Sameer Kulkarni As food and beverage brands accelerate the move away from conventional plastics, compostable packaging is increasingly being positioned as a straightforward solution to mounting environmental and regulatory pressures. Yet when a new pack softens, leaks or fails in use, the material is often blamed. In reality, the problem is frequently less about whether compostable packaging works, and more about whether the right format has been matched to the product. With new packaging requirements coming into force and scrutiny of PFAS and environmental claims intensifying, Sameer Kulkarni, compliance and sustainability lead at Ecofy, explains how getting that specification right is becoming a commercial and compliance imperative. A brand switches its hot-food container to a compostable version, and within weeks the complaints arrive: the base softens under a saucy dish, a lid warps, a chilled drink cup sweats and leaks. The usual conclusion is that 'compostable doesn't work.' Nearly always, the material was capable. It was simply matched to the wrong job. That matters more in 2026 than it did even two years ago, because the switch is no longer optional. The EU's Packaging and Packaging Waste Regulation (Regulation (EU) 2025/40) came into force on 12 August 2026; in the United States, more than a dozen states have enacted restrictions on PFAS 'forever chemicals' in food packaging, with Maine's ban on nine categories of plant fibre food-contact packaging taking effect in May 2026. For food and beverage brands, compostable and PFAS-free packaging has moved from a marketing choice to a documented compliance requirement. Getting the specification right the first time is now a commercial issue as well as an environmental one. The first misconception to drop is that 'compostable' describes a single material. It is a category that includes moulded sugarcane fibre (bagasse), bamboo and wheat-straw pulp, PLA and CPLA and various coated and uncoated papers, each behaving very differently under heat, moisture, grease and time. Specifying 'the compostable option' without matching the format to the food is the root of most disappointing switches. From the production side, we see brands run into the same three mismatches again and again. Each maps to a question worth asking before a switch, not after. Does the material fit the food? The variables that decide performance are temperature, moisture, fat content and dwell time – for example, how long the food sits in the pack before it is eaten. A dry pastry and a hot biryani make entirely different demands. An uncoated fibre bowl that is perfect for a sandwich can fail under a curry left for twenty minutes; chilled and frozen lines add condensation; microwave reheating adds another stress. The useful question is never 'is this compostable?' but 'will this format hold this food, at this temperature, for this long?' Does the material fit the market? A compostable product only delivers its benefit where the infrastructure to process it exists, and that infrastructure is uneven. BioCycle's national survey found composting facilities accepting compostable packaging rising from 58% in 2018 to 71% more recently – real progress, but far from universal – while 45 of the 145 facilities surveyed run a zero-tolerance policy for contamination. Industrial-compostable is also not the same as home-compostable. Ship an industrially compostable pack into a region without industrial composting and it behaves like ordinary waste, and the environmental claim quietly collapses. Can you defend the claim? This is where brands carry the most reputational and regulatory risk, and where the data is sobering. When organisations Consumer Reports and The Counter, tested moulded fibre foodware, they found fluorine, an indicator of PFAS, in effectively every moulded fibre bowl tested, at levels several times higher than in many other packaging types. A product can be genuinely compostable and still carry a fluorochemical coating that makes it neither safe nor truly compostable. 'Compostable' and 'PFAS-free' are separate properties that must be separately verified: the actual certificate and its scope (not a supplier's logo), a total organic fluorine or PFAS test report, and evidence that the end-of-life claim holds in the destination market. Getting the balance right None of this makes compostable packaging hard. It makes it a packaging engineering decision rather than a marketing swap. The brands that switch successfully put compostable options through the same rigour they apply to any spec: grease and temperature resistance, service life, transport and storage and documentation for every environmental claim. The ones that struggle tend to have ordered 'the compostable version' and expected it to behave exactly like the plastic it replaced. The encouraging part is that the material science has largely caught up. For most foodservice applications, there is now a compostable format that genuinely performs, and PFAS-free fibre, driven partly by the very testing and bans above, is increasingly the norm rather than the exception. The failures still circulating are rarely material failures. They are specification failures: a pack chosen for its label instead of its fit. As compostable packaging shifts from gesture to default, successful brands will stop asking 'is it compostable?' and start asking 'is it the right compostable for this product, this market and this claim I can prove?' Get that right, and the switch works the first time. Get it wrong, and the material takes the blame for a decision made before it ever entered the picture.

Functional beverage brand Hiyo is expanding its social tonic portfolio with the launch of a limited-edition Apple Cinnamon flavour for the fall season. The new 0% ABV drink will be available for a limited time at Target stores nationwide, through Target.com and direct from Hiyo’s website. Apple Cinnamon combines the taste of fresh apples with subtle warming notes of cinnamon, positioning the product around the more relaxed and social occasions associated with the fall season. The launch reflects continued innovation in the functional and non-alcoholic beverage categories, where brands are increasingly using familiar seasonal flavours to create new drinking occasions and encourage repeat purchases. Like the rest of Hiyo’s range, Apple Cinnamon is formulated with a blend of organic adaptogens, nootropics and botanicals. Ingredients include ashwagandha, L-theanine, lion’s mane, lemon balm, passion flower and ginger. The brand positions the formulation as delivering its signature “float” experience, designed as an alternative to alcohol for consumers looking to socialise or unwind without consuming alcohol. With 0% ABV and 30 calories per can, the limited-edition flavour targets consumers seeking a lighter option for seasonal gatherings, meals and at-home occasions. George Youmans, co-founder and chief revenue officer at Hiyo, said: “We created Apple Cinnamon for the slower, cozier moments that make the season feel special, whether that’s hosting family, celebrating a fall tradition or turning an ordinary night in into something worth celebrating.” Youmans added that the product combines a flavour associated with the season with Hiyo’s established functional beverage proposition. The Apple Cinnamon launch comes amid a period of significant retail growth for Hiyo, which has expanded its distribution across the US through partnerships with major retailers including Target, Costco, Kroger, Whole Foods Market and Sprouts. The four-pack will retail at Target for an SRP of $13.99, while a 12-pack will be available through Hiyo’s direct-to-consumer channel for $44.99, while stocks last. The addition brings a distinctly seasonal flavour to Hiyo’s broader portfolio, which includes Blackberry Lemon, Passion Fruit Tangerine, Peach Mango, Pineapple Coconut, Strawberry Guava and Watermelon Lime. As the non-alcoholic and functional drinks markets continue to attract new consumers, Hiyo’s latest launch highlights how beverage brands are increasingly looking beyond traditional fruit flavours and into seasonal formats to create new occasions for alcohol-free drinking.

Hi-Chew has introduced a new flavour line-up for its returning Halloween Mystery Mix, featuring Green Apple, Orange Creamsicle and Cotton Candy alongside a new, unrevealed mystery flavour. The limited-edition assortment, from Morinaga America, marks the return of the seasonal mix with an updated selection of varieties for 2026. The new Mystery Flavor is presented as an all-white chewlet, with consumers invited to guess its identity as part of a nationwide flavour challenge launching on Tuesday 15 September. Teruhiro (Terry) Kawabe, chief representative for the USA and president and CEO of Morinaga America, said: “Today's consumers are looking for more than just flavour innovation. They want fun, engaging snacking experiences that spark curiosity and excitement." “Hi-Chew Halloween Mystery Mix delivers both, combining bold flavours with an element of surprise that transforms candy into a playful guessing game. The excitement of not knowing which flavour awaits inside every wrapper makes each chew even more fun, and we're thrilled to give fans a uniquely interactive way to enjoy Hi-Chew this Halloween season.” The seasonal packaging features Hi-Chew mascot Chewbie in a Frankenstein’s Monster-inspired costume. The individually wrapped confectionery is made with concentrated fruit juices alongside natural and artificial flavours. It is gluten-free and contains no colours from synthetic sources. Hi-Chew Halloween Mystery Mix is available in 5.6oz and 11.6oz stand-up pouches at retailers across the US, including Kroger, Target and Albertsons, as well as through the brand’s website.

Scottish dairy producer Rowan Glen is investing more than £1 million in its Palnure manufacturing site in Dumfries & Galloway, as it prepares to expand beyond yogurt into new dairy categories, including cottage cheese. The investment comprises more than £600,000 from Rowan Glen alongside a £400,000 grant awarded through the Scottish Government’s Food and Drink Processing Scheme Scotland. The programme will include changes to the factory layout, new production equipment and the creation of a high-care environment across its filling operations. Scheduled for completion by March 2027, the upgrades are expected to increase the site’s manufacturing flexibility and support Rowan Glen’s expansion into additional cultured dairy products. The company said the upgraded facility will enable it to manufacture cottage cheese in a range of pack formats, while providing scope to explore further chilled dairy opportunities across retail and foodservice. The investment follows the restart of Rowan Glen as an independent Scottish dairy business after the previous operation at Palnure closed in November 2022, resulting in the loss of 45 jobs. A nine-person team led by Baxter subsequently worked to relaunch the business. Rowan Glen said its workforce has since grown to around three times the size of the original restart team. Rowan Glen's managing director, Alan Baxter, said: “When the previous business closed and everyone was made redundant, there was a real possibility that those 45 jobs would never return and Rowan Glen could disappear for good. A small group of us were prepared to take a big risk to make sure that wouldn’t be the end of Rowan Glen." He continued: “We knew the skills and experience that existed in the team, and we knew there was real affection for the Rowan Glen brand across Scotland. Everything we’ve achieved since has been built on the commitment and hard work of that original team and the people who have joined us along the way." “When you’re building a business, there’s rarely time to stop and appreciate how far you’ve come. This investment is one of those moments. It’s a massive step for Rowan Glen and a big vote of confidence in our people, the brand and the future of Rowan Glen." “The Scottish Government’s Food and Drink Processing grant will allow us to accelerate our plans, significantly upgrade the factory and strengthen our manufacturing capability. It will give us much more flexibility to develop new products and move into areas such as cottage cheese, creating a better platform to innovate, grow and make more great Scottish dairy products here in Palnure.” The company currently sources all of its milk from farms in Dumfries & Galloway and said the expansion could enable it to process greater volumes of Scottish milk. It added that cottage cheese production would provide an additional use for skimmed milk, while cream separated during processing could be supplied to other food manufacturers. Rowan Glen currently supplies retail and foodservice customers, with its branded yogurts stocked by major supermarket retailers across Scotland. The Palnure facility produces around 20 million pots and bottles of cultured dairy products annually.

Carlsberg Britvic’s Tango brand is extending beyond the soft drinks aisle with the launch of a new range of boneless chicken bites inspired by the flavours of Tango Orange and Tango Apple. The new products have been developed through an exclusive licensing partnership between Tango and Food Brands Now (FBN), which describes itself as the UK’s first dedicated food and drink brand licensing agency. Set to launch nationwide across Iceland and The Food Warehouse from 1 September 2026, the range will include two variants: Tango Orange Boneless Chicken Bites and Tango Apple Boneless Chicken Bites. Each product combines boneless chicken bites with a crispy golden coating and a flavoured glaze, with the Orange variant delivering a zingy citrus profile and the Apple version featuring a sweeter, sticky glaze. The products will retail at £3.75 each, with a promotional offer of three packs for £10. The launch marks a significant category extension for Tango, bringing one of the UK’s best-known carbonated soft drink flavour profiles into the frozen food category. Designed for sharing occasions, family meals, match days and social gatherings, the products aim to tap into consumer demand for bold and distinctive flavour experiences, particularly within convenience-led and shareable food formats. Tango is positioning the range as “the tangiest of chicken bites”, using its established reputation for bold flavour and playful branding to create a differentiated proposition in the frozen aisle. David Laidler, brand director of carbonates at Carlsberg Britvic, said: “Tango is the perfect wingman to chicken. Bold fruit flavour, unmistakable Tang and a taste experience so intense, ‘you know when you’ve been Tango’d’. This partnership takes Tango into a new space, bringing flavour intensity from the drinks aisle to mealtimes.” The launch reflects the growing use of brand licensing to bring established food and drink brands into new product categories. Oliver Gilding, sales & licensing director at Food Brands Now, said: “Tango has always stood for bold, unapologetic flavour, so we wanted to create a product that delivers that same experience in food. These really are the tangiest of chicken bites, packed with the unmistakable punch of Tango Apple and Tango Orange in every mouthful. It’s a fun, disruptive innovation that brings something genuinely different to the category.” With its combination of established brand recognition, unconventional flavour pairings and frozen convenience, the new Tango Boneless Chicken Bites range is a notable example of beverage brands increasingly looking beyond their traditional categories. The products will be available in Iceland and The Food Warehouse stores nationwide from 1 September 2026.

Evertis has expanded its flexible packaging capabilities in North America with the installation of a new advanced Coex Cast film production line at its manufacturing site in Pesquería, Nuevo León, Mexico. The investment, completed in August, adds more than 9,600 metric tonnes of ultra-thin flexible film capacity to the market and takes total manufacturing capacity at the Evertis México site to more than 44,000 metric tonnes. The company said the new line represents a significant expansion of its capabilities in high-performance, PET-based flexible films, while helping bridge the gap between Evertis’ established expertise in rigid packaging and growing demand for ultra-thin flexible materials. The technology is expected to support food and beverage brands, processors and packaging converters seeking to reduce material use while maintaining the performance required for increasingly complex packaging applications. Manuel José Matos Gil, CEO of Evertis, said: “Bringing advanced COEX CAST technology to Evertis México extends our portfolio into ultra-thin flexible films at a moment when our customers are asking for higher performance from less material. It is a deliberate step in the evolution of Evertis.” The new production line features a six-extruder configuration capable of producing film structures of up to eight layers, allowing barrier properties to be tailored to individual packaging applications. According to Evertis, its in-house coextrusion technology can support customised formulations, the integration of recycled content and the development of structures designed to remain compatible with existing PET recycling streams. A key feature of the new capability is its potential for downgauging, enabling packaging producers to reduce material per pack while maintaining mechanical performance. This could help lower pack weight and material intensity without compromising the barrier, optical clarity and surface finish required for consumer-facing food and beverage packaging. Matt Smith, business development director at Evertis USA, said: “North American processors and brand owners have been clear with us: they want films that run reliably at speed, hold their shape through complex packaging applications, and reduce material without compromising performance." Smith continued: “The new COEX CAST line is engineered around these exact requirements. It strengthens our ability to better serve the US market with a premium packaging offering that our customers can build their brands around.” Evertis said the new line also forms part of its broader circular economy strategy, with the technology designed to support material reduction and the use of recycled content in flexible packaging structures. By producing thinner, high-performance PET films, the company aims to help brands reduce overall material consumption and packaging weight. The coextrusion capability will also support the development of flexible barrier structures designed to be compatible with established PET recycling systems. The expansion in Mexico comes as Evertis continues to invest in its wider North American manufacturing network. The company recently announced plans to build a new production facility in Columbia, South Carolina, representing a total investment of US$100 million. The plant is scheduled to begin operations in the first quarter of 2028, with first commercial sales expected in the second quarter of the year. Together, the Mexican expansion and planned US facility underline Evertis’ strategy to increase its regional manufacturing capabilities as demand grows for high-performance packaging materials that balance food protection, functionality and circularity. Founded in 1959, Evertis specialises in PET-based barrier films for food packaging and other applications. The company operates manufacturing sites in Portugal, Brazil, Italy and Mexico and continues to focus on increasing recycled content, improving recyclability and reducing the carbon footprint of its packaging solutions.

Brand Finance has released its top 100 most valuable food brand rankings for 2026, with Nestlé remaining on top, while Coca-Cola continues to top the 50 most valuable non-alcoholic drinks brands. Yili also retained its position as the world’s most valuable dairy brand in the latest report from the brand valuation consultancy. According to the new report, the world’s 100 most valuable food brands are collectively worth $278.3 billion in 2026, while the top 50 non-alcoholic drinks brands account for a combined $170.4 billion, and the top 10 dairy brands for $50.8 billion. While food and beverage brands have relied on price increases to navigate the past two years’ inflationary pressures, Brand Finance noted that conditions are now easing, resulting in a shift in the basis of competition. Nestlé remains the world’s most valuable food brand, with brand value up by 23% to $24.6 billion. Despite retaining its top spot among non-alcoholic drinks brands, however, Coca-Cola’s brand value was down by 1% to $46.1 billion. The report states that Coca-Cola has been surpassed on ‘brand strength’ by Chinese bottled water and tea brand Nongfu Spring, which saw a brand value increase of 38%, up to $15.3 billion. It now leads brand strength rankings ahead of Coca-Cola, which topped last year’s list, across measures of consumer trust and familiarity. Nongfu recorded a a Brand Strength Index score of 89.8/100, and a prestigious AAA+ brand strength rating. Similarly, in food, Sadia (brand value up 35% to $2.9 billion) and Amul (brand value up 22% to $5 billion) ranked as the sector’s strongest brands. They scored scored 93.5/100 and 93/100 respectively, alongside AAA+ brand strength ratings. Chinese brands’ presence across F&B categories is rising, with Yili’s brand value up 29% to $14.5 billion in 2026. Mengniu is also strengthening its position against Western competitors, valued at $6 billion. Meanwhile, Eastroc’s brand value rose by 62% to $5 billion, placing it among the fastest-growing non-alocholic drinks brands in the ranking as it expands beyond energy drinks into electrolyte and functional beverages. In non-alcoholic drinks, functional beverages now represent a combined $33.4 billion. Red Bull remains the category leader, with brand value up 27% to $12.3 billion in 2026, closely followed by Monster, up by 4% to $9.1 billion. Gatorade is next, achieving a 21% increase to $9 billion. Ginger ale specialist Canada Dry recorded the fastest brand value growth in the ranking, increasing by a significant 116% to $1.1 billion and highlighting growth opportunities for brands beyond the traditional category leaders. Juice brand Innocent also led growth in within its sub-category, with brand value up by 60% to $1.6 billion. Brand Finance pointed out the growing importance of better-for-you positioning for today’s brands, with successful players investing in product innovation, high-protein and functional formats as consumers become more discerning and health-conscious. In coffee and tea, worth a combined $19.4 billion, Nescafé remains the most valuable brand, with brand value up 20% to $5.6 billion. Yorkshire Tea, meanwhile, led on brand strength with a score of 83.1/100. Its brand value was also up by 32% to $751 million. Henry Farr, global sector head of food and drinks at Brand Finance, said this year’s winners are using “broad, flexible portfolios” to defend their market share against challenger brands, rather than relying on “historically strong positions” – though scale and heritage remain important advantages. “Diversification will become even more important as trends such as GLP-1 weight-loss drugs begin to reshape consumer demand,” he added. “Brands that build flexibility into their portfolios now will be better placed as these shifts accelerate.”

Giuseppe Gallo, founder of Italicus Rosolio di Bergamotto, has stepped down as CEO of the premium Italian aperitivo brand following its full acquisition and integration into Pernod Ricard. Giuseppe Gallo via LinkedIn The move brings to a close a decade-long chapter for Gallo, who launched Italicus in 2016 with the ambition of reviving the historic Italian rosolio category for a new generation of consumers and bartenders. Over the past 10 years, Italicus has developed into an internationally recognised name in the aperitivo category, selling more than 3 million bottles and expanding its distribution to 47 countries. The brand has also reported consistent double-digit growth and secured listings in bars, restaurants and hotels around the world. Founded on a modern interpretation of Italian heritage, Italicus has sought to establish itself at the premium end of the on-trade, with its distinctive bergamot-led flavour profile and bottle design helping it stand out in an increasingly competitive aperitivo market. In a statement shared on LinkedIn, Gallo reflected on the journey from launching the brand as what he described as “a bartender’s dream” to building an international business. “Since launching Italicus in 2016, we have pushed the boundaries of innovation in the aperitivo category, challenged industry conventions, and shown that building a truly iconic brand takes patience, vision, and unwavering commitment,” he said. Gallo said the time was right for the brand to move fully into its next phase under Pernod Ricard, allowing him to step away from his operational role. “I am incredibly proud that what started as a bartender’s dream has become the project of my life,” he said. “We created a unique modern Italian brand, built from the very top end of the on-trade, that has achieved what few brands ever do.” While stepping back from Italicus, Gallo said his focus on entrepreneurship and drinks innovation remains unchanged. He is now turning his attention to his newer venture, Savoia Vino Aperitivo. Top image: © Italicus

Natalie Dunbar This year's hot weather is estimated to have cost the UK economy approximately £4.4 billion in lost productivity, alongside wider effects on logistics, infrastructure and workforce health. For food and drink businesses, the risks go beyond the factory floor. Heat stress is affecting agricultural yields, increasing input costs and creating volatility across supply chains. Meanwhile, hospitality venues and hotels must manage higher cooling demand, protect guest comfort and respond to changing footfall patterns during extreme weather. Rather than treating heatwaves as short-term disruption, Natalie Dunbar, head of net zero services at Consultus Sustainability, discusses why this is more of a resilience issue. When the UK is faced with any extreme weather, the general consensus is to focus on the short-term impact and disruption, such as transport delays, demands for certain products or a change to business operations. But as the Climate Change Committee (CCC) has been frequently warning, the reality is far more systemic. The UK is fundamentally 'built for a climate that no longer exists', with cool summers and mild winters rapidly giving way to temperature extremes. From an absence of rain to drought in two-thirds of England, wildfires that have destroyed homes and the military deployed to assist with fire control, as well as amber alerts and major infrastructure impacts including school closures – the UK has faced arguably one of its most testing summers in recent history. Across Europe, the challenges continue, which also have a knock-on effect on the UK: some estimates suggest a total of €180 billion could be wiped off EU GDP by the heatwaves. For all sectors, the food and beverage industry included, the heat has become a core risk with the potential to leave long-lasting damage. Volatile supply chains The pressures start on the frontline, out in the fields. Evidence collected from recent heatwaves in previous years reveals grass and maize yields plummeting by roughly 50% in affected agricultural regions. High heat forces crops to be harvested prematurely to prevent complete loss, directly compromising ingredient quality and driving up input prices for food processors. In addition to our domestic challenges, there is our reliance on global trade, with the UK importing around 40% of its food supply. When weather spikes impact our overseas partners – such as Morocco's persistent heatwaves and floods – the impact ripples across British supply chains. Combined with the geopolitical impact on wheat stemming from the war in Ukraine, and multi-year low groundwater levels that are failing to replenish between seasons, manufacturers face continuous price volatility that is ultimately passed down the line to the consumer. Logistics stress Another disruptive climate impact takes place in our infrastructure. Transporting ingredients from farm to factory floor creates massive exposure risks. And as we have seen, our thermal threshold in the UK is not where it needs to be. Major rail routes experience line closures due to buckling tracks and overhead cable sagging, as they are designed to only withstand lower temperatures, which can cause huge delays to ambient and chilled products in transit. Once products do reach their processing facilities or retail environments, energy, cooling and water availability becomes even more essential. When heatwaves spike, there is heightened cooling demand from various refrigeration systems and this, coupled with increased demand on dwindling water supplies and reduced grid efficiency, leads to electrical outages. One of the main issues in the UK is that commercial assets have historically underinvested in heavy-duty cold storage. Supermarket units often break down due to the systems not being engineered for prolonged periods of heat. There has been a rise in the number of retailers now switching from open-chiller units to those with physical doors – a crucial step in saving energy and retaining chilled temperatures. Meanwhile, there is also a risk of dips in warehouse productivity, higher occupational risks for frontline workers and the need to adjust shift patterns to work in cooler times of the day. Meeting new consumer behaviour At the other end of the supply chain, heatwaves can alter market demand virtually overnight. Research shows that roughly 70% of shoppers change their eating habits during high temperatures, opting for lighter products and fresher ingredients for salads. Unprepared manufacturers and retailers therefore face immediate challenges trying to match their stock levels. Footfall in city centres can also drop by as much as 25% during peak hot weather spikes – something that impacts many high street food chains. Managing extreme heat is an operational balancing act for hospitality operators. Businesses often find themselves operating in a way to protect comfort and safety. For businesses able to afford air conditioning, constant use drives energy bills to peak levels, highlighting the urgent need for site-level shifts toward passive cooling design, building orientation and structural retrofitting. Moving to climate adaptation Currently, many organisations are focusing on decarbonisation and transitioning to net zero on various pathways – ultimately reducing their impact on the planet. While this is still critical, there is a dangerous blind spot regarding the immediate, physical impact on the business. Many become trapped in a reactive survival mode, treating each heatwave as a short-term emergency rather than a recurring financial threat. Building genuine business resilience requires a structured transition towards physical climate adaptation: Utilising TCFD frameworks: leverage the Task Force on Climate-related Financial Disclosures (TCFD) reporting process not merely as a compliance exercise but as a practical tool to map physical climate risks across locations, logistics routes and supply chains Audit infrastructure: assess refrigeration, cold-chain thresholds and ambient warehouse environments to bring in upgrades before heatwaves occur Supply chain collaboration: work directly with agricultural suppliers and transport partners to build flexible sourcing schedules, account for harvest volatility and support long-term water management strategies Adapt workplaces: formalise heat-response protocols, including flexible shift timings to protect workforce productivity and health Record-breaking summer temperatures are becoming a permanent feature of the UK commercial landscape. By identifying vulnerabilities early and embedding physical measures for resilience within core energy and operational strategies, food and beverage businesses can protect their supply chains, safeguard their workforces and secure long-term profitability.

The Americas Food & Beverage Show & Conference (AF&B), produced by World Trade Center Miami (WTCM), will mark its 30th anniversary this year, returning to the Miami Beach Convention Center from 14-16 September 2026. For three decades, AF&B has served as a premier meeting point for manufacturers, distributors, retailers, importers, exporters and buyers from across the Americas and beyond. Since its founding, AF&B has grown from a regional trade event into one of the industry's most significant international gatherings, drawing over 1,000 exhibitors and buyers from 120+ countries and welcoming more than 10,000 attendees each year. Over 30 years, the show has helped thousands of small and medium-sized businesses expand into new markets, forge lasting trade relationships and grow from local brands into global players. Ivan Barrios, president and CEO at WTCM, said: “This 30th anniversary is a milestone worth celebrating, but it's also a reminder of why this show exists. Over three decades, AF&B has stayed true to its mission of helping small and medium-sized businesses find real opportunities to grow internationally, and that mission is more important today than ever.” The 2026 edition will honour the show's history while expanding its programming, with an enhanced Center Stage and Beverage Stage line-up, an expanded Conference Program addressing tariffs, FDA compliance and international logistics, and special 30th anniversary programming and networking events to be announced in the coming weeks. Registration and Exhibitor information are available at AF&B's website.

Trubar Kids, a US-based plant-based snack bar brand, has introduced a new chocolate banana bread flavour in a collaboration with film producer Illumination, inspired by its Minions film. The chocolate banana bread bar delivers 8g of plant-based protein and 5g of sugar per bar, aiming to bring the indulgent taste of banana bread to a school lunchbox-friendly snacking format. It joins Trubar Kids’ existing line-up of flavours, including Fudge-Tastic Brownie, Iced Oatmeal Blast and Pop Goes Confetti, all of which will feature new Minions packaging as part of the collaboration. Trubar Kids’ bars are all made with 100% plant-based, gluten-free ingredients, and without seed oils or sugar alcohols. The range also contains no peanuts or tree nuts, further catering to free-from demand. The Minions collaboration products will be available at Sprouts, Albertsons and Safeway stores across the US, with further roll-out of the new offering set for Walmart and Whole Foods this autumn.

Unilever has confirmed that it is seeking a buyer for its Colman’s mustard brand as it looks to address potential competition concerns surrounding the planned combination of its food business with McCormick. The move comes as US food group McCormick prepares to acquire Unilever’s food operations in a $15.7 billion deal, which would bring together a portfolio including Hellmann’s, Knorr, Marmite and Pot Noodle. McCormick already owns French’s, one of the world’s leading mustard brands. A Unilever spokesperson told FoodBev: “A decision has been taken to market the Colman’s brand and assets to potential buyers in order to proactively seek to address potential competition concerns from the planned combination of Unilever Foods and McCormick. Discussions are ongoing and the operations continue as usual.” Sky News reported that the sale process was initiated while competition regulators scrutinise the proposed transaction. The valuation of the Colman’s brand is currently unclear. Under the deal, which is expected to close next year, Unilever shareholders will hold 65% of the combined company, with McCormick shareholders owning the remaining 35%. According to Sky News, the planned McCormick transaction is expected to create a global food business valued at approximately $66 billion. Top image: © Unilever