Danone is expanding its Oikos and Light + Fit yogurt ranges with new dessert-inspired 'Remix' products, as major food groups seek to defend shelf space in an increasingly competitive snacking market dominated by bars, shakes and confectionery-style protein products. The new Remix flavours, now rolling out across major US retailers including Target, Kroger, Albertsons and Publix, combine non-fat yogurt bases with layered sweet mix-ins such as cookie pieces, granola and chocolate, while maintaining a high-protein positioning of 10-11g per serving. The move reflects a broader strategy among dairy manufacturers to reposition yogurt as a flexible, all-day snack rather than a breakfast staple, amid changing consumer eating patterns and intensifying competition from shelf-stable snacks. Danone’s Remix expansion targets consumers seeking a balance between indulgence and perceived health benefits, a space that has become increasingly crowded as protein claims proliferate across categories from bakery to confectionery. The Oikos Remix line has added flavours, including Cookies & Cream and Berry Dark Chocolate Crisp, while Light + Fit Remix has introduced Caramel Apple Snickerdoodle Pie, all positioned as portion-controlled snacks with calorie caps and protein credentials. For retailers, the appeal lies in incremental growth within chilled dairy, a category under pressure from private label, inflation-driven price sensitivity and declining traditional yogurt consumption in some markets. Mix-in formats also allow for premium pricing and differentiation within limited shelf space. Danone has previously invested heavily in protein-forward dairy across brands including Oikos, Light + Fit and Silk, as it seeks to capture demand from consumers trading up from traditional yogurt but not fully shifting to shakes or supplements. The strategy mirrors wider food industry efforts to 'hybridise' categories – borrowing cues from desserts and confectionery while retaining nutritional claims – as companies chase snacking occasions that deliver higher frequency and margins.

Dutch butter and dough producers Royal VIVBuisman and Van der Pol have formally merged to create Royal Van Ballegooijen Foods (Royal VBF), bringing more than 150 years of combined craftsmanship under a single company structure. The merger took effect on 1 January and unites Van der Pol’s dough portfolio with Royal VIVBuisman’s branded butter and ghee businesses, which include Wijsman, Royal Buisman Butter and Gold Medal Ghee. While the companies have operated closely for decades, they have continued as separate legal entities until now. Van der Pol has been part of the Royal VIVBuisman group since 1989, when it was acquired by the Van Ballegooijen family. In 2016, Royal VIVBuisman took over Van der Pol’s butter production activities, allowing Van der Pol to focus exclusively on dough manufacturing, including puff pastry, croissant dough and cookie dough chunks. According to the newly formed group, the merger consolidates administration, expertise and innovation capabilities, while maintaining existing brands and product quality. Royal VBF supplies both retail and B2B customers, with Royal VIVBuisman also active in private-label production. “This merger brings together not only our administration but above all our knowledge, craftsmanship and innovation,” the company said in a statement. “It strengthens the foundation for delivering high-quality butter and dough products to bakers, industrial partners and retailers worldwide.” The company added that the combined organisation will be more agile and efficient, enabling closer collaboration with customers across its markets. Bart Van Belleghem has been appointed managing director of Royal VBF, which is headquartered in Wijk en Aalburg in the Netherlands. “For generations, we have chosen quality, craftsmanship and flavour,” Van Belleghem said. “This merger not only helps us work more efficiently but above all enables us to be even closer to our customers.” The Van Ballegooijen family traces its business roots back to 1868 and has expanded through a series of acquisitions, including VIV in 1967, H.J. Wijsman & Zonen in 1973 and Royal Buisman in 1996. Van der Pol was founded in 1885 by Joost van der Pol and his wife and has built a strong position in butter-based dough products. Royal VBF will continue operating its established brands while integrating operations under the new corporate identity.

Future Ocean Foods, a trade association dedicated to the global alternative seafood industry, has announced it is seeking acquisition. The association encompasses businesses across the plant-based and cultivated seafood sector. Currently, the Canadian non-profit consists of 53 member businesses across 17 countries, which include start-ups, scientists and investors. Founded in 2023  by executive director Marissa Bronfman, Future Ocean Foods aims to foster collaboration and amplify the voice of the emerging alt-seafood industry, with a focus on accelerating sustainable solutions in food and beverage, health, wellness and materials. In a statement on LinkedIn, Bronfman said she is seeking support for the organisation in the form of a new leader as it approaches its next chapter. She calls for interest from venture capital firms in the blue tech economy looking for “exceptional and differentiated deal flow,” companies aiming to develop products for the food, health, wellness and beauty industries, and foundations working to save the world’s oceans. Future Ocean Foods said the opportunity offers a rare chance to take on a non-profit primed for significant expansion, with global demand for sustainable seafood alternatives on the rise. The organisation seeks an owner to unlock scalable ROI through corporate sponsorships, membership tiers, industry events, data and insights, and grants and partnerships. The acquisition would include the Future Ocean Foods brand and visual identity, and associated assets including its website domain, LinkedIn page and content library, full membership database, relationships with partners and ecosystem leaders, and the option to assume Canadian non-profit status and benefits. In her LinkedIn post, Bronfman wrote: “I’m so grateful for these last two years as founder and executive director. We’ve built an incredible foundation from which someone with vision and drive can catapult the organisation forward. I can’t wait to see what the future holds.”

Foodberry, a B2B food technology company and manufacturer, has entered into a strategic partnership with Bel US, part of the Bel Group, to develop new fruit-based snack products for the US market. Under the agreement, Bel will leverage Foodberry’s proprietary food technology platform to create snacks made with real fruit and protein, expanding Bel’s portfolio of portion-sized offerings while supporting its broader mission to provide healthier and more sustainable food options. The first product developed through the collaboration is expected to launch in select US markets in 2026. The partnership targets growth within the more than $6 billion US fruit snack category, with a focus on delivering nutrition, convenience and taste in new, bite-sized formats. By combining Bel’s established brands and go-to-market capabilities with Foodberry’s plant-based fruit coating technology, the companies aim to introduce mess-free, individually portioned snacks that incorporate fruit and functional ingredients in novel ways. Foodberry’s platform transforms real fruit purée into plant-based coatings that can encapsulate a range of fresh, frozen or shelf-stable foods, including cheese, nut butters and ice cream. The technology is supported by more than 20 issued utility patents and is designed to help brands reimagine familiar products in new formats while unlocking additional snacking occasions. “Bel’s commitment to accessible, nutritious food mirrors our own mission at Foodberry,” said Marty Kolewe, CEO of Foodberry. “Our work together is reimagining what’s possible in the snacking category, bringing real fruit and functional ingredients into convenient, portionable formats.” Bel executives said the collaboration strengthens the company’s leadership in portion-controlled snacking while aligning with consumer interest in quality ingredients and balanced nutrition. “Foodberry has made it possible to offer fruit and protein in a completely new and delicious bite-sized, mess-free format,” commented Caroline Sorlin, chief venture officer at Bel Group. “We’re proud to partner with an innovative company that shares our values around quality ingredients and accessible nutrition.” The partnership also aligns with the current Dietary Guidelines for Americans, which emphasises increased consumption of fruit and protein as part of a balanced diet. “This partnership will help bring our mission to life, making fruits, veggies and dairy more accessible for Americans through delicious, convenient and nutritious snacks,” added Carolina Cespedes Virguez, general manager of GoGo squeeZ at Bel US. All Foodberry products are developed and produced at the company’s custom-built R&D and manufacturing facility in Boston, Massachusetts. Its current commercial platforms include real fruit bites, fruit-coated ice cream bites and fruit-and-nut-butter bites. Bel US is part of the family-owned Bel Group, which has more than 160 years of experience in dairy, fruit, and vegetable snacking and is behind brands including Babybel, GoGo squeeZ, The Laughing Cow and Boursin.

Finsbury Food Group has launched a new own-brand cake concept, Little Big Cake, introducing what it claims is the 'UK’s first cake-only bento box' to reach supermarket shelves. The new format has debuted exclusively at Tesco, where it will be available for 12 weeks from 19 January. The launch marks Finsbury’s entry into the fast-growing bento cake trend, which has gained traction through independent bakeries and online gifting but has remained largely absent from mainstream grocery stores. The initial SKU, Paint the Town Red Velvet, combines a large red velvet cake with four mini cupcakes in a single, gift-ready box. The main cake features red velvet sponge layered with raspberry jam and topped with cream cheese frosting and funfetti sprinkles, while the cupcakes are finished with cream cheese frosting and a drizzle of jam. The product weighs 740g, serves up to eight people, and retails at £14. Finsbury said the concept is aimed at millennial and Gen Z shoppers seeking shareable, visually appealing desserts suitable for smaller celebrations and informal occasions. The packaging includes a built-in gift tag, positioning the product as an alternative to traditional gifting options such as flowers, chocolate or wine. Bento-style cakes are typically made to order and sold at a premium price point. Finsbury identified an opportunity to bring the format into supermarkets in a more accessible, impulse-friendly format that can be purchased as part of the weekly shop. The launch also represents a new brand platform for the bakery manufacturer, enabling faster innovation and seasonal flavour development across the cake category. “This launch reinforces Finsbury’s ambition to lead in bakery innovation,” said Ross Lowrey-Heywood, development innovation manager at Finsbury Food Group. “We want to be first to market, bring new ideas to shelves and excite shoppers with products that reflect changing tastes and lifestyles.” “Little Big Cake is all about spreading joy,” Kimberley Curtis, brand manager at Finsbury Food Group said. “It’s been created with shareability, indulgence and spontaneous celebration in mind, and Paint the Town Red Velvet is just the beginning.” Finsbury Food Group supplies bread, cakes, morning goods, and bakery snacks to major retailers, foodservice operators, and export markets across the UK and Europe.

Emsland Group has announced the launch of Emjel LC 15, a new functional starch solution aiming to transform the production of vegan and vegetarian confectionery. The ingredient solution is designed to bridge the gap between starch and gelatin systems, delivering the same processing ease traditionally associated with gelatin while serving demand for fully plant-based options. While conventional starch-based jellies require high cooking temperatures and complex processing conditions to achieve full gelatinisation and desired texture, Emsland said its Emjel LC 15 solution works efficiently under atmospheric conditions – much like gelatin. This makes production simpler and gentler on sensitive ingredients such as natural flavours, colours and vitamins, broadening the use of starches in premium jelly and gum applications. Manufacturers can use the solution to develop gelatin-free products without switching to pressure or vacuum cooking systems, while achieving the smooth, elastic texture and clear appearance consumers expect from gummies and jellies. The products can also benefit from improved thermostability, maintaining their structure at elevated temperatures where gelatin-based products may soften or melt. Emsland added that manufacturers can also reduce energy and consumption costs through lower cooking temperatures, an additional benefit alongside expansion into vegan, halal and kosher markets.

Olymel, one of Canada’s largest agri-food processors, has promoted its chief operating officer Daniel Rivest to chief executive officer, effective July 2026. Rivest will succeed Yanick Gervais, who has announced his decision to step down after ten years at the company, including five as president and CEO. Gervais informed the board of his intention more than a year ago to ensure a planned and orderly leadership transition. Olymel's board chair, Richard Ferland, said: “Yanick Gervais has been an outstanding leader. He steered a major transformation of our business model with vision, diligence and care, strengthening Olymel’s resilience and performance. His tenure at the helm of Olymel has left a lasting impact, and we’re deeply grateful to him.” Rivest joined Olymel in 2016 and previously served as senior vice-president of sales and marketing before being appointed COO. He brings more than 20 years of experience in food processing and has played a central role in delivering recent operational and commercial results, drawing on his understanding of the company’s structure and market challenges. “I’m honoured to be appointed CEO of Olymel,” said Rivest. “I’m taking on this responsibility with a clear focus on ensuring continuity in our strategic plan and preparing the company for future opportunities in our industry.” The leadership handover will take place in July 2026. To support continuity, Gervais will remain with the company as a strategic advisor until October 2027. Top image: © Olymel

Butterfly Equity has completed the acquisition of ePac Flexible Packaging, a producer of digitally printed flexible packaging, from an investor consortium that included Amcor and Indevco North America. Founded in 2016, ePac Holdings supplies flexible packaging to consumer packaged goods companies, with a strong focus on food and beverage brands. The company operates 14 facilities across the US and Canada and is built around its proprietary ePacONE platform, which enables short-run, order-to-demand production with automated quoting and rapid turnaround times. ePac’s existing leadership team, led by CEO and co-founder Virag Patel, will continue to run the business and has retained a significant ownership stake. Patel said: “Over the past decade, ePac has redefined the packaging model by putting the most advanced technology in the hands of the world’s most innovative brands. By partnering with Butterfly, we enter a new phase of acceleration." "This partnership allows us to continue disrupting the industry while leveraging Butterfly’s connectivity throughout the food and beverage ecosystem. Together, we will continue to evaluate and deploy next-generation technologies and platforms, like ePacONE, to deliver unmatched value and brand growth for our customers, regardless of their size or scale.” Butterfly's partner and head of investment team, Vishal Patel, commented: “We’re thrilled to partner with the ePac team as Butterfly’s first platform investment into the packaging market – a critical component of the food value chain". "Our deep and specialized expertise in food end markets will enable ePac’s growth while reinforcing its commitment to outstanding customer service for the leaders and innovators in food and other categories. ePac has already established itself as a market leader, and together we aim to build on that success.” Butterfly's managing director, Eric Tommarello, added: “We have been deeply impressed with ePac’s specialisation and their ability to lead the market. The company’s visionary management team has demonstrated a strong track record of execution, and we believe the combination of seamless technology, speed of service and an obsessive focus on the customer experience has created a scalable foundation for continued growth in the digitally printed packaging category.” Butterfly said the deal marks its first platform investment in the packaging sector. Financial terms of the transaction were not disclosed. Top image: © ePac Holdings

Recover 180 has expanded its hydration range with the launch of two new flavours, Tropical Ice and Orange Cream, as the brand enters 2026. The new additions are positioned as functional hydration drinks made with organic coconut water, vitamins and minerals, and contain no added sugar or artificial ingredients. Tropical Ice blends coconut, pineapple and lemon, while Orange Cream combines citrus with vanilla. Founder and CEO Lance Collins said the new flavours reflect growing demand for hydration products that balance performance with taste. "Great hydration starts with great flavour," said Collins. "Athletes, fitness enthusiasts, and everyday consumers want products that perform, but they also want something they genuinely enjoy drinking." "Tropical Ice and Orange Cream show how we continue to push flavour forward while delivering the clean, functional hydration people expect from Recover 180." The launches come as consumers continue to shift away from traditional sugary sports drinks toward cleaner, better-for-you hydration options. Tropical Ice and Orange Cream are available nationwide in the US in 16.9oz bottles, priced between $2.49 and $2.79, and in 12-packs priced at $32.99 via Amazon and the brand’s website. Further retail expansion is planned throughout 2026.

Chobani has launched a limited-edition coffee creamer concept called Flavor Drops, introducing short-run, single-batch flavours designed to rotate monthly. The new line debuts with Raspberry Rose, a botanical-inspired creamer combining floral rose notes with raspberry. Like the rest of Chobani’s dairy creamer portfolio, the Flavor Drops products are made with cream, milk, sugar and natural flavours. Timed to coincide with Valentine’s Day, the flavour will be available until 15 February, after which it will be discontinued. Flavor Drops marks a departure from Chobani’s usual seasonal launches, with each release positioned as a one-off product intended to create shelf and social media impact. According to the company, further flavours are planned throughout the year, with the next drop scheduled for June. Niel Sandfort, chief innovation officer at Chobani, said: “We love that our creamers can inspire fun, shareable moments, on and offline. Flavor Drops take that another step further. They let us break away from traditional seasonal limits and really make a splash on shelf and social.” Raspberry Rose has a recommended retail price of $6.09 and is being stocked at select US retailers including Target, Albertsons, Harris Teeter, Giant and Hy-Vee.

As robotics and AI reshape food manufacturing at unprecedented speed, traditional capital expenditure models are struggling to keep up. Here, food robotics solutions provider Chef Robotics explains why Robotics as a Service (RaaS) is gaining traction across the food industry, offering manufacturers a more flexible, scalable and future-proof alternative to upfront equipment investment – without the financial risk and rigidity of CapEx. Food manufacturers have long relied on capital expenditures (CapEx) to acquire essential equipment for their operations. This traditional approach – purchasing equipment outright and depreciating its cost over time – makes sense for one-time purchases of static assets. In the fast-evolving realm of technologies like robotics, where software and AI advancements occur at a blistering pace, this model proves less practical.  Enter Robotics as a Service (RaaS), a relatively new alternative tailored to deliver evolving robotics capabilities and meet the needs of modern manufacturing. Let’s explore what RaaS is and why it is rapidly becoming the preferred purchasing strategy for many manufacturers.  RaaS vs CapEx: Understanding the key differences Understanding CapEx Investments CapEx involves a large upfront purchase to acquire a piece of equipment outright. For instance, a food manufacturer investing in a new facility may purchase a host of conveyors and sealers. These assets get added to the balance sheet, and as the plant utilises the equipment, asset value depreciates over time. Due to the often substantial sticker prices of equipment, CapEx investments usually require a lot of upfront planning, involving coordination across operations, engineering and finance to get the scope over the line. Capital approval timelines can often stretch over several months.   This purchase model for automation has made sense for manufacturers who expect to see stable or growing volumes of a consistent product over several years, where changes in machinery are rare. Over the years, an equipment purchase pays for itself and delivers return on investment (ROI) to the manufacturer. However, at the time of purchase, manufacturers are unable to predict unexpected costs and additional needs that can quickly add up over time, increasing the total cost of ownership (TCO) of machinery and automation equipment. These items can include software updates or post-install customisation, spare parts and maintenance support or consultations. Understanding Robotics as a Service (RaaS) RaaS operates on a subscription-based model, much like Software as a Service (SaaS), which has taken root in the cloud software space. Before SaaS, if companies needed to purchase software like a customer relationship management system, human resources software like payroll or an enterprise resource planning, they installed on-premises servers. The advent of SaaS antiquated on-premises solutions because SaaS products are easier to onboard, more affordable and less risky than their on-premise counterparts.     Similarly, RaaS does not require manufacturers to pay a large upfront CapEx fee but a yearly recurring fee that covers all aspects of a robotics solution, including: Core hardware and software  Initial deployment support and training End-to-end support, including maintenance Software and AI updates   Food manufacturers can think of RaaS as a staffing agency for robots. Service providers become an extension of their team, dedicated to ensuring the solution’s success. As a result, RaaS is comparable to an OpEx cost like labour. The benefits of RaaS: Why it makes sense for the F&B industry All-inclusive pricing and faster budget approvals RaaS offers predictable pricing that simplifies planning and eliminates unexpected costs for food manufacturers. As RaaS subscription fees include hardware, software, maintenance and updates, the vendor bears the cost of these items. Manufacturers can avoid unexpected costs for items like a replacement part or software adjustments needed to support a new process or product. Most importantly, RaaS gets billed at a yearly flat rate without any hidden fees.    The pricing structure of RaaS products shortens budget approval processes from years to months. Budgeting gets simplified to a fixed, predictable amount, in contrast to potentially high unexpected expenses that arise when CapEx purchases need repairs or changes.  Faster time to ROI With minimal upfront investment and often short deployment time, RaaS enables manufacturers to realise a ROI much faster compared to traditional CapEx models. As RaaS matches the profile of a labour expense, manufacturers can see a payback period of months instead of the years typically required for large CapEx investments. Decision makers can allocate capital to other critical opportunities instead of reserving it for a specific piece of machinery on the production floor. Latest technology and future-proofing  The RaaS model ensures that food manufacturers have continuous access to cutting-edge technology, including software updates, hardware upgrades and new features. In times when AI models get more powerful every week, and technology that was cutting-edge a year ago is now obsolete, these continuous updates are critical to getting the most value out of a robotics solution. This future-proofing approach keeps a food manufacturer’s operations competitive and mitigates the risk of being leapfrogged by a competitor adopting a newer robotics solution with more advanced artificial intelligence models. Scalability and flexibility RaaS is adaptable to a food manufacturer’s changing needs – whether that involves onboarding new products, introducing new SKUs or deploying additional robots to boost throughput. To streamline purchasing, many RaaS contracts even include provisions for added robots to allow for faster deployments and help incorporate the cost advantages of larger order volumes. This flexibility enables manufacturers to scale their operations seamlessly and stay responsive to market demands.    The flexibility inherent in RaaS is especially crucial for industries such as high-mix food manufacturing. Manufacturers dealing with numerous SKUs – often changing daily with frequent new additions – rely on RaaS providers to continuously train AI models and optimise for best-in-class results. These recurring costs are similar to the hosting fees that streaming providers like Netflix incur to deliver content globally. Alignment of interests Under the RaaS model, a service provider’s success is directly tied to the customer’s success. Food manufacturers will only renew or expand a service contract if they see strong, positive value from it. To guarantee their own success, many RaaS providers thus invest heavily in their deployment services and customer support teams. By focusing on delivering ongoing value, RaaS fosters a partnership that prioritises mutual benefit and long-term success. Why RaaS is the smarter choice for many food manufacturers RaaS offers a predictable, cost-effective alternative to the high upfront investments and unpredictable follow-on costs of CapEx investments. The continuous improvements that go along with the RaaS model ensure that food manufacturers remain at the forefront of technological advancements, driving higher yields, better quality and increased production to meet demand. Ultimately, a RaaS provider’s success depends on creating exceptional value for customers. Providers like Chef Robotics are committed to building lasting partnerships with food manufacturers, ensuring every deployment delivers tangible benefits. As a result, manufacturers can focus on their core strengths – producing high-quality goods – while their robotics systems keep pace with the future.

With fewer headline launches and less promotional noise, Veganuary 2026 has felt noticeably quieter to some. As consumer tastes shift and food trends evolve, how can brands create genuinely exciting plant-based products with real shelf-life – during Veganuary and beyond? The Plant Base’s Melissa Bradshaw reports. At the height of the plant-based food and beverage boom in early 2020, Veganuary – the annual campaign encouraging consumers to ditch animal products for January and beyond – unleashed a wave of innovation. New launches flooded shelves, the word ‘vegan’ was everywhere and retailers championed expanded ranges with loud, confident fanfare. The UK fast food market was leading the charge with the introduction of major launches such as Greggs’ Vegan Steak Bake (following the debut of its iconic Vegan Sausage Roll for Veganuary 2019), Subway’s Meatless Meatball Marinara and Papa Johns’ Jackfruit Pepperoni pizza. © Greggs Stirring up excitement for both committed vegans and first-time Veganuary experimenters, these launches offered indulgent new treats for those avoiding meat and dairy – options that stood toe-to-toe with their non-vegan counterparts and no longer felt like a compromise in a traditionally meat-dominated sector. Six years later, the buzz around new launches feels somewhat muted – and consumers are taking notice. Despite Veganuary participation rising steadily since its launch in 2014, with an estimated 25.8 million people taking part globally last year, many believe the hype has begun to fade. Millie Wallage, business development officer at trade association and plant-based trademark provider The Vegetarian Society, told The Plant Base: “In previous years, Veganuary meant big supermarket moments, new launches, special buys and real excitement. This year, it’s felt more promotion-led, with fewer genuinely new products launching and a lot less noise.” Granted, this lack of noise doesn’t mean nothing is happening in the sector. Wallage acknowledged that changing terminology could play a role, pointing out that around 55% of brands are now opting for ‘plant-based’ trademarks over ‘vegan’ in an effort to attract wider audiences and appear less restrictive. “That shift, combined with more people eating plant-based more regularly, may mean Veganuary feels less like a standout moment than it once did,” she contemplated. The return of the falafel A common criticism this year, particularly in foodservice, is a lack of creativity in new vegan launches – echoing an era when falafel and hummus wraps dominated plant-based menus. The limited variety stands in stark contrast to earlier years, when meat alternatives were at their peak and Veganuary specials brought genuine novelty to the category. “Brands need to listen to what consumers are actually asking for,” said The Vegetarian Society’s Wallage. “There’s a long running joke that no one wants another falafel wrap, not because falafel is bad, but because the same ideas keep being repeated.” Subway’s 2026 Veganuary option this year features a smashed falafel patty, made from chickpeas, herbs and spices, while previous limited-edition offerings from the sub sandwich chain featured plant-based alternatives to meatballs, chicken and steak. Meanwhile, Starbucks UK has recently come under fire from dissatisfied vegans due to the removal of its Beyond Meat Breakfast Sandwich and introduction, instead, of a spinach and pea falafel wrap. Nicole Whittle, a vegan content creator known as ‘Vegan Beauty Girl,’ wrote on her Instagram: “Don’t get me wrong, I love falafel but if you think you’ll catch me in Subway or Starbucks for the vegan classic you’re hugely mistaken. I’ll be down at my local Middle Eastern food stall where it’s always done best.” Meanwhile, Costa Coffee’s new lunch options for Veganuary 2026 – an onion bhaji wrap and a tomato soup – have been met with further underwhelm from social media users. These more simple, veg-focused launches reflect the shift toward whole food-based products in the plant-based food and beverage industry. In recent years, growing concerns around ultra-processed foods – mass-produced food products that have undergone heavy industrial processing and are made with long lists of ingredients including synthetic additives, often with the goal of cutting costs – has resulted in a significant reputation hit for plant-based meat alternatives, many of which do contain ingredients like preservatives and thickeners to achieve an authentic meat-like texture. This shift could explain why foodservice chains seem to be playing it safe with familiar (or in the eyes of many, overdone) choices like the humble falafel. However, meat alternative brands such as Planted have developed ‘cleaner label’ options in recent years, made with simple, short and consumer-friendly ingredients lists. Additionally, minimally processed and gut-friendly options like tofu, tempeh and legumes have seen sales increase in retail, with these options able to provide ideal blank canvases for versatile, innovative recipe development through numerous seasoning and serving opportunities (think: scrambled tofu in a breakfast quesadilla, smoky bacon-flavoured tempeh in a ‘BLT’-inspired sub, or a chickpea ‘tuna mayo’-style wrap). Highlights for 2026 Though the array of choices has been criticised as less diverse this time around, there have been some stand-out innovations launched for Veganuary 2026. In retail, French alt-meat brand La Vie has added a dry, cured meat-style animal-free salami sticks product to its range of bacon alternative products. Claimed to be a first-of-its-kind innovation for the UK market, it taps into demand for vegan versions of on-the-go meat snacks, which are currently trending as consumers continue to seek high-protein products. Slovenian brand Juicy Marbles, meanwhile, debuted its new Umami Patty, aiming to hit the sweet spot between whole food-forward products and hyper-realistic alt-meat cuts, while retailer M&S introduced a coconut-based vegan kefir amid growing interest in gut health. In foodservice, pan-Asian restaurant chain Wagamama unveiled two bold new fusion dishes inspired by rising demand for global-inspired flavours. The Italian-inspired Udonara reimagines the classic carbonara dish with a Japanese twist, featuring thick udon noodles coated in a creamy sauce and topped with a vegan crispy bacon alternative, king oyster mushrooms and coriander cress. Meanwhile, a Mexican-inspired side dish, Tacomama, offers a crispy open gyoza wrapper in place of a traditional taco shell, topped with teriyaki mushrooms, Korean-style sweet potato mash, mixed leaves, vegan mayonnaise and pomegranate. © Wagamama Wagamama has a strong track record of Veganuary dishes that bring something new and exciting to the table, with previous special-edition dishes including the trendy Lion’s Mane ‘Steak’ Bulgogi and Firecracker Chick’n Ramen. However, these options have been made available only as limited-time options for Veganuary, disappearing from menus at the end of the month. And while the company pledged to commit to a 50% plant-based menu split in 2021, the chain disappointed some loyal customers in October 2025 by removing several of its popular vegan options, including the beloved Vegatsu – though the chain did introduce a new vegan katsu udon dish in its place, and emphasised that it continues to prioritise plant-based recipe development. Demand for core offerings Veganuary is often seen as a trial period for restaurants like Wagamama, and if a limited-edition product or dish turns out to be a hit, there could be hope for its return as a permanent menu offering later on. But often, when confined to the limited-edition launch arena, this is due to a number of factors including inability to keep up demand beyond January, and higher production costs associated with using premium ingredients. Georgina Stewart, a regulatory compliance expert and nutrition and regulatory advisor at The Nutrient Gap, shared in a post on LinkedIn: “When Veganuary ends, along with Dry January and those shiny new gym memberships, the plant-based ranges quietly retreat. The promotions disappear, the innovation gets packed away and everything is filed under ‘see you next January’. You can’t expect long-term behaviour change if the products vanish the moment January does.” She calls for more effort from retailers to promote and prioritise plant-based options year-round, adding that this takes the idea of plant-based eating beyond a “one month experiment”. Retailers are engaging in efforts to promote their Veganuary offerings this month – Tesco, for example, is offering 20% off all chilled plant-based foods until 27 January, as well as expanding its range with new listings such as the chilled, veg-led All Plants range, launched by Deliciously Ella entrepreneur Ella Mills after her acquisition of the Allplants ready meal brand in early 2025. However, the retailer saw slowing sales of plant-based products in 2025 despite an earlier target of achieving a 300% sales increase within its meat alternative ranges for the year, citing the growing interest in whole foods and a shift away from UPFs as its reason for missing the ambitious goal. Lidl GB, on the other hand, surpassed its original target of a 400% boost in own-label meat-free and milk alternative sales in 2025, achieving a whopping 694% increase as part of a broader commitment to increasing the proportion of plant-based protein to 25% of all protein sold by 2030. The Vegetarian Society’s Wallage observed that promotions are supporting the cause, commenting: “It’s encouraging to see brands like Linda McCartney now priced cheaper than some meat equivalents, helping to break the perception that plant-based eating is more expensive”. However, she called for a boost in product innovation, adding: “Vegans use their buying power in January to support innovation, only to see products disappear weeks later. Engaging with real consumer feedback and delivering genuinely differentiated products is far more likely to result in plant-based ranges that work all year round.” Developing winning products To develop differentiated products that appeal to consumers year-round, and not just for Veganuary, brands must appeal to the mainstream – not just to those trying plant-based as a January one-off. This means keeping ‘flexitarians’ front-of-mind, which now offer the biggest growth opportunity for the category as this way of eating (intentionally reducing animal products consumed, without eliminating completely) continues to rise. As well as a focus on less restrictive labelling that appeals to all, and ensuring products are competitively priced, the development of innovative formulations that genuinely taste good should clearly be top priority. There is a common misconception among consumers (particularly those that enjoy meat-heavy diets and don’t often turn toward plant-based options) that vegetarian or vegan automatically equals compromise on flavour. It’s crucial to tackle this viewpoint by introducing options in which taste and satisfaction have been considered carefully – the launch of a bland product that misses the mark on taste or texture will result in consumer disappointment, hindering repeat purchases not just of that brand’s product, but of other similar products in the category too. Daria Pashkova, marketing manager at yeast ingredients company Ohly, emphasised how prioritising umami flavours could be the key to success in January and beyond. “Plant-based options are a key driver of January's healthy eating trends; however, many products lack the depth of flavour or taste complexity,” she said. “Umami-rich ingredients can help to supply the savoury resonance needed to create more satisfying plant-based meals.” Umami-rich flavour innovation can also bring a welcome boost to products which have been developed with ‘better-for-you’ credentials at the forefront – while many Veganuary launches will aim to align with these trends and fulfil the demand for more veg-led, cleaner label options, they must work hard to ensure the reduction of sodium, saturated fat, sugar or artificial additives does not result in compromised indulgence. Today’s consumers are increasingly unwilling to compromise. Helen Zhang, marketing specialist at ingredients supplier Green Spring Technology, told The Plant Base: “The first purchase may be ethical, but the repeat purchase is purely sensory. The formulation must solve the classic challenges of off-notes and mouthfeel first. Then, it should add a ‘plus’ – be it a unique flavour profile, a vibrant natural colour or a functional benefit from botanicals.” She added that building a core portfolio requires ingredients that are scalable, consistently high-quality and backed by reliable technical support. “This ensures the product on shelf in January is identical to the one in July, building indispensable consumer trust,” Zhang concluded. Top image: © Wagamama