Dr Arturs Rubens In Europe’s functional food and supplement market, innovation sometimes means looking to the past. Dr Arturs Rubens, chief operating officer at BF-ESSE, explains how reconstructing decades-old 'lost' formulations allows European CMOs to preserve craftsmanship, recover forgotten processes and turn legacy knowledge into market-ready functional products. In Europe’s fast-moving functional food and supplement market, the word innovation often means creating something new: a reformulated product, a novel bioactive, a faster process...but sometimes true innovation means something far less glamorous – resurrecting what has been lost. Across the continent, decades-old formulations and manufacturing techniques are quietly disappearing as companies merge, relocate or upgrade their production lines. The focus on efficiency and modernisation often comes at a cost: the loss of inherited process knowledge, equipment calibration data and even the human craftsmanship that once defined product quality. At BF-ESSE, we encountered this reality firsthand when a long-established European brand approached our R&D team with an unusual request: to replicate a sugar-coated tablet that had been produced for nearly half a century – but whose recipe, process parameters and tooling information had all vanished. The factory responsible for it had changed ownership, the old machinery had been discarded, and the skilled staff who once mastered the technique were gone. Rebuilding this 'lost formula' became both a technical challenge and a reflection on what the manufacturing world risks forgetting. Because in the rush toward progress, there remains a growing archive of legacy products that cannot be replicated on modern equipment – and a generation of know-how that must now be rediscovered rather than replaced. When modernisation erases memory When factories modernise, they rarely plan for what gets left behind. Production upgrades are supposed to make things faster, safer and more cost-efficient – yet in practice, many transitions also delete something irreplaceable: the tacit knowledge that once kept long-standing products alive. It often starts innocently. A company changes ownership, a new management team brings fresh strategy and a decision is made to 'optimise' production. Outdated lines are sold, unused machines scrapped and the staff who knew the quirks of those older systems quietly retire or move on. Months later, the brand receives an order for a legacy product – and suddenly discovers that the entire process has vanished. That is exactly what happened in the case that inspired this article. A European company, whose sugar-coated tablets had been produced reliably for almost 50 years, faced sudden problem which happened during corporate consolidation. By the time production obligations resurfaced, half the critical process infrastructure had been lost, along with the documentation and the people who understood it. What remained was a product with half a century of market trust – and no practical way to make it. This situation is not unique. Across Europe, dozens of brands hold archives of discontinued or 'dormant' formulas that could, in principle, still serve their consumers – if someone could translate that lost craftsmanship into today’s controlled, compliant and scalable processes. Reverse-engineering the past Rebuilding a discontinued product is a mix of science, investigation and intuition – a process that often feels closer to archaeology than R&D. In our case, the project began with two surviving tablets and a simple request: 'Can you make these again?' There were no formulation sheets, no tooling data, no coating specifications and no manufacturing site. Only the physical product itself – a small, sugar-coated tablet representing decades of craftsmanship. The first step was analytical. Our laboratory team dissected the samples to understand their internal structure, layer by layer. Basic physical testing revealed key metrics such as hardness, density and disintegration time, which helped us approximate the original compression profile. But the excipient composition and coating sequence had to be rediscovered through controlled experimentation – dozens of small pilot batches testing different filler systems, binders and press forces. Here, Latvia’s industrial heritage became an unexpected advantage. During the Soviet era, sugar coating was a common pharmaceutical technology – used widely across Eastern Europe to mask taste and protect active ingredients before modern polymer coatings existed. While most of Europe’s large-scale producers phased it out in the 1980s and 1990s, fragments of that knowledge survived in Baltic facilities and among technicians who trained under the old system. That legacy, still traceable through regional expertise, helped us understand the logic behind the lost process we were trying to recreate. Once a viable core tablet was established, the next challenge was the coating – a process that has almost vanished from modern nutraceutical manufacturing. Traditional sugar coating requires patience and manual skill. After a six-month search, we located a partner factory with experienced technicians still capable of layer-by-layer hand coating, colour matching and polishing – a skill set more akin to confectionery art than industrial production. Early trials were imperfect. The gloss was wrong; the colour memory didn’t match the client’s recollection. We reformulated pigments, adjusted drying curves to improve coating adhesion. Two full development cycles later, the results were finally indistinguishable from the original – not just in appearance, but in taste masking, gloss and stability. This reconstruction wasn’t just a success for one product. It became an act of documentation: every formulation variant and every observation were archived, transforming what had once been an undocumented tradition into a repeatable, validated process. The lost formula was no longer a mystery – it had become a mapped technology. When innovation becomes archaeology In research and manufacturing, we often speak about innovation as a forward-moving process – a constant search for the next formulation, the next material, the next technology. But occasionally, progress demands that we look in the opposite direction. Some of the most valuable lessons for the future are buried in what the industry has chosen to leave behind. The project to reconstruct a lost sugar-coated tablet was not an exercise in nostalgia; it was an act of industrial archaeology. Every fragment of knowledge we recovered – from compression curves to the rhythm of coating cycles – revealed how much human skill and empirical understanding had once been embedded in production. It reminded us that innovation and preservation are not opposites, but parts of the same continuum. In the rush to modernise, companies often discard old equipment, processes or documentation, assuming that what’s obsolete no longer has value. Yet as we learned, forgotten methods can hold the key to solving new challenges. Reconstructing them requires the same creativity, analytical discipline and technical precision that drive entirely new developments – perhaps even more. For us, this project became proof that innovation sometimes begins not with invention, but with rediscovery. Manufacturing isn’t only about efficiency; it’s also about continuity – preserving the tacit knowledge that gives products their identity and history. Sometimes, what appears to be progress in one sense is a kind of amnesia in another. And sometimes, the most forward-looking thing a manufacturer can do is to look back – to treat lost formulas not as relics, but as maps that still have routes worth retracing.

Heineken USA is broadening its non-alcoholic beer portfolio with the launch of Heineken 0.0 Cold Pressed Lime and Nectarine Juniper, marking the brand’s first foray into flavoured alcohol-free beers. The two new flavours target growing consumer demand for premium, zero-alcohol options that deliver taste without compromise. The new variants, double-brewed to remove alcohol while retaining Heineken’s signature malty and fruity notes, aim to close the 'flavour gap' in the non-alcoholic segment, which currently accounts for just 7% of flavoured beers, compared with 22% in the broader beer category. Cold Pressed Lime offers crisp citrus notes, while Nectarine Juniper delivers tropical fruit with a hint of floral juniper. Both contain 0.0% alcohol and 64 calories per serving. Maggie Timoney, CEO of Heineken USA, said the flavoured launches reflect shifting US consumer habits, with 81% of adults embracing non-alcoholic choices in social situations. “This subsegment is growing twice as fast as the overall non-alcoholic category, and taste variety is a top driver for purchase,” she noted. “Innovation is in our DNA, and these flavours represent the next chapter of growth for Heineken 0.0.” The products are beginning to appear on retail shelves in key US markets, including California, Texas and Florida, offering retailers an opportunity to capture incremental sales in the fast-growing alcohol-free segment. Heineken USA, a subsidiary of Heineken International, leads the US non-alcoholic beer market with Heineken 0.0, alongside other brands such as Heineken Original, Heineken Silver, Dos Equis and Tecate. The company continues to position non-alcoholic innovations as a vehicle to meet evolving consumer preferences for moderation, wellness, and social occasions.

Chiquita has completed the Yelloway banana pan-genome, a scientific milestone designed to accelerate the development of disease-resistant and climate-resilient bananas. The pan-genome, created through Yelloway, a joint venture between Chiquita and Dutch plant genetics company KeyGene, captures the full genetic diversity of Musa acuminata, the species underpinning widely grown varieties such as Cavendish and Gros Michel. By mapping naturally occurring genetic variation in high resolution, the pan-genome enables more precise breeding decisions, supporting the development of bananas better able to withstand Fusarium wilt Tropical Race 4 (TR4) and Black Sigatoka – two major diseases costing the global industry more than $100 million annually in protection measures. Oxford Nanopore sequencing technology underpinned the project, with cross-industry partners – including Innocent Drinks via its Farmer Innovation Fund – contributing expertise and funding. Chiquita plans to provide academic researchers with access to the pan-genome through a dedicated portal, promoting industry-wide collaboration and accelerating banana breeding research. “This pan-genome provides a high-resolution map of the banana genome,” said professor Gert Kema, board member of Yelloway. “It allows us to explore the full genetic landscape and deploy the most relevant material to combat disease threats.” Fernando Garcia-Bastidas, head of Yelloway’s breeding programme, added that the tool dramatically accelerates the development of varieties suited to a changing climate while meeting consumer expectations. Chiquita highlighted the milestone at Fruit Logistica in Berlin, reinforcing its strategy of science-led innovation and collaboration across the banana supply chain. The move positions Chiquita as a leader in banana innovation, supporting both growers and retailers by safeguarding long-term supply while aligning with sustainability and quality commitments under the brand’s 'Behind the Blue Sticker' initiative.

Walkers Sensations will launch two limited-edition sharing flavours for Easter, as the brand looks to capitalise on seasonal demand. The 2026 Easter line-up includes the return of Slow Roasted Lamb & Mint Sauce and the introduction of a new Chilli & Cocoa flavour. The lamb variant, previously described as a fan-favourite, returns following what the company said was strong consumer demand. The new Chilli & Cocoa flavour combines spice with sweetness, reflecting the growing sweet-and-savoury trend and nodding to chocolate’s prominence during Easter. Walkers Sensations Thai Sweet Chilli will also feature Easter-themed packaging, incorporating seasonal imagery including eggs, bunnies and spring flowers. All limited-edition flavours, along with the wider Walkers Sensations Potato Crisp range, are non-HFSS, allowing retailers to include them in prominent seasonal displays. The Easter range will roll out across grocery from 16 February at a recommended retail price of £2.50.

Celsius Holdings has appointed Christy Jacoby and John Short to its board of directors, following the resignation of Israel Kontorovsky and Michael Del Pozzo with immediate effect. Jacoby and Short were nominated by PepsiCo under the terms of agreements linked to its equity investment in the company, which entitle PepsiCo to nominate two directors to the board. Jacoby serves as senior vice president and chief financial officer of PepsiCo North America Operations. In that role, she oversees financial strategy and performance for PepsiCo’s approximately $40 billion food and beverage business, including Frito-Lay, Quaker North America and Pepsi Beverages. She has more than 20 years of experience in finance and operations across PepsiCo, including financial planning, revenue management, strategy, innovation, supply chain finance and go-to-market finance. Short is senior vice president of strategic partnerships and franchise at PepsiCo. He leads PepsiCo Beverages North America’s allied beverage partnerships, beverage mergers and acquisitions activity and independent bottler relations. He has more than 30 years of experience in the beverage and consumer packaged goods sectors, covering commercial strategy, revenue growth management, customer and channel leadership, operations, M&A, strategic partnerships and franchise bottling systems. “We thank Israel and Mike for their service and contributions during an important period of growth and evolution for Celsius Holdings,” said John Fieldly, chairman and CEO of Celsius Holdings. “As we continue to scale with discipline, operating rigor and portfolio clarity, we believe Christy and John bring highly relevant expertise that will further strengthen our Board and support our long-term value creation strategy.”

Ferrero UK is launching Kinder Bueno Dark, aiming to tap into premium dark chocolate demand while driving incremental value for retailers. dark c The new variant, rolling out this month (Feb 2026) in Tesco and Morrisons, keeps the brand’s established wafer-and-hazelnut format but replaces the milk coating with dark chocolate and a dark drizzle. By retaining the core format, Ferrero limits operational complexity for retailers while introducing flavour-led news into the fixture. The move comes as branded suppliers look for value growth in a market shaped by elevated cocoa costs and cautious consumer spending. Dark chocolate continues to skew towards young adult shoppers and carries stronger premium cues, offering scope for trade-up and improved margin mix versus standard milk lines. Kinder Bueno is currently the fourth-largest brand in the chocolate snack category by value, with 77% brand recognition in the UK. Rather than launching a new sub-brand, Ferrero is leveraging that equity to broaden the range across white, milk and now dark variants – a strategy designed to deepen shelf presence and encourage basket spend without fragmenting the fixture. For retailers, the commercial test will be incrementality. If Kinder Bueno Dark attracts new shoppers to the brand or drives higher average spend, it strengthens the case for flavour-led premium extensions as a lower-risk route to growth in a competitive and space-constrained chocolate aisle.

Soufflet Malt has officially broken ground on a €100 million (approximately ZAR 2 billion) malting facility in Midvaal, Gauteng, marking one of the most significant recent investments in South Africa’s brewing and agricultural value chain. The new facility follows a commercial partnership signed in March 2025 between Soufflet Malt and Heineken Beverages, under which Soufflet Malt will supply malt for Heineken’s South African brewing operations. Strategically located adjacent to Heineken Beverages’ Sedibeng Brewery near Johannesburg, the site is positioned to integrate directly into the brewer’s production infrastructure, supplying brands including Heineken, Amstel Lager, Sol and Windhoek. Once operational, the malthouse will have an annual production capacity of approximately 100,000 tonnes and is designed to source 100% of its barley from local South African growers, creating a fully localised malt supply chain for HEINEKEN’s domestic production. Construction, led by Abbeydale Projects, is expected to continue through 2026, with commissioning planned for mid-2027. The project is projected to create 55 permanent operational jobs at the Midvaal facility, around 200-300 indirect jobs across agriculture, logistics and related services, support for 200-250 farms across Gauteng, Western Cape, North West and Northern Cape provinces, and investment across 30,000-35,000 hectares of barley cultivation The facility will also contribute an estimated ZAR 750 million to local agricultural GDP, strengthening both rural economies and South Africa’s broader agri-industrial ecosystem. The Midvaal malthouse is being developed as the most technologically advanced malting facility in South Africa, incorporating trigeneration technology that produces electricity, heat and cooling, enabling emissions levels up to 50% below the industry average. Its proximity to the Sedibeng Brewery allows malt to be transferred directly via conveyors, significantly reducing transport emissions and logistics costs. High-efficiency steeping systems and closed-loop water technologies will further reduce freshwater usage. “This project is a strong vote of confidence in South Africa’s agricultural sector and will strengthen South Africa’s brewing value chain,” said Jorge Solis, CEO of Soufflet Malt. “By investing in local industrial capacity and working closely with farmers, we are building a resilient, sustainable, locally integrated malt supply chain.” The investment is underpinned by long-term agronomy programmes that support both commercial and emerging farmers through training, mentoring and technical support. Since 2018, Soufflet Malt and Heineken Beverages have collaborated to build a robust local barley supply base, preparing farmers to meet the quality and scale requirements of industrial malting. “This malthouse is a clear demonstration of our Brew a Better World ambitions in action,” said Jordi Borrut, Managing Director of Heineken Beverages. “By sourcing barley locally and producing malt alongside our brewery, we reduce imports, lower transport emissions and build a more resilient, lower-carbon supply chain.” Once operational, the facility will enable 100% localisation of Heineken Beverages’ malt supply, eliminating imported malt and supporting approximately 125,000 tonnes of locally sourced barley annually. The development reflects a broader industry shift toward supply chain localisation, sustainability integration and agricultural value-chain resilience in emerging markets. “Our investment in Midvaal stems from long-term partnerships with customers, farmers and local stakeholders,” said Guillaume Couture, president for EMEA at Soufflet Malt. “This facility is a tangible expression of our confidence in South Africa’s agricultural and brewing sectors.”

Kraft Heinz has paused work on its previously announced separation and will instead deploy $600 million in incremental investment across marketing, sales and R&D, as new chief executive Steve Cahillane pivots the company towards restoring profitable growth. The decision marks a shift for the $25 billion packaged food group, which had been exploring a break-up into two standalone publicly listed businesses. Management said it would 'pause work related to the separation' and no longer incur associated dis-synergies this year, effectively redirecting focus – and capital – back into the core portfolio. Cahillane said the priority is to ensure “all resources are fully focused on the execution of our operating plan,” framing the move as a pragmatic response to underperformance that he believes is “fixable and within our control”. $600m aimed at growth levers The $600 million investment will be channelled into marketing, sales capabilities and R&D, alongside initiatives to drive “product superiority” and selective pricing. The spend is incremental to the base and will weigh on 2026 operating profit, with the company guiding to a 14%-18% decline in constant-currency adjusted operating income next year as a result. For a business that has leaned heavily on cost discipline and pricing to defend margins in recent years, the move signals a rebalancing towards top-line stimulation – particularly in the US, where volumes have been under pressure. The focus on product superiority and R&D suggests a renewed emphasis on renovation and innovation within core platforms, while stepped-up marketing points to a more aggressive stance in defending share against private label and branded rivals. Strategic reset over structural overhaul Pausing the split reduces execution complexity and avoids additional stranded costs at a time when the group is already navigating commodity inflation and volume softness. It also suggests management sees more immediate value creation in operational improvement than in structural separation. Kraft Heinz generated $3.7 billion in free cash flow in 2025, giving it room to fund the commercial push while maintaining dividends and buybacks. Management reiterated confidence in its balance sheet and cash generation capacity to support the reset. For the wider F&B industry, the move underlines a broader shift among large CPG players: after a period dominated by portfolio reshaping and financial engineering, attention is returning to brand investment, innovation and in-market execution as the primary levers for sustainable growth. The key question for retailers and suppliers alike will be whether the $600 million injection can stabilise volumes and rebuild momentum quickly enough to justify the near-term hit to earnings – and whether the separation plan remains shelved permanently or merely delayed.

Plant-based oat milk chocolate brand HAPPi is set to shake up Easter 2026 with the launch of its new Pistachio Crunch Easter Egg, a flavour-forward innovation inspired by the viral Dubai chocolate trend. Crafted from HAPPi’s signature oat m!lk chocolate, the new egg blends pistachio with Kanafe (Kunafa) for a distinctive Middle Eastern flavour profile. The result is a balance of sweet, nutty notes and crisp texture, wrapped in smooth, velvety plant-based chocolate for a premium taste experience. Founder Gavin Cox explains: “Every year we consider the best flavour trends to inspire our latest Easter egg launches. Dubai chocolate continues to be huge in food and drink, so producing an egg inspired by those flavours seemed a no-brainer. Plus, the fact that it’s plant-based offers more customers the chance to experience this delicious flavour combination.” Made using 100% natural ingredients, the Pistachio Crunch egg offers a premium plant-based alternative for Easter gifting. HAPPi sources its ethically produced cacao from family-owned Luker’s Chocolate in Colombia, supporting sustainable farming practices and responsible supply chains. The HAPPi Pistachio Crunch Easter Egg (RRP £15.00, 155g) will be available from Waitrose and Amazon, joining the brand’s wider Easter range, which includes flavours such as Plain M!lk, Salted Honeycomb and Cherry & Almond.

Lactaid has officially expanded beyond milk and ice cream with the launch of new Lactaid Creamers, further extending its lactose-free dairy portfolio. The new line brings Lactaid’s signature lactose-free dairy positioning to the morning coffee routine, delivering the taste and texture of real dairy creamers, made with 100% real milk and cream, just without the lactose. The creamers are formulated with only five simple ingredients, are free from artificial flavours and gums and are designed to offer rich, indulgent flavour without compromising clean-label expectations. The new Lactaid Creamers debut in three flavours: French Vanilla, Caramel and Sweet Cream. The launch reflects Lactaid’s broader strategy to expand its presence across everyday consumption occasions, from traditional dairy staples like milk and ice cream to coffee customisation. According to the brand, the expansion aligns with growing consumer demand for functional dairy products that accommodate lactose intolerance without sacrificing taste or quality. Retail distribution for the creamers begins this month, with products merchandised in the dairy aisle alongside Lactaid’s full line-up of lactose-free dairy offerings.

The UK Supreme Court has delivered a significant judgment for the food and beverage industry, dismissing Oatly’s appeal and ruling that its trademark “Post Milk Generation” is invalid for use on oat-based food and drink products in the UK. In a unanimous decision in Dairy UK Ltd v Oatly AB, the Court held that the slogan unlawfully uses the protected term "milk" under UK-assimilated EU agricultural marketing law, even though it appears as part of a broader phrase rather than a product name. At the heart of the case was whether the word “milk” in “Post Milk Generation” constitutes a prohibited “designation” under Regulation (EU) No. 1308/2013 (retained in UK law post-Brexit), which reserves dairy terms exclusively for animal-derived products. The Supreme Court found that “milk” is being used as a designation, not merely as a cultural or generational reference and that the phrase does not clearly describe a characteristic quality of the product (such as being milk-free) in a sufficiently direct way to fall within the regulation’s exception. As a result, the trademark cannot be used on oat-based food and drink products, although it remains valid for non-food items such as merchandise. Richard May, partner at law firm Osborne Clarke, said: “The key principle is straightforward: if a product is not derived from animal milk, it cannot be marketed using reserved dairy designations such as ‘milk’ or ‘cheese’." He continued: "In practical terms, terminology such as ‘oat milk’ or ‘plant-based cheese’ now carries heightened legal risk in the UK market. Marketing teams will need to ensure that product names and campaign messaging do not stray into protected territory.” Oatly strongly criticised the ruling. Bryan Carroll, general manager for Oatly UK & Ireland, stated: “We are deeply disappointed by today’s UK Supreme Court ruling. In our view, prohibiting the trademarking of the slogan ‘Post Milk Generation’ for use on our products in the UK is a way to stifle competition and is not in the interests of the British public. This decision creates unnecessary confusion and an uneven playing field for plant-based products that solely benefits Big Dairy.” Despite the outcome, Oatly signalled it will continue to use the slogan on merchandise and remain committed to its sustainability-driven brand positioning. For the wider food and beverage sector, the ruling reinforces that branding, not just labelling, falls within regulatory scope. Even marketing slogans and trademarks can trigger legal restrictions if they reference protected product categories.

Alisia Heath With the 2025-2030 US Dietary Guidelines set to reshape the market, food companies face an implementation emergency. Beyond R&D, organisations must rethink structures and processes, using AI to adapt, anticipate change, and build future-ready portfolios. Alisia Heath, VP of R&D at NotCo, explains how F&B innovators can harness AI to navigate the new policy landscape. The newly introduced US Dietary Guidelines signal a major shift in how Americans are encouraged to eat, with a renewed mandate to prioritise 'real food,' reduce sugar, sodium and saturated fats, and move away from highly processed formulations. While nutrition policy can change overnight, traditional product innovation timelines still move at a glacial pace. For legacy R&D teams, adapting portfolios to meet evolving expectations typically takes 18 to 24 months, often requiring millions of dollars in reformulation efforts. Regardless of where brands land on the new food pyramid itself, the broader takeaway is clear: the rules are shifting. The existential question now facing the industry is how to pivot an entire portfolio toward 2026 standards when most innovation cycles remain analogue. A new era, with unanswered questions At a high level, the updated guidelines reinforce themes the industry has been navigating for years: improving nutritional profiles and delivering functional benefits like fibre and protein. However, ambiguity remains. While the guidance encourages consumers to avoid 'highly processed' foods, it stops short of offering a clear, operational definition. For food companies, this creates a complex decision-making environment. To future-proof their pipelines, brands will need to make informed assumptions and accept the risks associated with reformulation now to stay ahead of the curve. It is clear that clean label expectations aren’t going anywhere; therefore, the closer companies can get to whole ingredients, the more risk they mitigate as policies change. Why traditional R&D timelines no longer work Moving toward fewer processed ingredients is far from straightforward. Many legacy products rely on functional ingredients designed for stability, shelf life and cost efficiency. Removing or replacing these components ripples across the entire product equation. Changes in processing can impact: Flavour and texture consumers already love Shelf life and food safety Cost of goods and price accessibility Supply chain resilience Each product is a multidimensional system: taste, cost, regulation, nutrition, sustainability and shelf life all interact. Adjusting one variable affects every other outcome. Current linear R&D methods make reformulating this complexity too expensive and slow, limiting the number of iterations companies can realistically attempt. To address this, companies need to rethink their entire workflows, not just speed up individual steps. Rethinking innovation as a data challenge One of the most important shifts underway in food R&D is the recognition that innovation is no longer just a lab problem; it’s a data problem. Through Giuseppe AI, our proprietary platform, NotCo is collapsing the traditional time-to-market from years into weeks. Giuseppe synthesises ingredient chemistry, sensory readouts, manufacturing parameters and consumer data into a single decision-making engine. This allows us to: Reduce trial and error: We reduce physical trial and error by up to 10x, transforming bold ideas into market-ready products with unprecedented speed. Solve multidimensional challenges: The platform processes thousands of variables simultaneously. For example, in a recent beverage project, Giuseppe was able to 100% match the quantitative sensory experience of the full-sugar product, reducing the total sugar content from over 10g by 80%+ in just five weeks. Bridge the policy-to-shelf gap: AI becomes the missing layer between nutrition guidance and the shelf, helping brands pressure-test formulations against new frameworks instantly. The next wave of innovation in action We are already seeing this transformation in action through our work with major CPG partners. Through our partnership with Barry Callebaut, we are merging 100 years of chocolate expertise with AI to unlock health-forward formulations. Similarly, with The Magnum Ice Cream Company, we are piloting AI to solve complex formulation challenges in record time, ensuring they continue to shape the category while meeting evolving dietary expectations. In another recent case driven by HFSS (High in Fat, Salt or Sugar) regulations, we developed a sugar-free chocolate that achieved 100% less added sugar and 60% less sodium while securing a critical HFSS score of 3. By mapping the sucrose time-intensity curve via Giuseppe, we achieved a full-flavour profile in just three trials, preventing significant revenue loss for the client. As policy pressure and consumer demand continue to intersect, innovation is likely to accelerate most rapidly in categories where health perception and convenience overlap, including ready-to-eat meals, snacks, beverages, and better-for-you indulgences. Leading with curiosity For R&D leaders beginning to explore these tools, the most important mindset is curiosity. Artificial intelligence is not replacing scientific expertise; it is amplifying it. AI adoption is not a one-time upgrade; it is an ongoing capability-building process that will define how quickly companies can adapt to future shifts. As the 2025-2030 Dietary Guidelines make clear, the pace of change in food is only accelerating. The organisations that will thrive are those willing to rethink workflows, encourage experimentation and equip their innovation systems to evolve as fast as the policy does.