Sharon Bligh From climate change and biodiversity loss to public health and social inequality, the global food system sits at the crossroads of some of the world’s most urgent challenges. Sharon Bligh, director of health & sustainability at the Consumer Goods Forum, explores how, at a moment when environmental pressures, supply chain fragility and diet-related disease are all accelerating, transforming the food system is no longer optional – it is essential. Our world cannot function without food to nourish the population. The recent EAT-Lancet 2025 report offers a compelling perspective: the global food system alone holds decisive power in determining whether we can solve some of our biggest environmental and social challenges. The report shows that one-third of global greenhouse gas emissions come from food, while 40,000 early deaths could be prevented daily if more people adopted a healthier, planet-friendly diet. From supply chain stability to public health, the food industry sits at the heart of multiple interconnected issues. We can’t have healthy people on a sick planet or sick people on a healthy planet – the health of both is intimately connected. I regularly speak with leaders of FMCG and retail companies about the innovative approaches they are taking to unlock the potential of the food industry and the realities they are grappling with. I can see the huge potential for our industry to keep improving how we grow, transport and consume food. The hurdles we face are clear - and now it’s about determinedly sourcing and scaling practical solutions. Starting at the source: Farmers The journey to transforming the food system should begin at the farm level. Smallholder farmers produce 70–80% of the world’s food, yet they face immense threats from climate shocks and often struggle to meet their own food needs. The cocoa industry, for example, relies on African smallholder farmers who supply over 90% of global cocoa. Despite their central role, many live in poverty and lack access to nutritious food, resulting in poor health. Addressing these gaps through targeted nutrition and livelihood programmes can significantly improve farmer wellbeing and stabilise productivity. Workforce nutrition of smallholder farmers is not just a moral imperative, but a smart investment for businesses wanting to strengthen their supply chains. Equally important is tackling food loss at source. The Global Farm Loss Tool, developed by World Wide Fund for Nature (WWF), in partnership with the CGF, empowers growers to measure and reduce on-farm losses, helping to conserve resources, improve yields and increase profitability. Reducing waste before it enters the supply chain is one of the most efficient ways to cut unnecessary costs and emissions. Transport efficiency through collaboration Once food leaves the farm, it enters a complex web of logistics. Transport inefficiencies not only drive up costs, but they also contribute to spoilage, emissions and supply chain disruptions. To tackle this, collaboration is key. Retailers, suppliers and logistics providers must work together to streamline operations, share data and optimise routes. By aligning incentives and investing in smarter infrastructure, the whole value chain can produce less waste, ensure lower emissions and drive better profit margins across the board. In the UK, for example, Mondelēz International reduced transport emissions and costs by working with a retail partner to introduce double-decker trailers, doubling pallet capacity per truck. This simple but effective change cut the use of 2,600 trucks last year alone. In Canada, the company has enhanced logistics with another retailer by optimising the pooling pallet supply to one of their distribution centres. These initiatives are only possible through collaborations. Empowering healthier, more sustainable diets At the consumer level, the challenge is both behavioural and systemic. Diets low in nutrients are driving a global health crisis, while unsustainable consumption patterns are accelerating emissions caused by food waste. The food industry has a powerful role to play in shifting this trajectory. Reformulating products, promoting plant-based options and making healthier choices more accessible and appealing are all part of the solution. When nutritious options are seen as desirable, choosing them regularly becomes natural. The food industry can shift behaviours and create lasting change by providing consumers with clear, consistent information for making healthier choices. Labelling, marketing and digital tools can help bridge the gap between intention and action, turning healthy and plant-based eating into a habit. A compelling example comes from our supermarket and manufacturing members, who are offering fresh meal kits and promoting healthier cooking. By bundling together ingredients for popular recipes such as vegetable curries or stir-fry noodles, these companies are managing their inventory more efficiently, reducing on-shelf waste, while making healthy meals more desirable. While the exact approach will differ from shops and markets, this is a sign that targeted intervention can create concrete changes. A call for collective action Transforming how we grow, transport and consume food is not always about just doing more - it is about focusing on what matters most. To build a food system that is resilient and efficient, we must rethink how we work together. No company, government, or organisation can fix the food system alone. It is one of the most complex systems on Earth, involving farmers, manufacturers, retailers, policymakers and consumers. But this complexity only intensifies the need for collaboration. Through the CGF’s Coalitions of Actions, from Food Waste to Healthier Lives and the Climate Transition Coalition, we see firsthand what is possible when industry leaders come together to deliver change through pre-competitive collaboration. Creating a better food system together is a major piece of the puzzle to address some of our world’s biggest problems. I am confident the industry has the determination, ingenuity and capability to unleash this potential.

Innova/6, a private equity fund managed by Innova Capital, has announced the sale of its stake in Oshee, a Central European functional beverage and snack brands, to international investment firm Mid Europa Partners. The transaction marks the end of a nearly seven-year partnership during which Oshee almost quadrupled its revenues organically, surpassing PLN 750 million (approx. €170 million) in 2025. Over the same period, EBITDA increased more than fivefold, reflecting both top-line growth and operational scaling. Oshee has established itself in Poland’s isotonic and vitamin drinks market, building strong consumer loyalty among both professional athletes and everyday active consumers. Its portfolio spans isotonic drinks, vitamin beverages, energy drinks, protein bars and dietary supplements, with distribution now reaching 55 countries worldwide. During Innova Capital’s investment period, the company significantly expanded its product portfolio and played a central role in developing new market segments. These include vitamin-enriched beverages and modern hydration solutions such as water additives under the Oshee DI line, a fast-growing subcategory aligned with global trends in personalised and portable hydration. The group also strengthened its presence in the mineral water segment through the expansion of the Kinga Pienińska brand, sourced from one of Europe’s cleanest mountain regions. Production capacity increases under this label accelerated growth in the premium water category, complementing Oshee’s functional positioning. A comprehensive marketing and sponsorship strategy underpinned Oshee’s domestic leadership and international growth. Simultaneously, Oshee implemented a structured export strategy, shifting from a distributor-led approach to establishing direct sales structures in key international markets. Dedicated local marketing strategies supported this transformation. As a result, export sales increased fivefold, with the company achieving market leadership positions in countries including Finland, Lithuania and Bulgaria. Despite the ownership change, founders Dariusz Gałęzewski and Dominik Doliński will retain control of the business and remain actively involved in its development alongside Mid Europa Partners. "The history of Oshee’s development demonstrates how the entrepreneurial talent of its founders, combined with a well-conceived strategy and consistent execution, enabled the creation of a strong brand with global ambitions, "Leszek Muzyczyszyn, senior partner at Innova Capital. "We believe that, together with the new investor, Oshee will continue to strengthen its position in international markets and further expand its product portfolio," Muzyczyszyn added. The transaction is expected to close following customary regulatory approvals and standard closing conditions.

William Grant & Sons’ Hendrick’s Gin is launching a new permanent addition to its premium gin range, 'Another Hendrick’s,' marking the brand’s first line extension since 2017. The launch is positioned to reinforce Hendrick’s global premiumisation strategy and target a new generation of gin consumers. Another Hendrick’s combines the brand’s signature rose and cucumber with orange blossom and cacao, creating a distinctive flavour profile housed in a white apothecary-style bottle. Master distiller Lesley Gracie said the combination was developed to explore new sensory dimensions while remaining true to Hendrick’s characteristic complexity and lightness. From a commercial perspective, the launch expands Hendrick’s presence in both on- and off-trade channels. The product will roll out across 408 Sainsbury’s stores in the UK from February 22, with availability on Amazon from March 9, alongside selected premium bars and restaurants. The gin carries an ABV of 41.4% and a recommended retail price of £33, aligning with Hendrick’s established premium positioning. Hendrick’s parent company, William Grant & Sons, a sixth-generation family-owned distiller, has leveraged its portfolio of global spirits, including Glenfiddich, The Balvenie, and Monkey Shoulder, to reinforce the brand’s premium image. The launch of Another Hendrick’s reflects the company’s broader strategy to innovate within established premium categories and extend brand relevance in competitive gin markets. Hendrick’s marketing strategy includes the introduction of an 'Another Hendrick’s Spritz' cocktail to complement the classic Hendrick’s serve, highlighting the new expression’s versatility in mixed drinks and experiential on-trade occasions. The premium gin segment continues to grow in Europe and North America, driven by consumer demand for craft, distinctive flavours and heritage-led brands. By introducing a permanent new expression, Hendrick’s aims to capitalise on this trend while differentiating itself from competitors who rely primarily on limited editions or flavour variants. Hendrick’s Gin has maintained a reputation for innovation and creativity since its launch in 1999, with its distinctive cucumber and rose profile credited with helping to ignite a global 'gin renaissance'. Another Hendrick’s represents both a brand evolution and a tactical move to strengthen market share in the premium gin category, combining heritage credentials with new product appeal.

Arla Foods has announced the highest-ever supplementary payment to its farmer owners, reflecting a strong financial performance in 2025 and underscoring its commitment to supporting sustainable farming and local milk production. The cooperative’s Board of Representatives approved a total payout of €296 million, equivalent to 2.2 eurocents per kilogram of milk supplied, including interest on individual contributed capital. The payment exceeds the guaranteed supplementary level under Arla’s retainment policy and is part of the cooperative’s strategy to return profits to owners while enabling investment in farm development and sustainability initiatives. Jan Toft Nørgaard, chair of Arla, said the record payout demonstrates the company’s financial stability and its ability to deliver competitive returns to farmers across Denmark, Sweden, the UK, Germany, Belgium, Luxembourg and the Netherlands. “I am very pleased that the board of representatives have decided to pay out the highest supplementary payment ever to our farmer owners, demonstrating Arla’s financial strength and stability," he noted. "The payment is part of delivering a competitive return to our farmers to support them in continuing to develop their farms, invest in sustainability and continue local food production". Arla, which owns brands including Lurpak, Castello, and Puck, continues to emphasise sustainable operations while maintaining its position as a leading player in the international dairy market, including as the world’s largest manufacturer of organic dairy products. The record supplementary payment signals robust profitability amid rising global dairy demand, and highlights Arla’s approach of aligning farmer incentives with cooperative growth and long-term sustainability goals.

Dutch ingredients start-up Vivici has launched Vivitein LF in the US, introducing a precision-fermented version of lactoferrin that aims to address longstanding supply and cost constraints around one of dairy’s most prized functional proteins. Lactoferrin, a bioactive whey fraction associated with immune modulation, iron absorption and gut barrier support, is typically extracted in small quantities from milk, making it scarce and expensive. As a result, its use has largely been confined to premium infant formula and specialist medical nutrition. Vivici’s approach uses precision fermentation to produce lactoferrin without animal inputs, enabling higher purity and potentially a more predictable supply. The ingredient has achieved self-affirmed GRAS status in the US, clearing a key commercial hurdle and allowing food, beverage and supplement manufacturers to incorporate it into finished products. The move comes as demand accelerates across the $938 billion global health and wellness foods market, projected to exceed $2.2 trillion by 2032. Energy, gut health and immune resilience remain priority claims for consumers, creating expansion potential for lactoferrin beyond early-life nutrition into women’s health, active recovery and functional beverages. Vivitein LF is the second product under Vivici’s Vivitein platform, following beta-lactoglobulin (BLG), and signals a broader strategy to build a portfolio of high-value dairy proteins via fermentation. Backed by established dairy and nutrition players, the company is expanding its manufacturing footprint to support global scale-up. For ingredient buyers, the key question will be whether fermentation-derived lactoferrin can reach price points that unlock mainstream applications, potentially reshaping sourcing strategies in categories where supply security and clinical substantiation are critical competitive levers.

Better-for-you energy brand Alani Nu is refreshing its portfolio for spring with the launch of Lime Slush, a limited-edition addition to its Slush energy drink line. The citrus-forward SKU blends sweet, zesty lime with a smooth lemon cream finish, offering a nostalgic take on the classic lime slushie. Lime Slush joins the existing Slush range, Cherry Slush, Pink Slush and Blue Slush, as part of the brand’s strategy to use seasonal, limited-time offerings to drive category excitement and incremental sales. Kyle Watson, chief brand officer at Celsius Holdings, parent company of Alani Nu, described Lime Slush as part of a “high-impact LTO innovation approach” aimed at recruiting new consumers and keeping the portfolio fresh. The 12oz cans contain 200mg of caffeine, zero sugar, 10 calories and added B vitamins. The drinks are also vegan and gluten-free, aligning with ongoing consumer demand for functional benefits without added sugar. Lime Slush will be available nationwide for a limited time beginning this month, giving retailers a seasonal hook to refresh energy sets ahead of the summer selling season.

Hormel Foods Corporation has appointed Donald Monk as its chief technology officer, a newly created role, effective 23 March. Monk will lead the company’s enterprise technology, digital and data strategy to support long-term growth. Monk has more than 35 years of technology leadership experience, including over 30 years at General Mills, where he served as chief information officer. He is known for leading complex enterprise transformations and building technology ecosystems that drive faster, stronger business results. John Ghingo, president, Hormel Foods, said: “Don is an exceptional technology leader with a proven track record of transforming large, global organizations and building modern digital capabilities that unlock business growth". "As we continue to prioritise the modernisation of our technology and data platforms, Don’s experience and leadership will be critical in enhancing the capabilities that empower our business. We are thrilled to welcome him to Hormel Foods.”

Heineken has appointed Romain Apert as its new chief digital and technology officer (CDTO) and member of the executive team, effective 15 May 2026. Romain Apert Apert joins the global brewer from F&B giant Mars, where he currently serves as chief information officer for Mars Petcare. He will succeed Ronald den Elzen, who is stepping down after a 31-year career with the company. Den Elzen signalled his intention last year to pursue new career and learning opportunities, and has remained in post to ensure a smooth leadership transition. Apert brings more than two decades of global technology and digital transformation experience within the food and consumer goods sector. During his tenure at Mars, he held multiple global CIO roles and most recently led a large-scale digitalisation strategy at Mars Petcare, spanning ERP modernisation, data infrastructure enhancement and capability building initiatives to drive growth and productivity. His track record includes sponsoring AI-enabled diagnostics, scaling digital use cases across supply chain, commercial and consumer domains, and steering an ambitious ERP implementation programme. An engineering graduate of ECAM Lyon, Apert has worked extensively across Europe, the UK and the United States, partnering closely with senior business leaders to translate strategic priorities into operational technology outcomes. Commenting on the appointment, Dolf van den Brink, chairman of the executive board and CEO of Heineken, said: “Romain joins Heineken with deep international experience leading large-scale digital transformation, data and technology strategy, and complex change across global businesses. He will partner across the executive team to further deploy our Digital Backbone and scale value from data and AI.” He added that Apert’s blend of operational discipline, practical innovation and people-centred leadership makes him a strong cultural fit for the organisation. Den Elzen’s departure marks the close of a career spanning five countries and six distinct functions across finance, commercial leadership, general management and digital transformation. Since March 2020, he has served as Heineken’s first chief digital and technology officer, leading the establishment of core digital platforms, strengthening data and analytics capabilities, and enhancing cyber resilience across the business. Prior to his CDTO role, Den Elzen held senior leadership positions, including managing director of Sociedade Central de Cervejas e Bebidas in Portugal and managing director of Heineken USA, following earlier finance and commercial roles in the Netherlands and the UK. Van den Brink described den Elzen’s contribution as “extraordinary,” citing his deep institutional knowledge, cross-functional expertise and commitment to people development as central to Heineken’s progress over the past three decades.

US snack maker Gimme Seaweed is expanding beyond handheld seaweed snacks with the launch of K-Crisps, an organic, jaban-style seaweed topping aimed at tapping rising demand for global flavours and plant-based pantry staples. Jaban, a seasoned and shredded seaweed traditionally served over rice, has long been a staple in Korean households but remains underdeveloped in Western retail. The Northern California-based brand said the new product – debuting in Sea Salt and Chilli Crisp variants – marks what it describes as the first organic jaban offering in the US market. Retail rollout is scheduled for the second and third quarters of 2026. The move signals a strategic shift from single-serve snacking into the broader condiments and meal-enhancement category, where consumers are increasingly seeking texture, heat and umami-led flavour profiles inspired by Korean cuisine. For Gimme, which positions itself as the leading organic seaweed snack brand in the US, the format extension offers a route to higher basket value and repeat usage occasions. Unlike roasted seaweed sheets typically consumed as snacks, K-Crisps are designed to be sprinkled over rice bowls, salads, soups and even popcorn, broadening consumption beyond impulse snacking into everyday cooking. Seaweed’s sustainability credentials – often cited as one of the lowest-impact crops due to its minimal land and freshwater requirements – also provide a platform for retailers seeking climate-aligned innovation in centre-store categories. The launch comes as US retailers continue to premiumise the condiments aisle with globally inspired, plant-based and functional products. By combining organic certification, non-GMO positioning and Korean flavour cues, Gimme is aiming to carve out a new sub-segment within shelf-stable toppings, leveraging the cultural momentum behind K-food while diversifying its revenue base beyond snacks. Industry watchers will be monitoring whether the brand can translate its success in seaweed snacks into sustained growth in a more competitive, margin-sensitive pantry category.

IFE returns to Excel London from 30 March to 01 April 2026 as the UK’s largest and most established product sourcing platform for food and drink, bringing together the brands, buyers and insight shaping the next chapter of the industry. Part of Food, Drink & Hospitality Week, IFE sits at the heart of a three-day gathering that connects retail, wholesale, hospitality, manufacturing and import/export under one roof. For food and drink professionals navigating shifting consumer expectations, economic pressures and fast-moving trends, it offers a focused environment to discover new products, strengthen supply chains and build meaningful commercial relationships. More than 1,500 suppliers from the UK and around the world are expected to exhibit across 13 dedicated sections organised by product category, making it easier for buyers to source efficiently and compare ranges side by side. From ambient grocery, chilled and frozen to bakery, confectionery, snacks, drinks and speciality food, the show floor reflects the full breadth of today’s market. The Speciality Food section will shine a spotlight on premium and artisan brands, while the Start-up Market provides a launchpad for emerging challengers looking to disrupt established categories. The New Products Discovery Theatre, sponsored by TT Ice Tea, will showcase the latest launches and provide insight into what buyers are prioritising in 2026, while the Future Food Stage, sponsored by Brambles Digital, will host conversations exploring the forces reshaping the industry. Under the overarching theme of 'Feeding the Future,' sessions will examine how changing consumer behaviours, nutritional priorities, sustainability expectations and ingredient innovation are influencing product development and category growth. Co-located with IFE Manufacturing, the event also offers a valuable bridge between brand owners and the supply chain partners that support them. For businesses looking to scale, reformulate or future-proof their ranges, the proximity of packaging specialists, ingredient suppliers and technology providers creates practical opportunities for collaboration. Plus, IFE Manufacturing includes two stages – the Trends & Innovation Platform and the Business Growth Stage – covering everything from NPD innovation to future food trends to international trade insights. To find out more about everything happening as part of IFE 2026, and to register for your free trade ticket, visit ife.co.uk .

US food tech company Superbrewed Food has moved into commercial production of its fermentation-derived protein ingredient SB1, partnering with German ingredients group Döhler and securing a strategic investment from Döhler Ventures, as demand for functional protein accelerates across sports and lifestyle nutrition. The company says that SB1 is now being manufactured at a Döhler production site in Europe, marking what Superbrewed described as the first commercial-scale output of an FDA-reviewed, GRAS-notified 'postbiotic cultured protein'. Initial volumes are shipping into premium sports nutrition applications in the US. The tie-up provides Superbrewed with access to Döhler’s global manufacturing network – which spans more than 45 production sites and operations in over 160 countries – as well as formulation expertise and customer channels. For Döhler, the move deepens its exposure to fermentation-enabled ingredients, a segment gaining traction as manufacturers seek differentiated protein sources with added functionality. SB1 is produced via fermentation, converting sugar into a whole-food protein ingredient that contains naturally occurring B-vitamins and minerals, allowing finished product manufacturers to make certain structure/function claims. The ingredient is positioned as allergen-free, non-GMO and vegan, targeting brands seeking clean-label, nutrient-dense formulations. The commercial launch comes as protein demand is being reshaped by several structural trends. Heightened consumer focus on metabolic health, sugar reduction and satiety – partly influenced by the rise of GLP-1 weight management medications – is driving reformulation across beverages, powders and fortified foods. Ingredient suppliers are responding with higher-protein, lower-sugar systems and multifunctional components that can justify premium pricing. Superbrewed’s model, which uses sugar as a feedstock to produce protein, could also appeal to manufacturers looking to reposition carbohydrate inputs into higher-value nutritional outputs. In an environment where sugar reduction remains a priority, the ability to convert sugars into protein ingredients offers a potentially compelling sustainability and margin narrative. Financial terms of the Döhler Ventures investment were not disclosed. However, the equity stake signals a longer-term strategic alignment rather than a simple toll-manufacturing agreement, and suggests confidence in scaling capacity beyond the initial phase. The companies said they plan to expand production and advance broader commercialisation in 2027.

The Laughing Cow has expanded its cheese spread line-up with a new Dill Pickle flavour, capitalising on the growing popularity of pickle-inspired snacks and recipes. The new variety combines the tangy taste of dill pickle with the brand’s signature creamy cheese in its classic wedge format. Positioned as both a snack and a recipe ingredient, the product aligns with on-going social media trends featuring pickle-flavoured foods. Made with real cheese, each wedge contains 2g of protein, provides calcium and has 25 calories. The Laughing Cow Dill Pickle flavour is currently available nationwide at a suggested retail price of $4.53. It is being distributed through major retailers including Publix, Albertsons, Stop & Shop, Jewel-Osco and Hy-Vee.