Tyson Foods has introduced a seasonal twist on a family favourite with the launch of Tyson Holiday Nuggets, featuring festive shapes designed to bring extra fun to mealtimes and holiday celebrations. Available in reindeer, Christmas tree and gingerbread shapes, the limited-time product aims to combine the convenience of frozen chicken with the appeal of seasonal food offerings. The nuggets are designed for a range of occasions, from everyday family dinners to festive gatherings and entertaining. Made with 100% white meat chicken, Tyson Holiday Nuggets provide 12g of protein per serving. The product can be prepared in minutes using an air fryer, conventional oven or microwave, offering consumers a convenient cooking option during the busy holiday period. Angela Klinger, GM, RVAP at Tyson Foods, said: “The holidays are about gathering around the table and creating memories with the people you love. With Tyson Holiday Nuggets, we wanted to bring a little extra fun to those moments and give friends and families an easy way to make holiday meals and celebrations even more memorable.” The launch reflects the continued opportunity for food manufacturers to introduce seasonal variations of established products, using novelty shapes and limited-time availability to create additional consumer interest during key retail periods. Tyson Holiday Nuggets are available now at major retailers across the US and will remain on shelves through the end of the year.

General Mills is evaluating the potential separation of its Häagen-Dazs ice cream business outside North America, in a move that could pave the way for a sale of the international operations, according to reporting from the Wall Street Journal. The review remains at an early stage, and the US-based food manufacturer has not made a final decision on whether to proceed with a separation or retain the business, the Wall Street Journal reported on Thursday, citing people familiar with the matter. The potential value of the business has not been disclosed. General Mills owns and operates Häagen-Dazs across international markets outside North America, including Europe, Thailand, Mexico and the United Arab Emirates. The brand is a significant part of the company's premium ice cream portfolio, with its international operations representing a potential strategic asset for prospective buyers. Additional reporting cites Froneri as a possible buyer for the international Häagen-Dazs business. The ice cream manufacturer already operates the brand in the United States. Froneri is jointly owned by private equity firm PAI Partners and Nestlé, with Abu Dhabi Investment Authority also holding an interest in the business. The potential review follows a series of portfolio moves by General Mills as the company assesses its brand portfolio and international operations. In June 2026, General Mills agreed to sell its Häagen-Dazs ice cream shop business in mainland China to an investment consortium led by Ningji, a tea chain operator. The transaction marked a further change in the company's approach to managing the brand in one of its key Asian markets. The proposed sale of the mainland China shop business and the latest evaluation of its international ice cream operations suggest a broader reassessment of how General Mills manages Häagen-Dazs across different territories. FoodBev has contacted General Mills for comment.

Bernard Matthews has reversed its previously announced decision to close its processing facility in Derby, UK, a move that will save around 400 jobs. The poultry producer was initially set to close the factory, located on Shaftesbury Street South, by the end of this year. It confirmed the closure in August, with around 600 jobs due to be affected, citing financial losses driven by various geopolitical factors such as Brexit, Covid-19 and conflicts in Ukraine and the Middle East. However, the company yesterday (5 November 2026) announced it has successfully secured a new anchor customer, bringing the operational demand required to keep the site open. With the closure reversed, the company said it will now be focusing on stabilising the Derby team following the period of uncertainty and integrating the site’s new customer under the leadership of 2 Sisters Food Group – a portfolio company of Bernard Matthews owner Boparan Private Office, working closely with Bernard Matthews. The decision came after Bernard Matthews said it was exploring ‘all viable options’ and consulting with employees, as well as the local council in Derby South, with ambitions to secure the site’s future. While the outcome means around 400 employees will be retained, the revised operating model means the site will re-enter consultation, the company confirmed, with around 100 to 150 roles remaining at risk of redundancy. Bernard Matthews said it will continue to work closely with local agencies and Baggy Shanker, Derby South MP, to help secure alternative employment opportunities where possible. Shanker described the news as a “huge relief” for workers, commenting: “Keeping around 400 people in work is an important outcome. This agreement provides a strong foundation for the future of the site, supporting continued investment and secure jobs in Derby for years to come.” “It is welcome that discussions with the company continued even after the original closure decision was made, and that those talks have now resulted in a way forward for the site. For those moving into other roles, I am working with the Department for Work and Pensions to identify employment and training opportunities and ensure they receive the support they need.” Top image: © Bernard Matthews

The Hershey Company has unveiled its 2026 holiday product portfolio, introducing seasonal confectionery, limited-edition flavours and sweet-and-salty snacks across its Hershey's, Reese's, Kit Kat and SkinnyPop brands. The new range includes Hershey's Kisses Cindy-Lou Who Strawberry Sugar Cookie candies, Kit Kat Santa and Reindeer and Reese's Reindeer Mix, alongside returning seasonal favourites and new popcorn offerings. The Cindy-Lou Who Strawberry Sugar Cookie candies combine strawberry and sugar cookie flavours in festive packaging inspired by Dr Seuss' How the Grinch Stole Christmas!. The company is also introducing Hershey's Hugs Max the Dog Foils, featuring packaging based on the film's canine character. Meanwhile, Kit Kat Santa and Reindeer brings the brand's milk chocolate-covered wafer fingers into festive shapes, while Reese's Reindeer Mix combines milk chocolate-drizzled popcorn, Reese's baking chips, Mini Trees and Reese's Pieces. Hershey is also extending its seasonal offering beyond confectionery with two popcorn products. SkinnyPop Elf Maple Syrup Kettle Corn introduces a maple syrup flavour inspired by the film Elf, while LesserEvil Himalayan Sweetness Popcorn adds a sweet-and-salty option in individually portioned packs. Returning products include Reese's Peanut Butter Trees and Mini Trees, Hershey's Kisses Snickerdoodle Cookie, Kit Kat Peppermint Stick and Hershey's Grinch Milk Chocolate Bar. The company is also extending its Hershey's Kisses branding into gift wrapping with a limited-edition foil wrapping kit inspired by the confectionery's signature packaging. The kit will be available through Hershey's online shop from Cyber Monday on 30 November. Hershey said the portfolio aims to accommodate changing holiday traditions while retaining familiar seasonal favourites. Samantha Siegal, senior director of marketing at The Hershey Company, said: "People are finding new ways to make holiday traditions fit their lives while holding onto the moments and favourites they love". "Our holiday portfolio brings both together, pairing familiar favourites with playful flavours, new formats and sweet-and-salty choices for the way people gather, give and celebrate today."

European meat processor ABP has revealed plans to acquire Pilgrim’s Europe’s lamb business, including its Welsh processing facility in Llanidloes, Powys. Pilgrim’s Europe is a leading private label supplier to UK grocery retailers, with 40 sites across the UK, Ireland, France and the Netherlands. Its meat brands include Richmond, Fridge Raiders and Denny, among others. The site in Llanidloes focuses on producing premium Welsh lamb, located within one of the UK’s key sheep farming regions. The site’s 140 employees would transfer to ABP under TUPE arrangements, the company has confirmed. However, Pilgrim’s Europe’s lamb retail packing operation in Andover is not included in the deal. ABP said this is due to its existing lamb deboning and retail packing capabilities across its UK network. Pilgrim’s Europe has separately begun consultations regarding the proposed closure of the Andover site toward the end of January 2027. It aims to retain colleagues through alternative employment opportunities across its UK operations. Ivan Siqueira, president of Pilgrim’s Europe, said: “Following a strategic review of our lamb operations, we believe ABP is the right long-term owner for the Llanidloes business”. Siqueira said the deal will allow Pilgrim’s to focus on investing in its core poultry, pork and value-added businesses, while “providing opportunities for future growth at Llanidloes within a specialist lamb processor”. ABP supplies fresh and frozen meat products to retailers and foodservice providers from processing sites across Ireland, the UK and affiliate sites in Belgium, Germany, The Netherlands and Poland. Siqueira added: “We are incredibly proud of our colleagues at Llanidloes and Andover, as well as the farmers and producers who have supported the business over the years. Our priority is to support colleagues throughout this process and maintain continuity of supply and service for customers and producer partners during the transition.” Commenting on the acquisition, ABP’s CEO, Kevin Cahill, described Llanidloes as an “excellent fit” for the company’s lamb business. “We look forward to welcoming the Llanidloes team and working closely with the producers who supply the site, providing them with the benefits and support available through our network of more than 3,500 sheep farmers across the UK,” Cahill said. “Welsh lamb is recognised globally for its quality, and Llanidloes provides a strong platform to serve growing demand across both domestic and international markets.”

The Coca-Cola system is investing $1.22 million in a water security and ecosystem restoration project in Namibia, as the country faces recurring droughts and increasing pressure on its water resources. The 'Gam-i Swakop Basin Resilience Project' will focus on strengthening water security in the Swakop River Basin, an important water source for Windhoek and surrounding communities. Implemented in partnership with the Global Water Challenge (GWC) and WWF Namibia, the initiative will use nature-based solutions to improve water availability and support sustainable management of the river basin. Planned activities include the construction of two sand storage dams, the restoration of 235 hectares of land through the removal of invasive alien plants, and the planting of 750 trees in river buffer zones and degraded areas within Windhoek's informal settlements. The project will also involve drilling two boreholes to support groundwater recharge in the Windhoek aquifer. A water resilience action plan has also been developed as part of the initiative. Namibia faces significant water security challenges, particularly in and around Windhoek, where low and unpredictable rainfall and high evaporation rates put pressure on available resources. The investment forms part of Coca-Cola's Africa Water Stewardship Initiative, launched in 2024. The programme represents an investment of nearly $25 million to address water-related challenges across 20 African countries by 2030. Alfred Olajide, vice president of East and Central Africa Operations at Coca-Cola, said: “Because water challenges are local, our approach to water security is focused on local action and collaboration. The Coca‑Cola system remains focused on helping to promote water stewardship, increasing water use efficiency, and treating and returning safe water to communities.” Henry Friedrich, general manager of Coca-Cola Namibia Bottling Company, commented: “As part of the Coca-Cola Beverages Africa group, we have a responsibility to assist those who face water scarcity and to help protect local water resources where we operate, especially in places with the biggest challenges". "Through the Africa Water Stewardship Initiative, the system aims to help protect important watersheds and to improve access to water and sanitation in local communities.” WWF Namibia country director Juliane Zeidler added: “Water is one of Namibia's most precious and increasingly vulnerable resources. This project is an opportunity to demonstrate how investing in healthy ecosystems can deliver tangible benefits for people, while also helping communities become more resilient to future climate pressures." "We hope the lessons and partnerships developed through this initiative can inform similar approaches elsewhere in the country.”

Hostess is expanding its seasonal offerings with a limited-edition range of holiday-inspired snack cakes, featuring festive flavours and packaging across several established brands. The new line-up from The JM Smucker Co includes Twinkies, Donettes, Cupcakes and Sno Balls, with products now available through retail stores and online across the US. Leading the range are the new Snickerdoodle Flavoured Twinkies, which combine the brand's signature soft sponge cake and crème filling with the spiced flavour of the traditional cinnamon sugar cookie. Also joining the seasonal selection are Hot Cocoa and Marshmallow Flavoured Donettes. The mini doughnuts feature a cocoa flavour and sweet glaze inspired by the classic winter beverage. Hostess has also introduced seasonal versions of its Cupcakes and Sno Balls. Holiday Cupcakes retain the brand's chocolate cake and icing, finished with festive sprinkles, while Holiday Sno Balls combine chocolate cake with marshmallow and coconut coatings. In addition to the holiday range, the brand is launching Hostess Stuffed Coffee Cakes, available exclusively at Walmart. The product combines moist coffee cake and cinnamon streusel with a vanilla-flavoured crème filling. The products are available in a variety of formats, including single-serve and multipack options. Seasonal packaging features festive icons designed to reflect traditional holiday themes. Melissa Chow, marketing director at The JM Smucker Co, said: “One of the best parts of the holidays is enjoying fresh-baked goods and for more than a century, consumers have trusted Hostess to deliver moments of joy with delicious baked snacks – making us the perfect brand to officially kick off the season." Hostess, which has been producing sweet baked snacks for more than 100 years, is part of The J.M. Smucker Co's portfolio of food and beverage brands.

McVitie’s owner Pladis has opened applications for the second year of its global Accelerator Programme, seeking food-tech start-ups with innovative technologies that can support climate resilience and strengthen nutrition around the world. The company highlighted the need for technologies that can respond to the demand for foods that still taste good while addressing changing eating habits, driven by GLP-1 medicines, and climate pressures that are disrupting ingredient supply chains. The programme’s focus is on making snacks more sustainable and nutritious without making them less enjoyable. This includes new approaches to reformulation, flavour and texture, from fermentation and enzymatic processing to sensory science and natural alternatives to common additives. It will also explore how developments in gut health, functional ingredients and personalised nutrition could shape the next generation of products. “The pressures on food are increasing,” said Tim Ingmire, VP of global innovation and technology at Pladis. “The pleasure people expect from it is not. A breakthrough only matters if people want another bite. That’s the challenge we’re putting to the food-tech community: help us find new ways to improve nutrition and rethink ingredients while preserving the flavour and texture people love.” The first Pladis Accelerator programme attracted around 300 applicants across five continents. 12 start-ups were selected as finalists, receiving guidance from 37 mentors across Pladis and Yıldız Holding’s global and regional teams. The programme led to six proof-of-concept collaborations. Companies involved included Zya, which says it can convert up to 30% of sugar into fibre after consumption without changing taste using its Convero enzyme; Fermtech, which converts food industry byproducts into a cocoa alternative using fermentation; and Nuritas, which uses artificial intelligence and genomics to identify bioactive plant peptides for use in functional food ingredients. Up to 12 start-ups will have the opportunity to work with Pladis’ experts during the second programme, with three to six potentially progressing to pilot or co-development opportunities. Ingmire added: “Start-ups bring specialist technology and the freedom to challenge assumptions about how food is made. We bring a deep understanding of ingredients, flavour and texture and what it takes to make food consistently at scale.” Participation is free and applications are now open, closing on 15 January 2027. The selected start-ups will be announced next year in early March.

Welsh honey-based drinks producer Hive Mind & Mead Co has announced the launch of two new additions to its range for autumn 2026 – Hedgerow and Spiced. Hedgerow is described as an ‘unapologetically British celebration of the countryside.’ The botanical blend has been inspired by the ‘tart’ and ‘tangy’ flavours of the traditional British hedgerow. Meanwhile, Spiced is a warming and aromatic beverage made with ginger and cinnamon. It can be served chilled or gently warmed, positioned as a new alternative to traditional mulled wine for the upcoming winter season. The brand pointed out that traditionally, spiced and herbed meads were known as metheglins, a word believed to have given us the term medicine, offering a nod to the honey-based alcohol beverage’s heritage. The two arrivals follow Hive Mind’s original Tavern mead launch in spring 2026. The brand’s mead is bottled at 8% ABV rather than the traditional 14-18% associated with many mead products, aiming to offering a lighter and more accessible proposition for consumers seeking ‘something different, without compromising on provenance, craftsmanship or flavour’. Hive Mind said the lower strength also allows it to occupy a ‘more accessible’ price point for an authentic, honey-based mead compared with other products in the category that rely on wine-based ingredients, flavourings and refined sugars. The Tavern meads are priced at an RRP of £16 per 750ml bottle. Kit Newell, co-founder of Hive Mind, said: “Tavern was created to showcase award-winning, genuinely authentic honey mead in the best possible light, while opening the door to a much wider audience”. “The response to the original has been incredibly encouraging, and these two new editions allow us to build on that momentum, bring even more personality to the category and take the Tavern story further across the British Isles and beyond.”

Heartland Coca-Cola Bottling Company has announced a planned leadership transition, with Jeff Carter set to become president in January 2028, succeeding current president and chief operating officer Chuck Wyant. The transition will begin in January 2027, when Wyant will continue in his role as chief operating officer while preparing for retirement in the first quarter of 2028. Carter, currently senior vice president of sales and service, will assume the presidency at that time. The announcement comes ahead of Heartland’s 10th anniversary in February 2027, marking a decade since the company was founded. Wyant has spent more than 40 years within the Coca-Cola system, beginning his career as a route driver in 1985. During this time, he has held leadership positions across multiple functions and markets, contributing to business growth, organisational development and leadership succession. Carter brings more than 30 years of experience within the Coca-Cola system. In his current position, he leads Heartland’s sales and service organisation, having previously held a range of leadership roles across Coca-Cola businesses. His experience includes driving commercial growth and strengthening customer relationships. Justin Bridgeman, CEO of Heartland Coca-Cola, said: "Heartland has always been built on strong leadership, strong partnerships, and exceptional people.” He congratulated Wyant’s instrumental role in shaping the company while describing Carter as having the experience and qualities needed to guide its next phase of growth. Wyant will work closely with Carter throughout 2027 to support a smooth transition. The succession plan reflects Heartland’s focus on leadership development and operational continuity as it prepares for its next decade of operations. Headquartered in Olathe, Kansas, Heartland Coca-Cola Bottling Company serves more than 25,000 customers and approximately 10 million consumers across Kansas, Missouri and Illinois, as well as parts of Iowa and Nebraska. The bottler sells more than 50 million cases annually across a portfolio of more than 650 products. Founded in 2017 by former NBA player and business leader Junior Bridgeman, the company opened its state-of-the-art Olathe Production Campus in June 2025 as part of a significant investment in its manufacturing capabilities.

Ben Martin Ben Martin, founder and director of Royal Flush Creative, said consumers are becoming increasingly savvy about identifying 'manufactured authenticity, marketing obfuscation and AI-generated personality'. In this exclusive opinion piece for FoodBev, he asks what food and drink brands actually need to do to earn their trust. ‘Trust us.’ Two words almost guaranteed to make me wonder whether I should. Trust is one of those things every business wants to talk about, a bit like asking what makes a company different and hearing ‘the quality of our service and our people’. That's great, but unfortunately everyone else in the room just said the same thing. You can't simply write ‘trusted since 1984’ on a packet, talk about your values on the website and expect consumers to believe you. In an increasingly cynical world, asking people to trust you can have precisely the opposite effect; trust has to be earned through what you actually do. Usually, it's built from lots of surprisingly small things. The way you speak, how you handle a complaint, whether you listen, the claims you make, what the packaging implies, how transparent you are and whether the reality still matches the story when somebody looks a little closer. None of those things necessarily creates trust on its own, but collectively they start building a picture. Principles: Easy when they're free Most food and drink businesses I've worked with don't start out thinking: "How can we mislead everybody?" Quite the opposite. Founders often begin with strong principles around ingredients, sourcing, sustainability, packaging or how they want to treat customers – then they encounter the slightly inconvenient business of actually making things. Time, budget and resources get involved. An ingredient becomes difficult to source, minimum order quantities become prohibitive, packaging lead times change or the economics simply stop working. The beautiful sustainable packaging you've specified might suddenly cost considerably more or take months longer to arrive; the ingredient you used when making 50 units in your kitchen might become a very different proposition when somebody asks you to manufacture 50,000. Compromise doesn't automatically make a brand dishonest. Staying absolutely stoic about every decision until you've nobly gone out of business isn't particularly helpful either. The more interesting question is which compromises you're prepared to make, why you're making them and whether they contradict something you've already asked your customers to believe about you. That's where trust starts getting tested. Packaging as part of the evidence This is where branding and packaging can either help or make things considerably worse. Packaging communicates before anybody has read a word. Material, weight, colour, typography, photography, structure and finish all create expectations about what's inside; put something in a substantial glass jar where I can actually see the food, and I'm probably going to make different assumptions about it than I would if I found the same category of product hidden inside a cheap tin. That doesn't automatically prove the product is better, but it tells me something about how you want me to perceive it – and if the quality inside supports that expectation, those signals start reinforcing one another. The opposite is also true. If the pack looks like it was made on a farmhouse kitchen table, talks endlessly about craft and provenance and turns out to contain something that bears very little relationship to the world being presented on the front, the branding hasn't built trust – it's borrowed the visual language of trust. There are only so many handwritten fonts, hand-drawn vegetables, muted colours and deliberately wonky labels the world needs before ‘authentic’ itself becomes a design convention. Performed authenticity This isn't really a new problem. There's a lovely thing about old recordings where you can sometimes hear the imperfections: a squeak, a noise in the room, something that wouldn't survive five minutes in a modern editing suite. It wasn't an authenticity strategy; it was simply what happened. Today, we can manufacture the imperfection. We can add grain, scratches, scuffed corners and distressed type. We can make photography look less polished, social content look more spontaneous and carefully script a founder video to feel as though somebody happened to turn the camera on at exactly the right moment. Somewhere in the middle, authenticity becomes performance. I don't think high production values are the problem. If you've got the resources to produce brilliant photography, film, packaging and design, great. Equally, if you're a founder with an iPhone, no marketing team and half an hour between production runs, genuinely lo-fi content can be incredibly engaging. The dangerous bit is the massive grey area in between, where you're neither genuinely raw nor beautifully produced; you're adding scratches, wonky type and fake imperfections to prove how terribly authentic you are. People are getting very good at spotting it. AI adds fuel to the fire AI is accelerating the same problem, because sophisticated content production is suddenly available to almost everybody. This is not an anti-AI argument. AI is here to stay, and we'd be daft not to use it; it can accelerate research, organise information, improve processes and help people work through ideas considerably faster. The problem starts when the tool replaces the thinking. We've already learnt to recognise some of the hallmarks: the strange fingers disappeared, text in images improved, and now we're onto patterns in language, formatting, imagery and tone. The tells will keep changing because the technology will keep improving, but humans are pretty good pattern-recognition machines; once enough brands start sounding and looking the same, we notice. If a founder uses AI to help organise their thoughts, does that make the resulting article inauthentic? I don't think so. If AI invents the opinion, writes the story and manufactures a personality that bears little resemblance to the founder, that's something very different. We've had versions of this argument before. Photoshop made it possible to remove blemishes and manipulate bodies; stock photography let us construct scenes that never happened. Removing a plug socket from the background isn't the same as creating a product experience that doesn't exist, and AI hasn't invented that ethical line; it's just made crossing it much easier. My rule of thumb is that the thinking should remain overwhelmingly human. If people notice the AI before they notice the idea, you've probably used too much of it. Remaining human in a crisis Trust becomes particularly visible when something goes wrong. KFC's famous ‘FCK’ response when it ran out of chicken in 2018 is probably overused as a crisis communications example by now, but there's a reason it keeps coming up. The brand couldn't hide what had happened, so it acknowledged the absurdity, apologised and sounded human rather than hiding behind carefully sanitised corporate language. Sometimes, admitting you've made a mistake is considerably more trustworthy than 400 carefully lawyered words explaining why technically you haven't. Brands are understandably frightened of criticism. We live in an age of screenshots, pile-ons and people waiting to catch somebody changing their story, so the instinct is often to reinforce the walls and say as little as possible. But humans tend to respond to humanity. We understand mistakes, compromises and things not going according to plan because that's what being human looks like; what we're considerably less forgiving of is feeling that somebody is trying to wriggle out of responsibility. Not everything valuable needs an immediate ROI Then, somebody quite reasonably asks: "What's the return on all this?" This is where I get slightly nervous when creativity and brand building disappear into the land of the bean counters. That's not an attack on CFOs; they're supposed to understand where money is being spent and what the business gets back, and the good ones understand that when you get the return matters too. The problem starts when every bit of brand investment is expected to behave like a performance marketing campaign. Trust takes time. Reputation takes time. Brand equity takes time. You can measure brand health, share of voice, sentiment, reviews, retention and repeat purchase, but if every individual activity has to produce an immediate attributable sale, eventually the easiest things to measure become the only things that get funded. That's when brands start turning into commodities with marketing departments attached. Sometimes, the evidence is sitting in much more ordinary behaviour anyway. People buy you again. They recommend you. They'll pay a little more when there's a cheaper alternative next to you. They'll try the new thing you've launched because the last thing you sold them was good; and when something goes wrong, they might even give you the benefit of the doubt. That's commercial value, even if you can't always fit it neatly into this month's spreadsheet. Start inside the business So, if you actually want to build a trustworthy food or drink brand, I wouldn't start with the packaging, social calendar or advertising campaign. I'd start with the business. Who are you there to serve? What do you genuinely believe? What are the permission-to-play values that somebody joining the team has to understand? Which promises are you actually prepared to make, and how are you going to prove them beyond writing ‘quality’ and ‘service’ on the About page? Then work backwards from the customer. Understand the difference between features and benefits. Features are what you're selling; benefits are what your customers are receiving. Work out what problem you're solving or aspiration you're fulfilling, then make that easy to understand because, for all our increasing sophistication, convenience still wins an awful lot of the time. That thinking should inform the packaging hierarchy, the visual identity, the language on the pack, how the customer service team responds, what you publish, which claims you make and the stories you choose to tell. A pack might only have seconds to do its job; if I have to turn it over and decode six paragraphs of brand philosophy before I understand what I'm buying, we've probably got the hierarchy wrong. The brand isn't the logo, shop sign or packaging. It's the accumulation of all those interactions and, if there's a gap between what the organisation genuinely is and the version you've manufactured for the outside world, eventually somebody is going to find it. You don't manufacture trust. You reveal the things that make you worthy of it. That's why I've always believed great brands aren't manufactured, they are revealed. And perhaps that's the simplest definition of trust in the end. It isn't necessarily something you read; it's something you feel.

Atora is expanding its suet range with the launch of a new Dumpling Mix, designed to make preparing traditional British dumplings more convenient. The product will arrive in selected Morrisons stores from 2 November 2026, offering shoppers a ready-to-use mix that requires only the addition of water to prepare eight dumplings. Made with real beef fat and seasoned with black pepper, Atora Dumpling Mix is designed to deliver a rich, savoury flavour with a light and fluffy texture. The dumplings can be simmered on top of a stew, baked until golden or air-fried for a crisp exterior. The launch reflects growing consumer demand for convenient cooking solutions, particularly among younger shoppers. Research cited by the brand indicates that dumpling mixes are more popular with consumers under 45 than traditional suet, highlighting an opportunity to introduce the category to a new generation of home cooks. Jo Marshall, brand director for desserts and baking at Premier Foods, said: “Atora has been a trusted part of British kitchens for more than 130 years, and we're continuing to build on that heritage by making traditional favourites easier to prepare for today's shoppers. “We know that convenience is increasingly important, particularly among younger consumers, and our new Dumpling Mix offers a simple way to enjoy the great taste and quality Atora is known for.” First introduced in 1893, Atora is known for its ready-shredded suet, traditionally used in dumplings, pastries and puddings. The new mix joins the brand's existing suet range, providing an alternative format for consumers looking to prepare traditional dishes with less preparation. Atora Dumpling Mix is available in selected Morrisons stores from 2 November 2026, subject to availability. The 150g pack has a recommended retail price of £1.50.