The Farmdex findings are based on an online survey of 200 farmers in Britain conducted between 22 and 31 July 2026.

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INCREASING WATER RESILIENCE

With extreme weather placing growing pressure on water resources across the UK, Carlsberg Britvic – a subsidiary of the larger Carlsberg Group – is taking steps towards its wider global commitment to replenish 100 percent of water consumed at production sites in high-risk areas by 2032.

To accomplish this, Carlsberg Britvic has entered into a 10-year partnership with The Rivers Trust to invest in large-scale, nature-based solutions designed to improve the health of local rivers and strengthen the resilience of the wider catchment for future generations. This collaboration will support the delivery of multiple projects across the Warwickshire Avon catchment – 15 miles from the Carlsberg Britvic Rugby site.

“This investment will enable practical action to help restore the river catchment and make it more resilient to a changing climate. Working closely with farmers and land managers, we’ll reconnect rivers with their floodplains, create ponds and wetlands, and restore the natural processes that help rivers and landscapes function. By giving water more space and helping the landscape hold onto it for longer, this work can support wildlife, improve river health, and help build resilience to both flooding and drought. It’s a great example of what long-term investment in our rivers can make possible,” states George Clark, Programme Manager, Severn Rivers Trust.

The projects will have a substantial impact on the health of rivers and wetlands, contributing to the biodiversity and community resilience beyond Carlsberg Britvic’s factory boundary. The first project, which will begin in October 2026, will reconnect the River Alne with its natural floodplain and create a network of storage wetlands to help slow, store, and manage water more naturally across the ecosystem.

Ultimately, this will reduce flood risk for downstream communities whilst enhancing biodiversity through the creation of new wetland habitats and woodland areas.

SUSTAINABILITY AMBITIONS IN ACTION

This partnership highlights Carlsberg Group’s first water replenishment project in Europe, putting the company’s Brewing Tomorrow sustainability ambitions into action at a local level.

Paul Davies, CEO of Carlsberg Britvic, notes that: “Water is at the heart of every drink we make, so protecting this precious resource is not only important for our business; it’s a responsibility we take seriously. This project proves that investing in the resilience of our business goes hand-in-hand with investing in the long-term health of the environments and communities around us. Our partnership with The Rivers Trust will play a key role in turning our ambitions into practical action, working with experts and local stakeholders to support the health of the wider catchment. We have set ourselves a clear target to replenish 100 percent of the water consumed at our Rugby site by 2032, and these projects represent an important step towards achieving that.”

Specifically, Rugby has been identified as a high-risk site under the water risk assessment conducted by Carlsberg Group, which evaluated site-specific factors, including production scale and future growth expectations, alongside watershed conditions.

“This summer has provided another stark reminder that water cannot be taken for granted. Across the UK, we’re seeing record temperatures and devastating impacts of pollution and drought on our rivers, making water resilience more important than ever for businesses, communities, and the environment alike. Through partnerships like this with Carlsberg Britvic, we can deliver practical, nature-based solutions that help restore rivers and their catchments, support biodiversity, and create measurable water benefits that will be felt for years to come,” states Mark Lloyd, CEO of The Rivers Trust.

The post Carlsberg Britvic and The Rivers Trust Announce Partnership appeared first on Food & Beverage Outlook.

SUPPORTING UK WHEAT GROWERS

Kellogg’s has announced financial support for British farmers through a large-scale wheat sourcing programme designed to increase the adoption of regenerative agricultural practices across the UK.

Building on more than a decade of collaboration with UK wheat growers, the cereal maker’s five-year partnership with Soil Capital will support 25 farmers managing almost 4,000 hectares of UK farmland.

Kellogg’s sources more than 20,000 tonnes of UK wheat each year to make some of its iconic cereal staples, including Special K, with two million bowls produced every hour at the company’s factory in Wrexham.

The new programme is intended to further embed sustainable farming practices focused on soil health, water, and biodiversity, while strengthening the resilience of Kellogg’s wheat supply chain.

Farmers participating in the programme will receive agronomic guidance and financial incentives, alongside access to tools that combine field data, soil measurements, and satellite monitoring to track selected indicators over time.

REGENERATIVE AGRICULTURE IN ACTION

The initiative is already showing encouraging results. Early programme data from the 2025 harvest found that direct drilling, a core practice for improving soil health and farm resilience, increased by 13.84% across the whole farmed area among participating farmers.

Across wheat-growing areas specifically, direct drilling increased by 56.06%.

For participating growers, the programme is also providing practical support as they respond to changing agricultural conditions. One farmer reported using financial support to reduce fertiliser use in favour of organic poultry manure, while another highlighted improvements in soil structure and water infiltration.

Nick August, a farmer in West Oxfordshire, emphasises the importance of balancing environmental improvements with the realities of running a farm.

“Having practical guidance helps us make changes that protect our soils without losing sight of the commercial realities of running a farm.”

INVESTING IN RESILIENCE

Kellogg’s investment with Soil Capital will support 100% of the company’s UK wheat on a mass balance basis over the five-year partnership.

The programme also supports the company’s efforts to address agricultural emissions. Agriculture accounts for around two-thirds of Kellogg’s Scope 3 greenhouse gas emissions, and on-farm practices are expected to reduce emissions in its agricultural supply chain while supporting growers in adopting more sustainable approaches.

“At a time when UK farmers are facing challenges, from unpredictable weather to pressure on productivity, we’re proud to support wheat growers to adopt practices intended to strengthen the resilience of their farms,” says Dean O’Brien, UK General Manager, Kellogg’s.

He adds that the company has been part of British breakfast culture for more than 100 years, highlighting the importance of farmers in supplying the ingredients behind its cereals.

For Soil Capital, the programme reflects the importance of combining practical agronomic support with financial incentives. Chuck de Liedekerke, CEO and Co-Founder, says: “Our role is to give them the agronomic insight, reliable measurement and the right incentives to make the transition both practical and worthwhile.”

Through the partnership, Kellogg’s and Soil Capital are linking farmer support, measurable on-farm practices, and supply-chain resilience as the company works towards its climate-related objectives.

The post Kellogg’s x Soil Capital: “We’re Proud to Support Wheat Growers to Adopt Practices Intended to Strengthen the Resilience of Their Farms” appeared first on Food & Beverage Outlook.

REDEFINING HYDRATION

For much of my career, food and beverage innovation has started with the formulation: a new flavour, a different sweetener, an added functional ingredient or a new combination designed to respond to changing consumer needs.

Having spent more than two decades across global fast-moving consumer goods (FMCG) businesses including PepsiCo, Kraft Heinz, and Danone, I have seen how successfully that model can create and reshape categories.

However, that has now become quite iterative, leaving some of the most interesting opportunities in questioning not simply what goes into a drink or food, but how the experience of drinking it is created.

INNOVATION FOR EVOLVING CONSUMER EXPECTATIONS

A new breed of expectations is coming to food and beverage as consumers want not only less sugar but also fewer artificial ingredients. Additionally, they are increasingly seeking functional responses from what they ingest. Yet, the industry’s traditional response to changing expectations has often been to add something else to the formulation. Sensory science offers another route.

For example, around 80 percent of what we perceive as taste is influenced by retronasal smell, where aromas travel from the mouth to the olfactory system as we eat or drink.

This principle sits at the centre of air up®’s Scentaste™ technology. Our system delivers Taste by Scent, creating the perception of taste whilst consumers drink plain water. In this way, a natural aroma from a pod travels through the mouth to the olfactory system as someone drinks, whilst the water itself remains water, without sugar, sweeteners, or flavouring dissolved into it.

From an industry perspective, that technology’s significance goes beyond one bottle or one brand. It demonstrates that the composition of a beverage and the sensory experience of consuming it don’t necessarily have to be treated as the same thing.

SAVOURING THE TASTE

At air up®, our range of 25-plus taste pods illustrates the variety that can be created around the same underlying water. Any application to another beverage category would require its own development, testing, and evidence.

Furthermore, hydration is where this technology is particularly compelling because the fundamental consumer problem is surprisingly straightforward. People generally know that they should drink water – more water, just water. Nevertheless, the challenge is that many find plain water boring.

This reality means that hydration is not simply an education problem; it is a behavioural one.

Therefore, the opportunity for technology is not to keep reminding people to drink more, but to make the behaviour they already know is good for them sufficiently enjoyable that it becomes habitual.

Moreover, this is also why we do not believe the future of healthier beverages should be framed around demonising sugar. There is a meaningful difference between consciously choosing something sweet because you want to enjoy it and routinely consuming sugar or artificials through drinks without really thinking about them.

Ultimately, consumers rarely maintain behaviours that continually feel like a compromise, regardless of how beneficial they are told they might be.

THE NEXUS OF INNOVATION AND BEHAVIOUR

Start-ups are extremely good at challenging assumptions about how a category is supposed to work. Large consumer businesses are extremely adept at understanding the discipline required for a product to move from initial trial into repeated, everyday behaviour. The next phase of beverage innovation needs both.

When air up® launched in Germany in 2019, its first 80,000 bottles sold out in under six weeks, and the business is now active in 14 markets. Scientific novelty alone is not enough.

However, a product can attract enormous attention because consumers have never seen anything like it before, but the more important question is what happens when that initial curiosity disappears.

Does someone continue using it on an ordinary working day? That transition from novelty to habit should be one of the most important measures of successful consumer innovation.

A reusable bottle, for example, is not simply packaging for a liquid. People may carry it all day, so its physical design, drinking experience, durability, and ease of use all influence whether the desired behaviour sticks. The science and intellectual property can be complex behind the scenes; consequently, the benefit should become simpler at the point of use.

Functional and sensory propositions will become more sophisticated, but consumer trust will depend on businesses being extremely precise about what their technology actually does.

Claims need evidence, limitations need to be understood, and innovation should clarify the consumer proposition rather than surround it with unnecessary complexity.

MEANINGFUL CHANGE

I am interested not simply in how many products a hydration company can put into the market, but in whether those products materially change hydration behaviour.

Helping people enjoy pure water is a much more meaningful ambition if we can ultimately understand how much more water people drink and how many people build better hydration habits as a result. If technology solves a genuine human problem in a way that people enjoy enough to repeat, impact and commercial relevance should reinforce one another.

Additionally, whilst formulation will remain fundamental and functional ingredients will continue to create important new categories, formulation should no longer automatically be the answer to every consumer need.

The industry has spent decades becoming more sophisticated about what we can put into a drink. Sensory technology asks us to become equally sophisticated about what the human brain can perceive.

Sometimes the route to a better drink may not be adding something else to the liquid at all. It may be using science to make something as familiar as water sufficiently enjoyable that choosing it becomes a fun habit.

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