Pernod Ricard has signed an agreement to sell its Mumm Napa sparkling wine activities in the US to California-based wine and spirits company Trinchero. The deal will see Trinchero acquire the exclusive rights to manufacture and produce Mumm sparkling wines, excluding champagne, in the US. It will also market and distribute them across Canada, Mexico and select Caribbean markets. Trinchero is a family-owned company, based in the Napa Valley for over 75 years. The company aims to accelerate its growth in a high-profile category with this acquisition, while expanding its premium portfolio. As part of the transaction, Trinchero will take ownership of the Mumm Napa destination winery and its sparkling wine production facilities located in Rutherford, Napa Valley. The transaction includes the Mumm Sparkling California, Mumm Napa and DVX brands, but does not include any assets related to the G.H. Mumm Champagne brand or other international Mumm sparkling wines activities. Expected to close in spring 2026, subject to customary conditions, the deal reflects Pernod Ricard’s continuous assessment of its strategic opportunities and portfolio management. This aims to deliver sustainable value for shareholders, employees, clients and partners.

ICL has entered into a definitive agreement to acquire Bartek Ingredients, a global supplier of food-grade malic and fumaric acid used across food, beverage, confectionery and bakery applications. Under the terms of the deal, ICL will initially acquire approximately 50% of Bartek through a cash investment of about $90 million, with the first phase of the transaction expected to close in the first quarter of 2026, pending regulatory approvals and customary closing conditions. A second phase, which would result in full ownership, will be completed subject to business and integration milestones. Bartek Ingredients, headquartered in Ontario, Canada, generates roughly $65 million in annual revenue and distributes its products to customers in more than 40 countries. The company operates vertically integrated maleic anhydride and food-grade malic and fumaric acid production facilities, claimed to be the only of their kind in North America. Malic and fumaric acid are widely used by food and beverage manufacturers to enhance flavour profiles, extend shelf life and improve product stability. The ingredients also have applications in personal care and other industrial markets. Bartek is currently constructing a new production facility scheduled for completion in 2026. Once operational, the facility is expected to significantly expand production capacity and support increased participation in the global functional food ingredients market, which is projected to exceed $45 billion by 2030. ICL's president and CEO, Elad Aharonson, said: “This strategic acquisition helps position us for further growth, as we leverage our existing global food presence to expand into other food ingredient segments." Andrew Ross, CEO of Bartek Ingredients, said: “We expect to maximise our potential and capture an even larger share of the growing global functional food ingredients market by leveraging ICL’s global scale, technical expertise and R&D capabilities“. ICL is a global speciality minerals company serving food, agriculture and industrial markets, with approximately $7 billion in revenue in 2024. Its shares are listed on the New York Stock Exchange and the Tel Aviv Stock Exchange.

A new bio-based cup technology designed to address the environmental impact of single-use packaging is set to enter the UK market. VeriGreen Plus, described as the world’s first bio-based, biotransformable cup, will make its UK debut at Packaging Innovations & Empack 2026, taking place 11–12 February at the NEC Birmingham. Developed through a collaboration between eGreen International, a family-owned sustainable catering and packaging supplier, and Polymateria, a London-based polymer science company, VeriGreen Plus is engineered to be fully recyclable within existing waste streams. If the cup escapes collection, however, it is designed to biotransform safely in the natural environment, leaving no microplastics or toxic residue. The cups are made from fossil-fuel-free material derived from recycled cooking oil, using ISCC-certified inputs via a mass balance approach. During normal use, the material performs like conventional plastic, with a shelf life of up to three years. If exposed to environmental conditions such as heat, sunlight, air, and moisture after use, the material’s proprietary self-destruct technology is activated, converting the plastic into a biodegradable, wax-like substance that can be safely consumed by microorganisms. Independent testing under the BSI PAS 9017 standard verifies that the material fully biodegrades without generating microplastics, addressing growing concerns around fugitive plastic waste. According to industry estimates, disposable cups represent a significant contributor to plastic leakage, particularly in high-footfall environments where collection rates can be inconsistent. VeriGreen Plus has already been deployed at scale in demanding operational settings, including Twickenham Stadium, which began using the cups during the Women’s Rugby World Cup, and Liverpool Football Club, which has recently received its first delivery. These venues represent environments where reusables can be logistically challenging due to high volumes, short service windows, and loss rates. Designed for applications such as stadiums, festivals, coffee chains, and large-scale catering, VeriGreen Plus aims to offer operators a practical alternative where reuse is not feasible, while supporting recycling and providing an environmental safety net if waste escapes collection. The product is carbon neutral and features a QR code linking to consumer education content, supporting behaviour change alongside material innovation. With its UK debut at Packaging Innovations & Empack 2026, VeriGreen Plus positions itself as a scalable solution for foodservice and beverage operators seeking to balance functionality, regulatory compliance, and sustainability goals in single-use packaging.

The Good Food Institute (GFI) Europe has welcomed the European Commission’s new Biotech Act, but said it marks a ‘missed opportunity’ for food innovation due to its exclusion of novel foods from its regulatory sandbox scheme. The Biotech Act, published earlier this week, aims to boost the European Union (EU)’s global competitiveness in biotechnology. While it is largely focused on the health sector, it includes measures that can help commercialise the findings of European researchers working on advanced food-tech technologies such as precision fermentation. Precision fermentation involves training microbes to produce certain bioidentical molecules – such as dairy proteins like whey and casein – in a fermentation tank, without animal input. It is becoming more widely used in the animal-free dairy industry, as well as to create sustainable alternatives to ingredients like palm oil, which is widely used across the food sector but impacted by supply chain constraints and environmental concerns. Companies applying to sell new foods made with precision fermentation in the EU must apply to the European Food Standards Agency (EFSA), which will then initiate a thorough assessment of these foods’ safety and nutritional value before they can be sold across all 27 member states. The new Biotech Act proposes that EFSA expands the guidance provided to companies applying to sell novel foods. This would enable start-ups to request advice from regulators on the technical and scientific information required before making submissions. It also provides details about additional EFSA staff to ensure this function is adequately resourced. GFI welcomed these plans, noting that the measures will support innovation by adding clarity to the application process and preventing unnecessary authorisation delays by ensuring start-ups are clear on the data needed to apply. However, the Commission has excluded novel foods from its proposal to create regulatory sandboxes – controlled and time-limited environments designed to enable experts to design standards for new products. GFI is calling for sandboxes to be introduced across all regulatory food and feed categories, including novel foods, to ensure the full range of new production technologies benefits from these opportunities. Additionally, it has called on the Commission to build on plans to establish a pilot investment facility supporting the scale-up of health biotechnology industries. It proposes new financing for food biotechnologies in a planned second Biotech Act, expected to be published in late 2026. Seth Roberts, senior policy manager at GFI Europe, said: “By expanding the regulatory guidance available to food innovators, the Biotech Act will play an important role in bringing new products to market in a way that meets the EU’s world-beating safety standards, helping to drive green growth, reduce our reliance on imports and boost competitiveness”. He added: “But the Commission’s decision to block novel foods from the sandbox rollout is a disappointing move that marks a missed opportunity to drive forward evidence-based regulation while providing a forum for open dialogue that can give consumers more confidence in new products”. Research conducted by think tank Accenture found that around half of consumers in Germany, France and Spain were willing to try dairy and egg products made using precision fermentation if offered a free sample, or if someone prepared it for them. Around one in five said they would add these products to their diet, highlighting the opportunity that advanced fermentation technologies bring to the F&B industry and its ambitions to improve food security and sustainability.

Uncle Arnie’s, a US-based THC beverage brand, has introduced SodaPop, a new line of cannabis-infused sodas designed to deliver familiar flavours with a modern twist. The new offering debuts in 12-ounce cans and launches in three classic soda flavours: Strawberry, Orange and Grape. Each SodaPop can contains 10 milligrams of THC and is vegan, gluten-free and alcohol-free, positioning the product as an approachable option for consumers seeking a flavourful alternative to both traditional soda and alcoholic beverages. The line is designed to deliver a smooth, fast-acting experience, consistent with Uncle Arnie’s existing beverage portfolio, while emphasising bold, nostalgic flavour profiles. “SodaPop builds on our flavour-first philosophy,” said Theo Terris, CEO of Uncle Arnie’s. “We wanted to create something familiar and consistent that fits easily into everyday occasions, while still delivering the experience consumers expect from our brand.” By expanding into soda-style beverages, Uncle Arnie’s is broadening its product mix beyond iced teas, lemonades and shots, offering retailers an additional shelf-ready format that aligns with consumer demand for familiar flavours and alternative functional beverages. The soda format also allows the brand to tap into occasions traditionally dominated by soft drinks, while maintaining cannabis compliance standards. SodaPop is currently available in select markets and via e-commerce, with expanded retail distribution expected to roll out this winter. The launch supports Uncle Arnie’s ongoing strategy to diversify formats while maintaining consistency in dosage, flavour and consumer experience. Founded in California in 2020, Uncle Arnie’s has grown rapidly to become one of the leading THC beverage brands in the US. The company offers both hemp-derived and recreational THC beverages across 16 states, sold through liquor stores, grocery retailers, and licensed dispensaries. Its portfolio spans low- and mid-dose ready-to-drink beverages as well as higher-dose options available in regulated cannabis markets.

GEA has signed an agreement to acquire Hydract, a Denmark-based developer of water-hydraulic process valve technology, strengthening its technology portfolio for the beverage, dairy and pharmaceutical industries. Hydract specialises in water-hydraulic valve actuators, which use water rather than compressed air to operate process valves. By eliminating the need for energy-intensive air compressors, the technology can significantly reduce the energy required for valve actuation in hygienic and aseptic processing environments. Following the acquisition, GEA plans to integrate Hydract’s technology into its Valves & Pumps business unit within the company’s Pure Flow Processing division. Hydract’s actuators and valves will complement GEA’s existing portfolio of hygienic and aseptic single-seat, double-seat and control valves, offering customers an additional actuation option alongside traditional pneumatic systems. Unlike conventional pneumatic systems, water-hydraulic actuators can be regulated to any intermediate position, enabling precise and stable flow control. This capability supports continuous inline blending, faster product changeovers and late-stage product differentiation, features that are increasingly important for breweries and dairies running multiple products on shared processing lines. The technology is already in use at reference sites such as Carlsberg’s brewery in Fredericia, Denmark, where hydraulic valves are used to improve batch flexibility and optimise resource usage. Sören de Boon, senior vice president of GEA’s Valves & Pumps business unit, said the acquisition will allow GEA to offer both pneumatic and hydraulic actuation technologies within its modular valve programme, using standardised interfaces for engineering, automation and service. With the addition of Hydract, GEA will become one of the few process valve manufacturers to offer a consistent water-hydraulic actuation alternative for both single-seat and double-seat valves. The transaction is expected to close by the end of January 2026. Hydract's CEO, Peter Espersen, said: “Through GEA, breweries, dairies and pharmaceutical customers worldwide will gain access to our actuation technology, turning a specialised solution into a core element of efficiency and modernisation projects“. GEA plans to incorporate the Hydract portfolio into its broader flow components and system solutions, supporting existing and new applications across beverage, dairy and pharmaceutical processing plants.

FoodBev's Leah Smith brings you some of the highlights from Food Ingredients Europe 2025 in this exclusive podcast, featuring soundbites from Carbery, EPI Ingredients, Arla Foods Ingredients, HTBA, Tirlan, Meala FoodTech, ADM and MartinoRossi. Sit back, relax and listen to what some of this year's major players had to say about their latest innovations showcased, and the big trends driving product development this year. For more information on the show and further exhibitors, you can read our more in-depth, written review of the event here.

Releasing across major retailers from the beginning of January, the new flavour delivers an indulgent and on-trend taste, combining crunchy pillows with a smooth white chocolate and caramelised biscuit flavour filling. Caramelised biscuit is proving to be an increasingly trending flavour. In the breakfast category alone, caramelised biscuit cereals have seen a 52% value sales growth year-on-year. Freya Knight, Kellogg’s marketing manager, said: “We know that consumers are looking for variety when it comes to their morning meal and for those moments when only indulgence will do, Krave delivers just that.” Each 375g/410g pack has a recommended retail price of £3.50/£4. Krave Caramelised Biscuit and White Chocolate Flavour will be available nationwide at the start of 2026 and joins a line-up of chocolate-flavoured cereals.

Tom Hayes Ocean Spray Cranberries has announced that president and chief executive officer Tom Hayes will retire on 2 March 2026, following more than five years in the role. Hayes joined Ocean Spray in 2020, bringing decades of industry experience and a mandate to modernise the nearly 100-year-old farmer-owned cooperative. Before joining Ocean Spray, Hayes built a more than 30-year career leading some of the food industry’s most recognisable brands. His executive roles included leadership positions at Tyson Foods, Hillshire Brands, Sara Lee, ConAgra and Kraft Foods. He currently serves on the boards of Maple Leaf Foods and Basic American Foods. Hayes said: "The decision to retire is never easy, but I step down knowing this cooperative and brand are stronger than ever". During his tenure, Ocean Spray delivered consistent year-over-year results and continued to evolve its brand and innovation pipeline. “More than just business performance, [Hayes'] legacy is the team he shaped, leaders and employees united in their commitment to the farmer-owners that make up this historic brand cooperative,” Peter Dhillon, Ocean Spray’s board chairman, commented. Ocean Spray’s board of directors has initiated a comprehensive search for Hayes’ successor. In the interim, he will remain in an advisory role to the board until a new CEO is appointed. Founded in 1930, Ocean Spray is a global agricultural cooperative owned by approximately 700 family farmers across the US, Canada and Chile.

John Hanlin John Hanlin, PhD, vice president of R&D and food safety and quality management systems at Ecolab, explores how food and beverage companies can strengthen food safety by examining attitudes, behaviours, leadership and engagement with best-practice techniques at every level of the business. Every food and beverage company has a culture around food safety. But only some of them are actively shaping and strengthening it. When it comes to defining what, exactly, a “strong food safety culture” looks like, a surprising number of operations struggle to define it comprehensibly and in actionable terms. Many opt to define food safety in terms of what isn’t happening. For example: 'Food safety means successfully avoiding product contamination, excess scrap/rework and recalls'. Avoiding incidents is obviously a key outcome of strong food safety practices. But what’s often missing is a deeper look at how leading food and beverage manufacturers create the culture that drives those results. In its ideal form, food safety culture is the foundation of your food safety and quality management system. It is the vehicle through which a strong HACCP (Hazard Analysis Critical Control Point) plan translates into consistent, concrete food safety wins at every level. At the heart of food safety culture are four central pillars – attitudes, behaviours, leadership and engagement – that food and beverage manufacturers can use to build and maintain a strong foundation for their food safety and quality goals. These pillars offer a direct path toward a stronger food safety culture with concrete action items leaders can put into place. Pillar 1: Attitudes The way your team acts begins with the way they think. In the same way, a strong food safety culture begins with the attitudes held by its employees and the emphasis the company places on food safety. Ultimately, the sign of a good culture is what your teams do when no one from management is watching. Putting attitudes into practice Build an enthusiasm for food safety into every training programme. Remind the people working production lines that they are doing more than just producing a unit to fulfil a quota: they are creating real food that real people are going to eat or drink. Building this awareness into food safety training is the first step toward setting teams up for success. Tailor on-the-job food safety training to the specific requirements of a given task or responsibility as opposed to offering generic platitudes, eg. 'remember to prioritise food safety'. Demonstrate respect for your employees' time and perspectives by incorporating their feedback and suggestions into the continuous improvement of food safety procedures. Pillar 2: Behaviours Effective food safety requires clear communication, consistent action and real accountability. Strong cultures ensure teams follow well-defined, enforced standards. Putting attitudes into practice Clearly define parameters for hygiene practices (handwashing, proper clothing, work boots and PPE) when entering production areas. Create guidelines for further action when employees violate these hygiene practices. Create a centralised repository for the collection of data concerning SSOPs, complete with documentation on whether a cleaning and sanitation activity was performed, traceable to each individual. Build a centralised repository that can serve as a go-to source for job-specific food safety instructions and procedures. Pillar 3: Leadership Proper food safety behaviours are put into effect by floor operators, but they must be modelled by leaders and supervisors. Why? Because at the end of the day, leaders are responsible for drawing the clear connection between strong food safety and good business, an end result that benefits team members at every level. If it appears to be unimportant to supervisors, it will be viewed as unimportant to production associates. Putting leadership into practice Regularly incorporate food safety talking points into leadership communications and take care to directly connect them to positive customer and employee outcomes. Make food safety ambitions concrete by setting food safety goals each year. It is far easier to rally a team around a specific target as opposed to vague rhetoric. Demonstrate respect for food safety procedures by holding yourself accountable to the same standards as floor operators whenever you are observing onsite. If they can't wear their watch on the floor, neither can you! Pillar 4: Engagement Food safety is not a one-and-done endeavour, nor is food safety culture. By continuously engaging with floor operators and team members of all kinds, leadership can leverage the on-the-ground expertise pulsing throughout their teams toward smarter, more efficient and more effective food safety practices. Putting engagement into practice Create a regular cadence for soliciting employee feedback on food safety procedures. Gauge employee opinions on how well current procedures are being followed, whether new rules and restrictions are required, etc. Consider an always-on means of collecting anonymous feedback through a digital tool. Celebrate food safety wins, both big and small. Actively recognise the work of food safety leaders and other employees who bring food safety initiatives to life - through a recurring spotlight in an internal newsletter, for example. Prevent missteps. Prioritise safety. Build a lasting culture. The above four pillars provide a foundation for deploying your HACCP plan and delivering high-quality, food-safe products consistently. As you continue to fine-tune your food safety culture, it’s also useful to keep an eye out for the warning signs of a weak culture, all of which fall under what we like to call ‘The Four Cs’: Conflicting priorities: Teams aren't working as a cohesive unit. Warning signs: Preventive maintenance is consistently pushed back; sanitary design is deprioritised. Complacency: Teams don't have the tools or training they need. Warning signs: There is no desire to seek out pathogens within the plant; damaged equipment and utensils go unreplaced. Carelessness: Teams don't understand how seemingly small actions connect to food safety. Warning signs: Pre-op teams release visually soiled equipment to production; damaged equipment and utensils go unreplaced. Consequences: Teams lack accountability and motivation. Warming signs: Responsibility for food safety is passed around like a hot potato; employees aren't being recognised for achieving food safety and quality metrics. Remember: Your food safety culture is the foundation of your food safety and quality management system, and a genuinely motivated, educated and empowered team is the foundation of your food safety culture. When the people who keep your operations running share an understanding of food safety’s central role and a commitment to meeting food safety goals, there is no limit to how powerful your food safety function can grow.

British plant-based food brand Bosh has expanded its retail product range with three new ambient seasonings, launching into Ocado in February 2026. The new additions include Sweet & Smoky BBQ Seasoning, Citrus & Spice Zesty Seasoning, and Rich & Savoury Umami Seasoning. All are debuting in 120g tubs, rolling out from the week commencing 16 February. Each product offers a source of protein and fibre, and are claimed to be 25% lower in salt compared to similar conventional seasoning blends. Bosh said it developed the seasonings range with ease and versatility in mind. They can be used to add depth in cooking, or sprinkled onto dishes – such as meat alternatives, vegetables, soups, stews and scrambles – before serving, to add a finishing touch of flavour. The products are all priced at an RRP of £4.00 per 120g tub.

A new class action lawsuit has been filed against PepsiCo and Walmart, alleging a decade-long anti-competitive pricing scheme. Filed on 15 December in the US District Court for the Southern District of New York, the complaint claims that PepsiCo engaged in discriminatory pricing practices that advantaged Walmart, while artificially inflating prices for rival retailers. According to the lawsuit, PepsiCo provided preferential wholesale pricing and promotional incentives to Walmart for Pepsi products, allowing the supermarket chain to offer lower prices than other retailers. Meanwhile, PepsiCo is accused of withholding similar pricing advantages from independent and regional retailers, which, plaintiffs say, stifled price competition and led to higher consumer prices at non-Walmart outlets over a sustained period. The complaint further alleges that this coordinated pricing approach effectively neutralised retail competition among sellers of Pepsi’s beverage portfolio. The lawsuit is the latest development following earlier regulatory scrutiny of PepsiCo this year. In May, the Federal Trade Commission (FTC) dropped a related price discrimination case under the Robinson-Patman Act against PepsiCo after initiating action earlier in the year. That prior case alleged unfair pricing practices but was dismissed before trial. PepsiCo denied any wrongdoing. Another separate lawsuit was filed in August by plaintiff Michael Giannasca , also referencing Walmart – though Walmart is not named as a defendant in that case. This latest class action, brought against the companies by Martin Gelbspan, covers all US consumers who purchased Pepsi soft drinks from non-Walmart retailers since 2015.