Nestlé has confirmed its withdrawal from the Dairy Methane Action Alliance, a global initiative aimed at reducing methane emissions from dairy farming. The decision raises questions about the company’s commitment to collaborative efforts in tackling climate change, particularly as the dairy industry faces increasing scrutiny over its environmental impact. Nestlé's departure comes as a surprise, especially given the growing emphasis on sustainability within the food industry and the pressing need to address methane emissions, which are nearly 30 times more potent than carbon dioxide in terms of global warming potential. While Nestlé did not provide specific reasons for its exit, the company highlighted its ongoing commitment to reducing greenhouse gas emissions across its supply chains and reaffirmed its goal of achieving net-zero emissions by 2050. Nestlé stated: "As part of our regular review of external partnerships, we have decided to discontinue our membership of the Dairy Methane Action Alliance". The company reported a nearly 21% reduction in methane emissions by the end of 2024 compared to 2018 levels, showcasing its efforts in this area. The exit from the alliance reflects a broader trend of corporations reassessing their commitments to environmental coalitions amid shifting political and economic landscapes. Recent developments, such as the rollback of climate initiatives by the US administration, have contributed to a more fragmented approach to sustainability among major companies. Earlier today (Thursday 9 October), the food giant did announce a partnership with the World Farmers' Organisation (WFO) in an effort to help make food systems more resilient to climate change. The partnership is described as a first-of-its-kind, marking the first alliance between a global food company and the largest global farmers’ association. The EDF, which played a pivotal role in establishing the methane alliance, noted that agriculture is responsible for nearly 40% of human-caused methane emissions, predominantly from livestock. Nestlé’s logo has been removed from EDF's main webpage, although the company’s name still appears elsewhere on the site. According to Reuters, EDF has confirmed that Nestlé ended its membership following a review of its external partnerships but did not disclose the reason for the withdrawal. “We appreciate Nestlé’s ongoing commitment to acting on dairy emissions through its Dairy Climate Plan and Net Zero Roadmap," said Katie Anderson, senior director, business, food & forests at the EDF, in a statement to Reuters.

Philadelphia Cream Cheese is poised to enhance the holiday dessert landscape with the launch of its first-ever Frozen Cheesecake and a new Cinnamon Cream Cheese Frosting. With over 50 million pounds of cream cheese sold each holiday season, Philadelphia is a staple in American kitchens, particularly during festive gatherings. This year, the brand introduces its Frozen Cheesecake in two popular flavours: Original and Strawberry Swirl. This innovative product is crafted with Philadelphia cream cheese as the primary ingredient and features a golden graham cracker crust. The cheesecake is designed for convenience, offering a pre-sliced, thaw-and-serve format that eliminates the need for baking, thus catering to the busy holiday season. The development of the Frozen Cheesecake represents three years of research and formulation, underscoring Philadelphia's commitment to quality and consumer satisfaction. Each cheesecake is free from artificial flavours and dyes, aligning with growing consumer preferences for clean label products. In addition to the Frozen Cheesecake, Philadelphia is launching its Cinnamon Cream Cheese Frosting, which follows the successful introduction of its refrigerated cream cheese frosting last year. The new frosting is made with real milk and cream, delivering a rich flavour profile that complements a variety of baked goods, from carrot cakes to cinnamon rolls. Kelli Srivastava, senior brand manager for Philadelphia cream cheese, highlighted the importance of convenience in today’s fast-paced environment. "Dessert is a daily ritual for many, but not everyone has the time to create holiday classics from scratch," she noted. The new products are designed to help both home cooks and professional chefs deliver homemade quality without the time investment typically required for traditional recipes. Rolling out now, Philadelphia Frozen Cheesecake and Cinnamon Cream Cheese Frosting will be available at select retailers nationwide in the US.

As consumer pressure and corporate responsibility around plastic use in agriculture intensify, it’s never been more crucial to include food systems in policy discussions on plastics. Louis Sentenac, head of global supply chain, and Kunal Mehta, global head of marketing, communications and brand at DSM-Firmenich’s Animal Nutrition and Health division, discuss how governments and businesses can help protect food security from plastic pollution. Louis Sentenac (left) and Kunal Mehta (right) There is no denying that plastics are deeply ingrained in modern life. They keep food safe, protect patients in hospitals and make products affordable and accessible. Yet the same material that helps feed and care for us is also polluting rivers, oceans and even our own bodies. So, we can even say that plastics are both a marvel and a menace. Every year, 460 million tonnes of plastic is produced, out of which only 9% is recycled and the rest leaks into the environment. As a result, plastic pollution has reached even the most remote corners of this beautiful planet. A challenge that affects us all Research shows that, without action, the volume of plastic entering aquatic ecosystems could nearly triple between 2016 and 2040. This is no longer just an environmental problem. It is a human one. Recognising this, the United Nations recently brought together more than 180 countries to develop the world’s first legally binding treaty on plastic pollution. It was an ambitious effort, aiming to create a single framework that would cover the full lifecycle of plastics from production and design to use, reuse and disposal. But after days of talks, no agreement was reached. Countries clashed over how much to curb plastic production, how strict design rules should be and how the financial burden of tackling the crisis should be shared between richer and poorer nations. What was supposed to be a moment of global progress became instead a reminder of how difficult it is to balance environmental responsibility with economic realities. This breakdown has consequences that stretch far beyond conference rooms. In the absence of global consensus, the world faces a future of fragmented national policies, patchwork regulations and uneven action. For companies and communities alike, this creates uncertainty at precisely the moment when clarity and leadership are needed most. What the stalled treaty shows is that progress cannot be left to governments alone. Leadership matters from policymakers, yes, but also from producers, industries and communities willing to think long term and act responsibly. The choices made now will shape not just markets or supply chains, but the health of families, the security of our food and the future of our planet. Food systems on the frontline Food systems are uniquely vulnerable to the consequences of plastic pollution. Plastics play an essential role in food systems, from helping extend product shelf life and preserve nutritional quality to maintaining hygiene from farm to fork. Simply, they are a vital tool in safeguarding food security, ensuring global distribution and keeping products affordable and accessible. But the food systems that sustain us face growing pressures, from climate change to supply chain volatility. Addressing plastics is one part of a much larger conversation about how we plan for long-term resilience. Future policies must take a holistic approach, balancing food safety, availability and affordability with the need to reduce environmental impact. That requires forward-looking investment in recycling infrastructure, support for innovation in materials and design and context-appropriate solutions that can be applied across diverse markets. This is not only about managing today’s challenges, but also building sustainable systems that will feed future generations. Governments, businesses and communities must work together to ensure that global food systems remain secure, affordable and environmentally responsible for the decades ahead. Rising expectations and shared responsibility This long-term thinking coincides with increasing consumer awareness of the environmental footprint behind the food that they eat. They want to know not just what is on their plate, but how it was produced, packaged and delivered and, importantly, what impact it left on the planet. For producers, this means that transparency and accountability are no longer optional. Corporate social responsibility now extends from sourcing raw ingredients through to packaging and post-consumer waste. Marketing leaders must champion storytelling that reflects real progress with the aim of building trust with consumers and resilience into their supply chains. That means moving beyond greenwashing to showcase measurable actions: reduced plastic use, regenerative farming practices, circular packaging and credible ecolabels. Governments, too, are responding with tighter restrictions on single-use plastics and stronger waste management requirements. As these pressures mount, the most forward-thinking businesses are not waiting to be regulated, they are stepping up to drive solutions that benefit both people and the planet. Building a way forward The collapse of the latest global treaty negotiations should not be seen as the end of the road, but as a stark reminder of the scale of the challenge. Plastic pollution is no longer a niche environmental concern. It is a public health risk, a food security issue and an economic challenge with human consequences that will outlast us if we do not act. Future negotiations and the actions businesses take in the meantime must reflect this urgency. Four priorities stand out: Put food systems first. Plastics in agriculture and aquaculture directly affect the safety and security of what we eat. Global policies should consider the full life cycle of plastics in food systems, from farm inputs to packaging and disposal. Set clear, practical rules for farming and food production. Governments must strengthen waste management in rural areas, provide funding for alternatives, train, incentivise and help farmers transition to practices that reduce reliance on plastics. Look beyond packaging. Producers should consider every stage of their supply chain, from how crops are grown to how products are delivered. Credible ecolabels, lifecycle assessments and transparent reporting can help consumers make informed choices and push the market toward better practices. Build coalitions for change. Industry groups, NGOs and governments must collaborate to pilot solutions, share data and advocate for harmonised standards. A human issue, not just a policy issue Plastics are part of modern life, but so is our responsibility to use them wisely. The decisions we make today will shape the quality of the food we eat, the health of our children, the integrity of our brands and the resilience of our communities for generations to come. The failure of the global treaty should not be an excuse for inaction. It is a call for governments, producers and citizens to take shared responsibility and to think beyond short-term profit or convenience. Because this is not just about plastics. It is about people, and the planet we all depend on. True progress will only come when leadership is measured not by quarterly results or narrow national interests, but by a willingness to think decades ahead. That means investing in innovation, backing new systems that reduce waste and creating policies that put food security and public health at the centre of environmental planning. It also means building trust with consumers by being transparent about impacts and committed to long-term improvement. History shows that when industries, governments and communities unite around common purpose, transformational change is possible. We stand at such a moment now. If we can seize it, we will not only protect ecosystems but also create a fairer, more resilient food system that works for everyone. If we fail, the cost will not just be measured in pollution, but in the wellbeing of future generations.

Steve Schmitt PepsiCo has announced today the appointment of Steve Schmitt as executive vice president and chief financial officer, effective November 10 2025. Schmitt will succeed Jamie Caulfield, who is set to retire after more than 30 years with the company. Caulfield will remain in his role until the transition date and will assist Schmitt in an advisory capacity until May 2026. Schmitt arrives at PepsiCo from Walmart, where he has served as CFO for Walmart US, overseeing financial operations for the retail giant's multi-billion-dollar omni-channel business. His tenure at Walmart has been marked by significant contributions to the company's digital transformation and cost discipline initiatives, positioning him as a key player in the evolving retail landscape. Ramon Laguarta, chairman and CEO of PepsiCo, expressed confidence in Schmitt's ability to drive the company's financial strategy. "Steve has a strong track record of proven results and brings critical expertise that aligns with PepsiCo's growth strategy," Laguarta said. He also highlighted Schmitt's experience with complex supply chains and operational excellence as essential assets for the company as it seeks to enhance profitability and shareholder value. Schmitt's background also includes roles at Yum! Brands, where he developed expertise in the quick-service restaurant sector and evaluated long-term growth strategies. His career began at UPS, where he spent over a decade, further enriching his financial acumen. As PepsiCo navigates a rapidly changing market characterised by shifting consumer preferences towards healthier and more sustainable products, Schmitt's leadership will be crucial. The company, which generated nearly $92 billion in net revenue in 2024, aims to capitalise on these trends while maintaining operational efficiency. Laguarta also acknowledged Caulfield's significant contributions to PepsiCo, highlighting his role in guiding the company through transformative periods. "We are grateful for his contributions throughout his tenure," Laguarta noted, as the company prepares for this pivotal transition.

Premier Foods’ Oxo stocks brand has unveiled several new lines this month: Bone Broth, Signature Ready-to-Use Stock, and Stock Powder. The Bone Broth products are made using British meat and bones, launched as bone broth continues to grow in popularity in the UK following rapid growth in the US. Bone broth accounted for more than 10% of sales in the ambient stock category in the States during 2024, according to Kantar data. Oxo’s venture into this trending space aims to appeal to customers seeking more nourishing benefits from their meal choices. The chicken bone broth contains 15g of protein and 5g of collagen per pack, while the beef bone broth has 18g of protein and 12g of collagen. Both flavours are made with natural ingredients and no preservatives, designed to provide rich, wholesome flavour alongside wellness benefits. They can be used to add depth as a base for soups, ramens and risottos, as well as on their own as a warming drink. They are available in resealable packages, designed for easy pouring. Oxo’s new Signature Ready-to-Use Stocks have been slowly simmered for up to 15 hours, extracting deep flavours that can be poured into a dish to enhance everyday meals such as gravies, pies, ragus and ramens. They are available in chicken, beef, and vegetable flavours, also launching in the resealable format for flexibility and ease. Finally, Oxo describes its Stock Powder line as a ‘category-first’ proposition, with the brand identifying a gap in the market for multifunctional offerings that provide great taste as well as effectively thickening dishes like soups. It is launching in three varieties: chicken and herb, garden vegetable, and mediterranean vegetable. The products come in a fully recyclable drum, made from 55% recycled content. Mark Alldred, senior global marketing director of flavours and seasonings, said: “At Oxo, our vision is to keep evolving our range to meet the needs of modern consumers, ensuring it remains a must-stock in every kitchen. Our three new launches use quality ingredients to add delicious flavours that elevate a wide array of meals and provide nutritional benefits.” The new lines will be available in selected retailers from 13 October 2025.

Calm drinks brand Trip is expanding its functional wellness range with the launch of its first Magnesium + Electrolyte Powder, marking the brand’s entry into the functional hydration category. Available from October across stores and online, the new Peach Yuzu blend combines natural electrolytes from Himalayan pink salt and coconut water extract with magnesium, vitamin D and Ashwagandha, in a clean, sugar-free formula designed to support calm and hydration. Each pouch contains 20 single-serve sachets. Olivia Ferdi, Trip’s co-founder and CEO, said: “We are always innovating to bring our community exceptional new ways to find calm in the everyday chaos. This new Magnesium + Electrolyte Powder offers a convenient, functional format for today’s busy consumers – uniquely delicious, with the authentically functional blends that Trip is known for.” The launch builds on Trip’s success in the premium drinks and supplement space and consumers can enjoy a free three-month subscription to Calm’s mental health well-being app with each purchase.

Rude Health has launched a new premium barista milk alternative range, debuting in two varieties – pistachio and hazelnut – this month (October 2025). The line is claimed to offer two first-to-market innovations for the UK alt-milk category – the pistachio variety positions itself as the only pistachio barista drink in the country that is made with real pistachios, while the hazelnut is claimed to be the only one made with real hazelnuts. Each of the premium drinks is crafted by blending real nuts with oats and a pinch of salt to create a ‘luxurious, nutty and decadently creamy’ offering, Rude Health said. They aim to stand apart from other nut drinks in the category, which often rely on flavourings, oils and additives to create a nutty taste and texture instead of using real nuts. Sam Maguire, Rude Health’s UK country lead, said the new drinks contain no flavourings, oils, gums or added sugar, aligning with growing demand for cleaner label products in the plant-based beverage – and broader F&B – category. “We’re seeing big shifts in demand for taste, transparency and premium options,” Maguire commented. “Our new range delivers on this, stepping up to match premiumisation in the coffee aisle.” The launch follows alt-dairy company Oddlygood Group’s acquisition of Rude Health last year , and is backed by insights from the company’s recent Plant-based Glass Ceiling Report.   The research highlights strong potential for category growth, with flavour innovation and quality perceptions emerging as key drivers. Maguire added: “By pairing Rude Health’s deep understanding of UK consumers with the scale and innovation power of the Oddlygood Group, we can bring products to market that help push the boundaries of the category – offering a premium clean-deck Barista range that’s free from oils, gums and syrups, yet still delivers a truly luxurious experience.” The Plant-based Glass Ceiling Report found that interest in flavoured options is particularly high, with 66% of low users and 58% of lapsed users ken to explore new varieties such as trending pistachio. Natural ingredients are also front of mind, with more than a quarter of low users (27%) actively seeking them. By combining flavour-led innovation with a focus on clean, premium ingredients, Rude Health aims to re-engage lapsed and low users while also providing exciting new options for its existing customers. While the plant-based drinks market has dropped 0.8% value in the last year, Rude Health reported 22% year-on-year growth. This reflects the growing demand for clean label, natural formulations within the category, with Rude Health’s innovation centering around simple ingredients and additive-free products. Nina Gilsvik, global CMO at Oddlygood Group, said: “The festive season is one of the biggest moments of the year for consumers to explore new tastes and treat themselves, which makes it the perfect time to launch our new premium barista range. We see good headroom for growth in everyday indulgence and the festive season gives us a unique opportunity.” The new premium barista products will be available at Waitrose stores across the UK from 12 October, with an RRP of £3.95 per 1L carton.

Nestlé has teamed up with the World Farmers' Organisation (WFO) in an effort to help make food systems more resilient to climate change. The partnership is described as a first-of-its-kind, marking the first alliance between a global food company and the largest global farmers’ association. Nestlé and the WFO will advocate for fair policies and practical solutions, such as regenerative agriculture, that can empower farmers and help the adapt to climate change. The two organisations will collaborate to understand farmers’ challenges, to promote awareness of regenerative agriculture, to strengthen farmers’ capacities, and to co-develop viable farming models that can inspire the next generation of farmers. Arnold Puech d'Alissac, president of the WFO, said: “"Farmers are facing the challenges of climate change every day, but they are also driving the solutions. Real change demands holistic approaches and collaboration across the value chain.” He added: “This partnership with Nestlé aims to lead by example, showing how farmers and industry can work together, with trust and respect, to build food systems that are fair, resilient and sustainable for people and the planet”. The WFO represents over one billion farmers globally from national organisations and agricultural cooperatives in more than 50 countries. Nestlé’s global head of public affairs, Chris Hogg, commented on the partnership: “Nestlé relies on 600,000 farmers globally to ensure a sustainable supply of its raw materials. Farmers, who are deeply aware of today's crop production challenges, are highly proficient at adapting and finding ways to work with the planet's natural resources to produce food.” “By partnering with the WFO, we want to put farmers at the center and share their insights and concerns to help inform food policies.”

DSM-Firmenich has announced new research that could change how the food industry manages one of its biggest fermentation challenges: bacteriophage infection. In collaboration with APC Microbiome Ireland at University College Cork and France’s National Research Institute for Agriculture, Food and Environment (INRAE), the company has revealed how bacteria used in dairy fermentation detect and defend themselves against phages, which are viruses that infect bacteria and can disrupt the production of cheese, yogurt and other fermented products. The study, published in Proceedings of the National Academy of Sciences (PNAS), identifies 13 previously unknown antiphage systems in Lactococcus lactis, the main bacterial species used in dairy fermentation. By analysing how these bacteria respond to phage attacks, and how phages evolve to evade them, researchers have pinpointed 15 viral genes responsible for overcoming bacterial resistance. Among the findings is the discovery of a novel defense mechanism, named Audmula, which prevents phage spread by modifying the bacterial cell wall and trapping the virus inside. It marks the first time this type of defense has been observed, offering a new avenue for developing more resilient starter cultures. Phage outbreaks are a costly issue for dairy manufacturers, often leading to stalled fermentations and wasted batches. DSM-Firmenich says the research provides the scientific foundation to design more robust culture blends and rotation strategies to mitigate these risks. Douwe van Sinderen, senior author of the study, said: “Over the past decade, we’ve learned that bacterial antiviral defenses form an arsenal far more diverse and complex than we ever imagined. With this study, we’re finally beginning to understand how those defenses function – and how viruses manage to evade them. In practical terms, these findings pave the way for next-generation starter cultures designed to withstand the phage challenges facing today’s dairy fermentations.” DSM-Firmenich contributed proprietary bacterial strains, genomic data and phages sourced from dairy environments, ensuring the research reflected real-world conditions. Noël van Peij, co-author and principal scientist at DSM-Firmenich, added: “By decoding the complex relationship between cultures and phages, we’re turning cutting-edge science into competitive advantage – giving us the tools to design ultra-robust culture blends and rotation schemes, empowering producers to take control of fermentation across dairy, plant-based, probiotics and emerging biotechnologies. This is science delivering value for the cheese and fermented milk products market, where it matters most.” Evandro Oliveira de Souza, global senior vice-president cheese business unit at DSM-Firmenich, commented: “These findings demonstrate the power of combining our in-house scientific expertise with world-class research partnerships to solve real industry challenges. By applying these insights to our culture development, we’re adding to the unique depth and breadth of our dairy portfolio and strengthening our ability to deliver more resilient and reliable fermentation performance for dairy producers worldwide.” DSM-Firmenich said it plans to integrate the findings into future product development to support producers facing increasing demand for consistent, high-quality fermented foods.

Lamb Weston, a player in the global frozen potato products market, has inaugurated its new production facility in Mar del Plata, Buenos Aires, marking a significant investment in the Latin American food and beverage sector. This state-of-the-art facility spans 40,000 square metres and is poised to meet the growing demand for high-quality potato products across the region. The facility, which represents the culmination of a multi-year development project, boasts an impressive capacity to process 200 million pounds of potatoes annually. It will produce over 100 varieties of frozen potato products, catering primarily to the burgeoning markets in Brazil and other Latin American countries. Approximately 80% of the output is expected to be exported, leveraging the strategic advantages of the nearby Mar del Plata port. Mike Smith, president and CEO of Lamb Weston, said: “We’re excited to reach this important company milestone as the Mar del Plata, Argentina plant will be a key strategic asset in meeting customers’ needs and expanding our business in Latin America". He continued: "This grand opening marks the completion of our quest to build out a modern, state-of-the-art facility, setting new standards for quality, efficiency and sustainability, custom-made to meet customers’ requirements”. Smith highlighted the facility's advanced technology, which aims to set new benchmarks for quality, efficiency, and sustainability in food production. Romina Broda, vice president and general manager for Latin America, echoed these sentiments, noting the facility's significance not only for Lamb Weston but also for the local economy. “This investment injects additional income into the region and engages innovative Argentine talent, all while supplying Latin America with our beloved French fries,” she commented. The plant is expected to create 250 direct jobs and approximately 3,000 indirect jobs through its operations and partnerships with local suppliers. In a move to ensure high-quality raw materials, Lamb Weston is collaborating with over 100 local producers. The new facility also emphasises sustainability, employing practices designed to minimise waste and optimise the use of natural resources, aligning with the increasing demand for environmentally responsible production in the food and beverage industry. Lamb Weston has been a leader in the frozen potato sector for 75 years, consistently introducing innovative products that enhance operational efficiency for its customers. The company's commitment to quality and sustainability is evident in this latest venture, as it seeks to not only meet but exceed the expectations of its growing customer base in Latin America.

Nestlé has announced the launch of Very Berry Cheerios, providing a fruity twist on its popular O-shaped breakfast cereal. The crunchy cereal rings are made from a combination of oats, wheat and barley, blended with real berry puree for a fruity flavour. In addition to being high in fibre from the oats, wheat and barley, the cereals provide a source of seven vitamins, plus calcium and iron, and contain no artificial colours or flavours. The NPD marks Cheerios’ first new product launch in nearly three years. Sarah Fordy, Nestlé Cereals’ head of marketing, said: “We wanted to bring something fresh and fun to breakfast – something that creates a cheerful start to the day with a taste the whole family loves and nutrition parents feel good about”. Very Berry Cheerios are rolling out at selected supermarkets across the UK now.

In a move to bolster production capabilities, Carlsberg Britvic has announced a £20 million investment in a new soft drinks canning line at its Rugby factory. This expansion, which includes a building extension, will create 34 new jobs and brings the total investment in the site to over £60 million in the past five years. The new canning line will enhance the factory's production capacity, increasing output from 560,000 to 610,000 canned soft drinks per hour. This upgrade will facilitate the production of popular beverages, including Tango and Pepsi MAX, reinforcing Carlsberg Britvic’s position in the competitive soft drinks market. Located on the Glebe Farm Industrial Estate, the Rugby facility is already a major employer in the region, with the new roles in engineering and manufacturing expected to increase the workforce to over 430 employees. Recruitment for these positions is currently underway. Nigel Paine, VP of production at Carlsberg Britvic, said: “This investment underscores our commitment to continuous improvement and innovation in our supply chain. By expanding our production capacity, we can meet the growing demand for our popular brands, create more jobs and enhance our operational efficiency.” This expansion follows a series of investments aimed at strengthening the company's production capabilities, including a £1.15 million investment earlier this year, a £13 million canning line in 2023, and a £27 million canning line in 2021. These efforts are part of Carlsberg Britvic’s broader strategy to enhance its supply chain and maintain its competitive edge in the beverage industry. John Slinger, MP for Rugby, added: “They are a significant employer in the Rugby community, and this announcement means more jobs for our area, opportunities for young people and of course more of some of the nation's favourite soft drinks”. Minister for Investment Jason Stockwood also commented on the announcement, describing it as a strong endorsement of the UK’s F&B sector, which is the largest manufacturing industry in the country. “Not only will their expansion boost production, but it will strengthen the supply chain and help drive economic growth,” he said. The Rugby factory benefits from its strategic location near packaging supplier Ardagh Group, facilitating efficient logistics through an underground passage for can deliveries. This setup not only enhances operational efficiency but also aligns with Carlsberg Britvic’s commitment to sustainability, supported by a government grant for green initiatives. Additionally, the company has invested £4 million in a new logistics hub located at Junction 12 of the M6, further optimising its supply chain.