Alex de Vigan As food and beverage manufacturers face rising costs, tighter regulation and growing sustainability pressures, digital twins are emerging as a powerful tool for precision and performance. Alex de Vigan, CEO and founder of Nfinite, explores how real-time, data-driven simulations are transforming decision-making, resource efficiency and product quality across the industry. From energy costs to consumer demand for sustainability, few sectors operate under as much pressure and scrutiny as food and beverage manufacturing. As the industry continues its push toward automation and real-time decision-making, one challenge persists: the quality of the data used to run operations. Digital twins offer a compelling path forward. These are living, evolving models that replicate the physical world in precise digital form. By integrating data from sensors, production systems and AI models, digital twins allow manufacturers to simulate, test and optimise physical processes without interrupting them. For an industry where precision, safety and efficiency are paramount, that opens up new possibilities. And perhaps more importantly, it offers a way to bridge the persistent gap between what’s happening on the ground and the digital systems designed to increase efficiency and productivity. What is a digital twin? At its core, a digital twin is a high-fidelity replica of a physical product, system or process. But what makes it transformative is its ability to mirror reality in motion. Unlike static CAD files or isolated datasets, a digital twin is fed by real-time inputs (temperature, flow rates, pressure, viscosity, energy use) making it dynamic and interactive. In the context of F&B, this means manufacturers can simulate how a new recipe will perform under production conditions, identify where water usage can be reduced in a clean-in-place cycle or forecast how packaging changes will affect the entire logistics chain. By essence, they are operational tools. It is this blend of physics-informed modelling, live data, and spatial context that makes digital twins so powerful. Why it matters for the food and beverage industry In F&B manufacturing, precision is not optional. Whether mixing dairy emulsions or calibrating thermal treatment lines, there is little margin for error. Digital twins allow for an unprecedented level of simulation and scenario testing before any physical change is made. Process optimisation: By modelling entire production lines, manufacturers can run virtual stress tests on bottlenecks, trial different throughput levels or simulate cleaning cycles, all before implementation. This minimises downtime and avoids costly trial-and-error approaches. Resource efficiency: Digital twins can expose hidden inefficiencies in water, energy and raw material use. By correlating sensor data with real-time process flows, systems can suggest optimised configurations for resource savings, crucial in a sector under mounting environmental regulations. Predictive maintenance: By tracking the digital twin of a machine alongside its real-world counterpart, maintenance can shift from reactive to predictive. Anomalies become easier to detect, service schedules more accurate and asset lifespan extended. Quality and compliance: In highly regulated segments, digital twins offer traceability. Any deviation from predefined standards (temperature, humidity, ingredient ratios) can be flagged immediately. This strengthens food safety protocols and streamlines audits. Unlike industries that deal in discrete components or uniform materials, food and beverage manufacturing faces a unique blend of variables: biological inputs, perishable goods, tightly integrated supply chains and ever-shifting consumer trends. This complexity is precisely why digital twins are such a strong fit. Rather than treating each part of the system (processing, packaging, distribution) as isolated nodes, digital twins offer a unified view of how one decision affects the whole. For example, a formulation change in a beverage product might alter viscosity, which in turn affects flow rates, cleaning cycles, and fill accuracy. A digital twin can model all of this in advance, avoiding costly surprises during roll-out. Overcoming the barriers to scale Despite the clear benefits, deploying digital twins at scale is not without challenges. The technology sits at the intersection of engineering, data science and operations, requiring a shared language across teams that may not naturally collaborate. Common barriers include: Data integrity: Many legacy systems were not built with real-time data flow in mind. Harmonizing datasets across operations, engineering and IT teams remains a heavy lift. Model calibration: Twins must be continuously updated to stay accurate. That means constant validation against real-world measurements and processes. Sensor coverage: Without a robust network of reliable sensors, the twin’s insight is limited. Gaps in measurement lead to gaps in prediction. Change management: Perhaps most significantly, digital twins shift how decisions are made. This requires trust. Teams must evolve from intuition-led choices to model-informed strategies. These hurdles are not insurmountable, but they do require long-term commitment and a clear governance structure to fully embrace Physical AI. A practical roadmap for manufacturers For food and beverage companies exploring the potential of digital twins, a phased, pragmatic approach is best. Here are four principles that can guide implementation: Start with a high-impact use case: Choose a process or asset where the return on better visibility is clear, such as a thermal processing line or packaging station. Build strong data foundations: Ensure sensor networks are reliable, and data governance is in place. Combine physics-based and AI models: Hybrid models are often more robust than pure machine learning. They provide interpretable results grounded in domain knowledge. Measure what matters: Set technical KPIs from the start. These could include reduction in energy use, predictive accuracy, or mean time between failures. Let the metrics speak. The path forward Digital twins are not a silver bullet, but they are a compelling strategic lever. For food and beverage manufacturers navigating a world of growing complexity, evolving regulation and shrinking margins, they offer a new way to work: more precise, more agile and more data-driven. For F&B Leaders, this is an opportunity to rethink what visibility, planning, and control can look like when your systems anticipate the future.

From plant-based products to AI-driven processing, food innovation centres are quietly transforming the sector. By combining pilot-scale facilities, expert teams and collaborative ecosystems, they help manufacturers accelerate product development, reduce risk and bring tomorrow’s foods to market faster than ever. FoodBev's Leah Smith spoke with some of the UK's leading labs... Food innovation centres have become essential for companies navigating a rapidly, constantly changing market. By combining pilot-scale production, analytical testing and sensory evaluation, these centres allow manufacturers to experiment with new formulations and production methods before committing to full-scale launches. For smaller brands, they offer capabilities that would be prohibitively expensive to replicate in-house, effectively levelling the playing field. These labs also serve as hubs of expertise and collaboration. Scientists, product developers and technologists work alongside manufacturers to solve complex technical challenges, from ingredient optimisation to regulatory compliance. The co-location of skills, equipment and knowledge accelerates product development, reduces risk and ensures innovation is commercially viable and market-ready. Beyond individual companies, innovation labs strengthen the wider food ecosystem. By fostering collaboration between start-ups, multinational brands, universities and ingredient suppliers, they enable knowledge sharing, technology transfer and the rapid scaling of emerging solutions. They also support regional supply chains, attract investment and develop talent, making them a critical driver of both innovation and resilience across the food and beverage industry. Accelerating product development and collaboration The surge in plant-based foods, functional beverages and premium convenience products is accelerating both the pace and complexity of product development. Food innovation centres provide manufacturers with the laboratory facilities, pilot-scale equipment, and specialist expertise needed to bring new concepts to market efficiently and safely. Marchel Gorselink, global R&D director at FrieslandCampina, said: “In today’s fast-paced business environment, knowledge drives innovation. Insights must not only be generated but also shared and reused across all business units. Centralised knowledge creates a strong foundation for collaboration, efficiency and continuous improvement – turning information into impact in the business.” For small and mid-sized producers, building this infrastructure in-house is often prohibitively expensive. Innovation centres level the playing field, giving them access to the equipment, expertise and resources needed to develop new products and compete with larger manufacturers. “Centralised innovation centres, especially those located in universities, allow for larger collections of analytical and pilot plant kit to be made available for use, in contrast to each individual company investing in such lab and pilot facilities themselves,” noted Peter Noy from the University of Nottingham’s Food Innovation Centre. Keith Purdie, commercial director at Colworth Science Park, agreed, adding that: “Centralised centres offer significant cost and time efficiencies. Consolidating R&D and equipment into one shared space reduces duplication, accelerates decision-making and shortens development cycles, especially for perishable or fresh goods.” Subjit Jassy, asset manager at Gastronomica, highlighted that co-locating packaging, raw materials, brewing and other disciplines “gives teams direct access to leading technologies and expertise, accelerating experimentation and enabling more agile product development”. The most effective innovation centres go beyond being mere facilities – they function as ecosystems. By bringing together manufacturers, start-ups, academic researchers, retailers, investors and technical specialists, they create dynamic, interdisciplinary environments where ideas, expertise and technologies intersect to drive faster, more impactful innovation. “Building impactful innovation centres requires proactive collaboration,” said Jassy. “These spaces only work when the operator actively brings people together, aligns ambitions, and encourages partnership as part of everyday activity.” This collaborative ethos is echoed across the sector. At The Food WorksSW in Weston-super-Mare, UK, marketing and partnerships manager Rebecca Hale emphasises that a centre’s team must be “multi-disciplinary, with experience across food factories, product development, hospitality and local authorities” to meaningfully support diverse customer needs. “In our case," Noy added, "UoN's Food Innovation Centre benefits from being located within a university with a broad range of academic knowledge. There may be a fear that in a university there can be the temptation to look deeper into a project, but in some cases that is not required to answer the business question; the flip side is that if something interesting occurs during an R&D project and a company wishes to delve deeper, when you use an innovation centre at a university site, there is a high chance the right academic expertise can be found quickly.” Meanwhile, at the University of Greenwich’s Medway Food Innovation Centre (MFIC), Parag Acharya notes that cross-functional integration is essential for solving complex technical challenges. “Our specialists collaborate across sustainable processing, alternative proteins, flavour analysis, algae biotechnology and fresh produce storage. Housing these capabilities under one roof breaks down silos and supports faster, more holistic innovation.” Gorselink added: "Innovation is not a solo journey – it’s a network of ideas, expertise and partnerships. At the core of our R&D strategy is a commitment to outside-in exploration, ensuring that we stay connected to market trends, consumer needs and emerging technologies. This approach allows us to bring fresh perspectives into our organisation and transform them into impactful solutions.” Central to this network-driven approach is assembling the right team. Expertise and experience are the foundation of innovation – without people who can translate complex food science and technology into practical, market-ready solutions, even the most advanced facilities and equipment cannot deliver meaningful results. As Noy suggested: "The most important element is to get the right people, with the right expertise, those who are practitioners of applying food science and technology knowledge and who are able to understand the science but then translate it into practical solutions. The facilities and equipment can then follow when you know what the customer base using your services most requires. FoodWorks Innovation Centre Driving sustainability and emerging technology Sustainability goals are reshaping product development and manufacturing strategies. Innovation centres play a vital role in testing and validating low-carbon technologies, new ingredient streams and packaging formats. They are practical grounds for experimenting with: upcycled or alternative ingredients – something that is growing in popularity, especially with continuing supply chain issues; how to create products that are energy and water-efficient and use low-carbon manufacturing methods and ways to innovate everything from formulation to packaging. As MFIC's Acharya noted, centres like these must now prioritise elements such as “climate-resilient technologies, personalised nutrition solutions, alternative protein scaling and AI-driven food processing,” to reflect shifting consumer priorities and regulatory pressure. The ability to stay responsive to fast-changing regulations and market behaviour, Food WorksSW's Hale pointed out, comes down to purposeful collaboration: “We maintain systematic communication with customers, research bodies, networking organisations and service providers to ensure our offering evolves as the industry does”. Emerging brands remain some of the most powerful innovation drivers, yet scaling from concept to commercial production is notoriously challenging. Innovation centres reduce this risk through: Access to shared, high-grade equipment without upfront CAPEX Technical support and market-readiness programmes Links to investors, co-manufacturers and supply chain partners Flexible space and service packages that fit early-stage budgets “Start by building strong networks,” advised Hale. “Use shared facilities, attend industry events and test development kitchens before investing in your own. Many businesses manufacture with us one or two days a month; that flexibility is invaluable.” Acharya suggests smaller brands leverage academic partnerships, outsourced R&D, government-funded programmes and collaborative accelerators to stretch limited resources. MFIC’s four-month accelerator has already helped more than 120 businesses bring 36 new products to market. It’s also important to remember that while technology is helpful, it is humans who are creative. “Innovation isn’t just about technology – it’s about solving real business challenges,” said Gorselink. “Our approach combines understanding business priorities to ensure relevance and introducing new ideas that push boundaries and create growth opportunities. This synergy between business needs and creative thinking drives solutions that are both practical and visionary.” FoodWorks Innovation Centre Strengthening regional food economies Innovation centres don’t just support individual companies – they strengthen entire regional supply chains. By attracting investment and skilled talent, creating demand for local agriculture and ingredients, and enabling technology transfer into food and beverage manufacturing, these hubs build resilience across food systems while serving as focal points for clusters of complementary businesses, boosting regional economies. “Location is critical,” Colworth's Purdie emphasised. “Being in an innovation cluster like the UK’s Golden Triangle attracts talent, offers strong academic links, and makes it easier to collaborate.” At MFIC, proximity to London, Kent’s horticultural sector and the Thames Freeport offers competitive advantages ranging from market access to customs benefits for international firms entering the UK. For many emerging technologies, moving from lab to factory is the most precarious phase. This is where organisations like CPI play an essential role. “Innovation is most impactful when it’s close to the action,” said Gorselink “That’s why we also have specialised R&D teams co-located with local markets and production sites. This proximity ensures that ideas are tested, refined, and implemented where they can make the biggest difference – right at the heart of operations. He continued: “By embedding R&D throughout the organisation, centrally and locally, we enable end-to-end innovation. From concept development to market launch, our teams work across the value chain, ensuring rapid feedback loops between production and research, solutions tailored to local market needs and faster time-to-market for new products.” “One of the biggest hurdles in scaling is the investment needed for pilot-scale equipment,” Kris Wadrop, managing director – materials at CPI, explained. “Pilot plants are crucial for proving a process works, but they’re rarely economically sustainable for a single business.” CPI’s open-access model enables companies to validate processes, collect performance data and produce samples at industrially relevant scale – without the need for major capital investment. According to Wadrop, this support is crucial for helping emerging technologies “cross the valley of death” and move toward full-scale commercial production. Marty Martens, site manager at FrieslandCampina’s Innovation Centre Wageningen, told FoodBev: “Our innovation centres and hubs are strategically located near key partners, enabling seamless collaboration and knowledge exchange. This proximity fosters joint development initiatives with industry leaders and research institutes and access to specialised assets like our pilot plant at our innovation centre, resources and talent pools. To strengthen this ecosystem, we actively host conferences and initiatives that attract new talent, identify potential collaborations and showcase our capabilities as a leading innovator.” Natural Resources Institute, University of Greenwich The Future: Digitally enabled, flexible, highly integrated As AI, robotics, automation, precision fermentation and alternative proteins continue to advance, innovation centres are evolving to integrate these technologies, enabling faster, more flexible and data-driven product development. As Gorselink pointed out: “We live in a digital era where data and connectivity shape every decision. For us, the most critical step in innovation is identifying consumer and customer needs in specific regions – and translating those insights into products that truly make a difference.” FrieslandCampina's Martens agreed: “While our strategy is global, success depends on people. Each centre is powered by highly skilled employees with deep experience and specialised capabilities. Their expertise ensures that every idea is not only innovative but also feasible, scalable and impactful.” Future hubs are likely to feature Less physical lab space, as AI and virtual modelling reduce the need for early-stage physical trials More flexible, modular facilities that can be reconfigured quickly Campus-style environments with breakout spaces designed to spark interaction Smaller city-centre sites catering to next-generation scientists Stronger cross-border research networks linking UK hubs with EU and global innovation clusters “AI will increasingly be used to shorten development cycles, support food safety decisions and accelerate new ingredient development,” Noy said. At Colworth, Pioneer Group’s new Gastronomica incubator exemplifies this shift. The state-of-the-art 16,000 sq ft facility supports emerging food and drink businesses with shared infrastructure and a built-in ecosystem of established players, including new occupiers IRCA and Barry Callebaut. MFIC is also expanding into AI-driven food processing, eco-innovative protein extraction and cross-institutional collaboration, partnering with organisations such as Imperial College’s Bezos Centre for Sustainable Protein. Such initiatives highlight how food innovation centres have become central to the resilience, competitiveness and sustainability of the UK’s food and beverage sector. Gorselink summed it up perfectly: “Innovation centres are evolving from closed, company-centric hubs into open ecosystems that thrive on collaboration. The next five years will see a fundamental shift toward greater cooperation with the external world, especially with start-and scale-ups, but also companies from non-competing and competing industries. Instead of trying to build all expertise internally, innovation centres will actively invite external knowledge in-house, creating shared spaces for co-development and rapid learning.” “We’d expect some innovation centres to combine their expertise with computer scientists to accelerate the use of AI in food, and others will combine with clinical study facilities to address novel foods or nutraceutical validation," Nottingham University's Noy concluded. "In the future, we expect there will be many other frontiers of food innovation as well, but each will be at the intersections of disciplinary understanding.”

Three of the world’s largest dairy and infant nutrition companies, Nestlé, Danone and Lactalis, are facing heightened scrutiny after issuing recalls or halting distribution of infant formula products over concerns related to potential cereulide contamination. The situation first emerged in earlier this month, when Nestlé initiated a wide-ranging recall of multiple infant formula brands, including SMA and NAN, across more than 60 countries. The Swiss food group cited the possible presence of cereulide, a heat-stable toxin produced by Bacillus cereus , linked to a specific ingredient used in the affected products. While no confirmed illnesses were reported at the time, regulators such as the UK’s Food Standards Agency (FSA) advised caregivers not to feed infants with the recalled formulas as a precaution. Following the Nestlé recall, French dairy group Lactalis expanded the scope of the issue by voluntarily recalling six batches of its Picot brand infant milk formula. The affected products were distributed across at least 18 countries spanning Europe, Asia, Latin America, Africa and Oceania. Lactalis said cereulide had been detected in an ingredient supplied to the company, but emphasised that other production lots were unaffected and safe for consumption. In parallel, authorities in Singapore requested that Danone block the distribution of a batch of its Dumex Dulac 1 infant formula produced in Thailand. The move was described as a precautionary measure linked to the broader contamination concerns. Danone stated that internal testing did not identify any irregularities in the product, but the announcement nonetheless weighed on investor sentiment, with the company’s shares falling sharply following the alerts. Collectively, the actions taken by the three companies illustrate how safety concerns tied to specialised ingredients can rapidly escalate into global regulatory, reputational and commercial challenges. Cereulide is particularly difficult to manage because it is resistant to heat and may not be eliminated during standard processing, placing greater emphasis on upstream ingredient sourcing and testing. For dairy producers, ingredient suppliers and manufacturers, the recalls are prompting renewed focus on risk management, traceability and quality assurance systems within infant formula supply chains. Attention is likely to intensify around testing protocols for high-risk components – such as lipid-based ingredients, including ARA oil – as well as the speed and transparency of communication between manufacturers and regulators.

Sue Bell UK food manufacturer The Compleat Food Group has appointed former Marks & Spencer executive Sue Bell as its first chief technical officer, consolidating responsibility for technical, ESG and safety functions at board level as the business continues to scale under private equity ownership. Bell, who joins from a consulting background following more than three decades in the food industry, will report to chief executive Nick Field and oversee the group’s technical, environmental, social and governance (ESG), and safety, health and environment operations. This latest move marks the first time these functions have been brought together within the group’s senior leadership structure. For food manufacturers supplying major UK retailers, the appointment signals the growing strategic weight of technical governance, sustainability and compliance as businesses expand portfolios and production footprints. Retail scrutiny around food safety, provenance, environmental impact and ethical standards has intensified, particularly in chilled and own-label categories. Bell spent 32 years at Marks & Spencer, most recently as head of technology with responsibility across chilled and ambient food categories and packaging delivery. Over the past five years, she has worked as an independent consultant to food manufacturing and hospitality businesses including FareShare UK, Bernard Matthews and Whitbread, focusing on operational improvement and transformation programmes. Compleat, which was formed in 2021 and is backed by European private equity firm PAI Partners, has grown rapidly through a mix of branded expansion and own-label supply. The group generates annual revenues of around £1.4 billion and employs more than 6,300 people across 18 UK sites. Private-equity-backed food groups are increasingly formalising technical and ESG leadership as they seek to manage risk, meet retailer expectations and support future acquisitions. Bringing these functions under a single board-level role can help streamline decision-making and align sustainability goals with operational execution. Bell’s appointment follows the recent arrival of Nick Reade as UK managing director, further strengthening the senior management team as Compleat continues to expand across branded and own-label categories, including pastry, bakery, deli, plant-based foods and added-value protein products. Compleat owns brands including Wall’s Pastry, Pork Farms, Wrights, Squeaky Bean and unearthed, and supplies own-label products to major UK retailers and foodservice customers.

Hudsonville Ice Cream is expanding its licensed Little Debbie frozen portfolio, launching ice cream sandwiches based on two of the US snack cake brand’s best-known products, as food manufacturers continue to blur the lines between ambient snacking and frozen desserts. The new products aim to blur the lines between ambient snacking and frozen desserts and come in two variants – Oatmeal Creme Pies and Cosmic Brownies ice cream sandwiches. They build on an existing collaboration between Hudsonville and Little Debbie owner McKee Foods, which has already seen several of the snack brand’s flavours adapted into ice cream pints and bars. The launch underscores the growing appeal of brand extension deals as manufacturers look to accelerate innovation while reducing the risk associated with launching entirely new brands. Established snack brands with high consumer recognition are increasingly being leveraged to drive growth in adjacent categories, particularly indulgent frozen formats. The ice cream sandwiches combine vanilla or brownie-flavoured ice cream with baked components that mirror the original snack cakes, a format that allows Hudsonville to target impulse purchases and family consumption occasions within the highly competitive US ice cream aisle. Initial distribution will focus on large regional and national grocery chains including Kroger, Meijer, Hy-Vee and Hannaford, reflecting a strategy aimed at rapid scale rather than limited or seasonal rollout. Additional retailers could be added later, the company said. The US ice cream market has remained resilient despite pressure on discretionary spending, with licensed and nostalgia-led products proving particularly effective at driving trial and repeat purchases. Formats that tap into familiar flavours can help manufacturers defend shelf space as retailers rationalise ranges and prioritise proven sellers. Hudsonville, a family-owned ice cream manufacturer based in Michigan, has positioned licensing partnerships as a core part of its growth strategy, combining third-party brand equity with its vertically integrated production capabilities. The company operates what it describes as one of the most advanced ice cream manufacturing facilities in the US.

Scientists at University of California, Davis have identified the cellular and genetic mechanisms behind pistachio hull split, a long-standing problem that damages nuts, increases contamination risk and costs growers millions each year. Hull split occurs when the outer hull of the pistachio fruit cracks before harvest, allowing insects and fungi to enter. Around 4% of California’s pistachio crop is affected annually, though some cultivars can experience rates as high as 40% under certain conditions. The findings could help breeders develop varieties with more resilient hulls, supporting California’s $2 billion-a-year pistachio industry. The research shows that changes in pectin – a key component of plant cell walls – play a central role. As pistachio hulls ripen, the composition of pectin shifts, weakening the bonds between cells. This causes cells to separate, leading to cracks and tears in the hull. Published in the Journal of Experimental Botany , the study was led by recent PhD graduate Shuxiao “Susan” Zhang in the laboratory of plant sciences professor Georgia Drakakaki. Zhang identified specific genes that regulate how cell walls change during ripening, triggering hull breakdown. “This is the first time anyone has studied the pistachio hull at the anatomical and cellular level while also looking at gene expression and physiological data,” Drakakaki said. “Susan really got into the details of how the hull is built with different layers and how the cells in those layers are of different sizes. The layers respond differently to changes in pectin, and that causes the hull to split in different ways.” Linking anatomy, genetics and ripening Over a three-year period, researchers collected pistachio hull samples from commercial orchards near Fresno and from the Wolfskill Experimental Orchard near Winters. The team studied the state’s most widely grown varieties, including Kerman, Golden Hills and Lost Hills, sampling fruit at multiple stages late in hull development. Using advanced imaging techniques, the researchers measured hull thickness, cell size and the degree of cell adhesion, categorising hulls as intact, cracked or tattered. RNA analysis then revealed which genes were active at each developmental stage. The team found that while all hulls were intact 91 days after flowering, hull split increased as ripening progressed. Cells in the inner hull layer expanded during ripening, while outer-layer cells remained largely the same size. Combined with pectin modification in the cell walls, these differences generated internal stresses that caused the hull to split in distinct ways. Humidity and physical forces within the hull layers were also found to influence degradation. “This is one of the major novelty factors for our paper,” Zhang said. “Loads of people have looked at pectin in all kinds of fruits, but not many people have observed that, depending on which cell layer you’re in, the pectin, cell size and so on will change differently during ripening.” The work builds on earlier research by UC Davis scientists Grey Monroe and Barbara Blanco-Ulate, who assembled a reference genome for Pistacia vera ‘Kerman’ and defined key growth stages of the nut. Together, the studies provide a framework for linking fruit anatomy, ripening and genetic control. As the pistachio hull is botanically a fruit, despite the edible portion being the seed, the findings may also have relevance for other non-berry fruit crops that are susceptible to pre-harvest splitting.

Coco5, the coconut water brand backed by professional athletes, including basketball players Devin Booker and Charles Barkley, has closed a $10 million funding round as it looks to broaden its footprint beyond the traditional sports drink aisle. The capital injection will support the hiring of senior executives across sports nutrition, consumer packaged goods and retail, as the brand strengthens its leadership team to scale operations and drive new product innovation. Coco5 is centred on coconut water enriched with electrolytes, designed to support performance, recovery, and general wellness. The brand leverages its association with professional athletes to position itself at the intersection of sports nutrition and mainstream wellness. By combining natural hydration with functional benefits, Coco5 targets both active consumers and health-conscious shoppers seeking alternatives to traditional sports drinks. Flavours currently include cherry, lemon, passionfruit, pineapple and coconut. Originally distributed through sports and fitness channels, Coco5 is now expanding into healthcare, hospitality, and international wellness-focused markets. The brand is also exploring flavour extensions and additional product formats to broaden its functional beverage portfolio and capture a larger share of the growing hydration and wellness segment. The $10 million injection will fund strategic growth initiatives, including expanding key wellness-focused channels and accelerating product innovation. Coco5 has already begun seeing traction beyond the traditional sports drink aisle, reflecting broader consumer demand for functional, health-oriented beverages. The investment and leadership expansion could position Coco5 as a notable challenger in the functional hydration space, competing with established sports drink and wellness beverage brands both domestically and internationally. Featured image: © Coco5

Nestlé-owned brand Milkybar has launched a new white chocolate product in the UK and Ireland, expanding its range with a crunchy sharing format. The product combines crispy cereal balls coated in Milkybar white chocolate and is positioned as a sharing snack. According to Nestlé Confectionery, the Crunchy Pops are made with whole milk, Rainforest Alliance-certified cocoa and contain no artificial flavours. The launch adds to Milkybar’s existing portfolio of white chocolate blocks and buttons. Rachel Beaufoy, marketing manager at Nestlé Confectionery, said: “It’s an exciting year for Milkybar, and Crunchy Pops are a special launch for us. We’ve combined a delicious crunchy texture with our creamy white chocolate to create a treat we think people will love.” The launch coincides with Milkybar’s 90th anniversary. The brand was introduced in 1936 in the UK and Switzerland and has since become one of the UK’s best-known white chocolate brands. Milkybar Crunchy Pops White Chocolate sharing bags will be available in stores across the UK&I from next week.

Planet Oat, the US oat milk brand owned by HP Hood, has entered the zero-sugar coffee creamer segment, launching what it says are the category’s first oat-based creamers formulated with no sugar per serving. The move reflects growing pressure on food and beverage manufacturers to cut sugar without sacrificing taste, as consumers scrutinise labels more closely and regulators and health bodies continue to focus on sugar reduction. The new products – Zero Sugar Caramel and Zero Sugar Vanilla Cinnamon – extend Planet Oat’s presence in the fast-growing plant-based coffee creamer market, a category that has increasingly become a battleground for differentiation as traditional dairy and non-dairy players compete for space in both chilled and ambient aisles. For ingredient suppliers and manufacturers, the launch highlights ongoing innovation around flavour delivery and sweetness modulation in plant-based formats, where sugar has traditionally played a key role in mouthfeel and taste. Brands are now under pressure to deliver indulgent profiles while aligning with 'zero' and 'free-from' claims that resonate with health-conscious consumers. The creamers are free from dairy, lactose, gluten, soy and nuts, positioning them as inclusive alternatives aimed at consumers managing allergies or dietary restrictions – a strategy that has helped plant-based brands broaden their appeal beyond vegans. The US coffee creamer market has been shifting steadily towards functional and 'better-for-you' formulations, with reduced sugar, clean label sweeteners and plant-based fats becoming key areas of product development. Creamers, unlike core milk alternatives, allow brands to command higher margins and experiment more aggressively with flavour and formulation. Planet Oat has not disclosed pricing or distribution details for the new products. The brand has previously focused on mainstream retail penetration rather than niche health channels, suggesting the zero-sugar line is intended to scale rather than remain a specialist offering.

Nestlé is moving forward with plans to sell a stake in its bottled water division, setting up one of the food and beverage industry’s most closely watched carve-outs as private equity firms line up to back a business housing premium brands such as Perrier and S.Pellegrino, Bloomberg reported. The Swiss food group has invited first-round bids this month for the water unit, valued at around €5 billion, according to sources, with Rothschild advising on the transaction. The sale would mark a major step in Nestlé’s broader effort to refocus its portfolio and restore confidence following a turbulent period marked by regulatory scrutiny and reputational challenges. Buyout firms including PAI Partners, Blackstone, KKR, Bain Capital and Clayton Dubilier & Rice have expressed interest, Bloomberg previously reported. Banks are preparing between €2 billion and €3 billion of debt financing to support a potential deal, structured as leveraged loans in euros and dollars, the sources said. The financing would equate to roughly four to six times the unit’s estimated €500 million in earnings before interest, tax, depreciation and amortisation – a level that underscores both the strength of the underlying brands and the willingness of private equity to lean into consumer staples assets as dealmaking rebounds. Nestlé announced in late 2024 that it would separate its water business , long viewed by investors as a non-core asset relative to its faster-growing nutrition, health and premium food categories. Momentum around the sale has picked up following a leadership reset that saw Philipp Navratil appointed chief executive in September . The deal highlights how even globally recognised beverage brands are being reassessed amid rising environmental and regulatory pressures. Bottled water producers face intensifying scrutiny over plastic use, water sourcing and sustainability claims – risks that investors are factoring into valuations. Nestlé’s water division has also been under pressure after the company acknowledged in 2024 that it had used filtration methods not permitted for natural mineral waters in parts of its portfolio, while the group continues to manage a separate infant formula contamination crisis. Despite those challenges, bankers involved in the process say the water unit remains an attractive asset, anchored by premium brands with global distribution and pricing power.

In 2026, Faravelli marks 100 years of history with the launch of Stand Out, a new corporate campaign designed to redefine the company’s positioning and explore what it truly means to stand out today. Founded in Milan in 1926 by visionary entrepreneur and photography enthusiast Giusto Faravelli, the family-owned company has grown into an international player in the distribution of raw materials for the chemical, pharmaceutical, cosmetic, food, nutraceutical and pet food industries. Giusto Faravelli More than a slogan, Stand Out is conceived as an integrated communication platform. It reflects Faravelli’s long-standing human-to-human approach, even within a B2B context, and emphasises that while raw material quality is essential, it is only the starting point. True differentiation comes from vision, expertise, speed and the ability to deliver tailored solutions. The campaign unfolds across multiple touchpoints, including advertising, social media, video, digital banners and trade fair materials, and centres on a simple, recognisable creative device: a strong headline paired with subjects that appear to step out of the page, embodying the satisfaction of the end consumer. A visual and sensory narrative that highlights a clear idea: when the right choices are made, success becomes visible. Developed in collaboration with Milan-based creative agency Puzzle, Stand Out also introduces the official centenary logo, a compact and essential design symbolising balance, continuity and forward momentum. “With the right ingredients, and the right strategic partner, standing out from the competition is not difficult. It’s natural.” This is the message Faravelli chooses to share in its milestone year. And it’s only the beginning. To discover what’s coming next, the invitation is simple: follow the story on Faravelli’s official channels — website, LinkedIn page, new official Instagram page and YouTube.

William Grand As the FDA reviews sugar levels in pasteurised orange juice, industry attention has intensified. But amid the regulatory noise, are manufacturers overlooking the bigger nutritional opportunity? William Grand, CEO of NutriFusion, argues it’s time to shift the spotlight back to whole fruit – and why doing so could deliver both healthier consumers and stronger commercial returns. The topic of orange juice has become increasingly vivid, with a variety of industry voices weighing in as the FDA continues its exploration of cutting sugar levels. However, there is a very real possibility that the focus on the FDA’s activity has overshadowed the important focus on whole fruits, sources of nutrition that, along with their vegetable counterparts, have a critical role in daily diets. With the buzz around pasteurised orange juice so strong, which has garnered the interest of consumers to learn more, food and beverage manufacturers must strike while the iron is hot, engaging in dialogue with existing and potential customers about the value of whole fruits – in this case, oranges – and most importantly to find ways to incorporate whole fruits into the products they offer. Not only could this boost ROI for companies but also safeguard the health of individuals who seek their partnership for better nutrition. Orange juice is having a moment So, what exactly is causing consumers to tune in? The answer is likely somewhat sentimental: potential changes to America’s breakfast staple. The FDA’s recent exploration of pasteurised orange juice began in review of the set Standard of Identity (SOI), diving into the requirements for ingredients, development and processing, and juice content specifications. It was in 1963 that the minimum Brix level (a measurement of sugar content in a liquid) was established at 10.5%. However, with the steady decline of the Brix level for Florida oranges (much of which is attributed to severe weather and citrus greening), citrus growers have struggled significantly to hit the minimum level. Because of this strain, the FDA is proposing to lower the minimum Brix requirement for pasteurised orange juice to 10%, equating to about 1g less natural sugar in an 8oz serving. Taste will reportedly be unaffected by the change and will enable orange juice manufacturers to expand the range of juices that can be marketed and pasteurised. In addition to its delicious flavour, it’s important to note that love of orange juice is also based on the nutritional value that it brings to the table (literally). Data shows that on average, Americans consume only half the recommended daily servings of fruit, and that adding 100% fruit juice to a daily diet helps get them closer to needed consumption by around 50%. This is a great nutritional boost and certainly speaks volumes to the power of orange juice, but 'closer' still means falling short. It’s here where food and beverage manufacturers can take the existing orange juice narrative and pull it back to reintroduce the importance of whole fruit, potentially incorporating it into their product development focus. Pivoting back to the juicy source Research has indicated that there is great value in putting more of an emphasis on whole fruits vs. fruit juice. In fact, in 83 independent studies, researchers found that overall, concentrating on whole fruit consumption delivers more benefits. One key way is that whole fruit actually delivers a stronger sense of feeling full and longer (something that has been an issue with ultra-processed snacks that line today’s cupboards) while also maintaining crucial fibre that is often stripped away in the juicing process and plant-based compounds chockfull of anti-inflammatory and antioxidant properties. And while 100% fruit juice with its natural sugars is certainly beneficial (a fresh glass of vitamin C), studies show that it’s associated with weight gain due to an increase in calories, and that high consumption is tied to increased risks of various types of cancer (with mixed results appearing for Type 2 diabetes and hypertension). Large quantities are quickly absorbed into the bloodstream and delivered to the liver, so that over time, too much fructose will turn into fat, which can ultimately translate into fatty liver disease. For food and beverage manufacturers looking to become bigger players in the better-for-you space, these stats serve as a springboard for meaningful communication with consumers, and putting their money where their mouth is by improving products to better promote good health. Better understanding of consumer behaviours Before making any major moves, it’s important for food and beverage manufacturers to step back and really understand where the opportunity lies – and this is evident in the purchasing decisions of today’s consumers. A review of industry literature was conducted that explored consumer willingness to pay more for foods that are considered healthier. A total of 15 studies showed that in 23 experiments out of 26 (88.5%), consumers would pay a 5.6% to 91.5% (a mean of 30.7%) price premium for healthier foods. Studies also found that consumers have a unique willingness to purchase foods that contain reduced fat and wholegrains with additional fruit and vegetables. Clearly, consumers have a very real and increasing desire to eat healthier, an important behaviour that should not be ignored. Make Your mark, positively and impactfully For food and beverage manufacturers not directly involved in the orange juice game, the industry chatter may seem unapplicable, and therefore not worth following. However, nothing could be further from the truth. Companies should consider incorporating oranges (and other whole fruits, for that matter) into the products they produce to not only deliver nutritionally elevated items to existing customers, further cementing the relationship with them, but to also bring in new customers who are looking to align with better-for-you brands. The public, and an increased ROI, will thank you.