Ransomware headlines about food giants like Coca-Cola, JBS and Schreiber Foods come and go, but few plant managers have been told why their production floor is harder to defend than a corporate laptop. Here, Santoshi Muriki, food safety and quality assurance expert, breaks down the real mechanics of OT risk and what a mid-size manufacturer can realistically do about it without a seven-figure security budget. Santoshi Muriki Ask most plant managers what keeps them up at night: delayed suppliers, allergen changeovers, a line falling behind schedule. Rarely do you hear cybersecurity, and that’s the issue. In between ransomware attacks on food producers becoming front-page news and the moment those headlines cooled down, one thing got left out of the conversation. The machines running your bottling lines and packaging systems were never designed with today’s threats in mind, and slapping on IT-style cybersecurity isn’t going to solve that. Don’t panic. But do understand what you’re trying to protect, because it’s probably not what most security vendors think you are. IT security habits don't transfer to the plant floor When a company’s IT department secures a network, the usual approach is well-known: keep patching, reboot when necessary, segment the network, and assume each device can handle a few seconds of downtime while applying a fix. But none of that works on a production line. A programmable logic controller (PLC) controlling a filler can't be rebooted mid-shift. A supervisory control and data acquisition (SCADA) system managing a pasteurisation loop can't handle a patch that requires even a brief pause. That pause can mean a product sitting at the wrong temperature, a batch record with a gap, or a shutdown that costs tens of thousands of dollars an hour. Many control systems in use today were installed over a decade ago. They were built to last twenty years on a factory floor, not to receive monthly security updates. Some run operating systems that stopped getting vendor support years ago because replacing them means replacing the physical equipment they are attached to. That's the main issue: OT security is not just a smaller version of IT security. It's a different field with different priorities. Treating it as an afterthought to the corporate network can lead to phishing emails in accounts payable or shutting down a packaging line in a different building. The real cost isn't the ransom One temptation might be to think of this as a data issue: someone lifting your customer database or stealing product formulas. That happens, but rarely makes the lead story. It is usually an operational exposure: a line halting midway through a batch; a failed batch being untraceable due to a locked historian; a cold-chain sensor reporting going offline right in the middle of an investigation related to a product recall. To a medium-sized manufacturer, the cost of a single lost day on a critical line may exceed the average ransomware payout by factors of more than ten, and that's not factoring in lost products, missed delivery deadlines, and retailers who are not forgiving of a broken delivery window. Do your own quick math on your facility and the business case for pre-emption sells itself: virtually every security investment that can make a material dent in that kind of exposure costs significantly less than a day lost in production. Sprinkle in the regulatory element – FDA and USDA inspectors seeking records that are sitting on an encrypted server or network storage device now unreachable – and suddenly the economics start looking quite similar to the economics of food safety. In fact, it is starting to become one and deserves to sit on the same corporate risk register that lists recall exposure and supplier risks – rather than getting tucked away into an IT budget that plant managers never see. Segmentation without stopping the line It is technically correct to apply the instinctive fix – to completely sever the plant network from the corporate network – but this is rarely as easy as a single flip of a switch. In most facilities, you find years of improvised network connectivity: a vendor's remote connection utility used to service a filler, a laptop occasionally plugged directly into a control cabinet, a historian server that has quietly built a bridge between both networks because someone needed a dashboard. The starting point in a real facility isn't a complete network redesign. It's an inventory. Most plant managers could probably walk the floor and identify every major piece of equipment, but far fewer could do the same for the network. Who is communicating with whom? Which connections extend to the public Internet? An inventory, as mundane as it sounds, is by far the single highest value first step because it defines what must be separated. From this inventory, the next priority becomes isolating remote access, particularly vendor connections. The access to plant machinery required by a vendor support call is among the simplest ways for outside traffic to get in, and it's one of the easiest ways to isolate a connection without affecting production – time-limited access, a session under monitoring, no unattended, open connections left behind by the vendor. A roadmap that doesn't require a CISO Every manufacturer doesn't have the budget for a security team, and saying so does nothing but pave the way to inaction. It is far better to proceed incrementally than to attempt an all-or-nothing upgrade: begin with visibility. Figure out what hardware is running, connected to what, and most likely what it’s connecting to. This alone brings obvious threats to the surface for most operations. Secure remote access connections. Scrutinise vendor and contractor access to the plant floor prior to purchasing a single piece of gear. Segment based on consequences, not convenience. Distinguish those systems where downtime is the end of the world (cold chain or batch control) from those where downtime simply inconveniences users (guest Wi-Fi or office printers). Plan for the worst. Most well-secured operations will be attacked. Determining in advance which lines can be run manually, how long data can be reconstructed offline, and who calls to shut down a section of the network mid-shift will be far more valuable than the latest whiz-bang detection gadget. None of these require an IT security executive. They do, however, require plant managers and IT managers talking – perhaps for the first time in depth – to prioritise and decide how best to spend their money. Viewing the production floor as a piece of critical infrastructure, worth protecting for its own sake rather than simply the office’s support system, is a business, not technology, choice, and belongs in conversations about capital spending and supplier risk. The manufacturers that stay ahead of the curve will be those who begin treating operational technology not as someone else’s department to fix, but as something critical that needs their own focused attention.

German bakery and snacks manufacturer Griesson-de Beukelaer (GdB) is expanding its presence in the US with the acquisition of DeBeukelaer Corporation (DBC) and its Pirouline brand of crème-filled rolled wafer cookies. The family-owned company has acquired DBC in Madison, Mississippi, as part of its strategy to grow in the strategically important US market. Alongside the acquisition, GdB plans to make an immediate investment in a new state-of-the-art bakery at the Madison site. Founded nearly 50 years ago by Peter and Mirelle de Beukelaer, DBC has built its business around European baking traditions and is best known for Pirouline’s distinctive rolled wafer cookies featuring a signature swirled stripe. The acquisition expands GdB’s existing US activities. Headquartered in Polch, Germany, the company has supplied products to the US market through exports for several years. DBC generated more than $40 million in revenue in 2025, with its existing workforce now becoming part of GdB following the transaction. GdB said the acquisition will provide additional growth opportunities in the US while enabling it to expand its portfolio through innovation and new product development. The company intends to build on DBC’s existing capabilities through investment in manufacturing infrastructure at the Madison location, with quality, competitiveness and product innovation identified as key priorities. Susanne Gries, shareholder of Griesson-de Beukelaer, said: “With the acquisition of DeBeukelaer Corporation, we are implementing our growth strategy and fulfilling a long-cherished dream – one shared by our father, Heinz Gries." Andreas Land, shareholder of GdB, added: “The de Beukelaer family’s life’s work commands our full respect and, at the same time, serves as a commitment to a successful future." GdB CEO Dany Schmidt said: “Our goal is to combine the highest quality with competitiveness at all our locations and to win over our customers with excellent, innovative products." The transaction marks a significant step in GdB’s international expansion, strengthening its manufacturing footprint in the US while bringing the Pirouline brand into the German company’s portfolio. Top image: © Griesson-de Beukelaer

Better-for-you snack brand Nature’s Garden has expanded its Probiotic Yoggies portfolio with the launch of a fifth flavour: Tropical. The new variety combines pineapple, mango and passion fruit in a chewy fruit-based bite finished with a creamy yogurt coating. Each individually packaged serving contains 80 calories and provides two billion probiotic cultures, as well as a source of fibre. The snacks are made with real fruit and contain no artificial colours or flavours. They are also gluten-free and non-GMO. Nature’s Garden Tropical Yoggies are available from Target in 12-count packs for $6.99 and Sam’s Club in 24-count packs for $10.38.

Spam has expanded its portfolio with the launch of Spam Gochujang, a new Korean-inspired variant of its Chopped Pork and Ham, available in Asda stores nationwide from July 2026. The new flavour combines Spam’s blend of shoulder pork and leg ham with fermented spicy red chilli paste, tapping into the continued popularity of Korean cuisine in the UK. Gochujang, a fermented Korean chilli paste, is a staple ingredient in Korean cooking and is known for its combination of heat, sweetness and fermented umami. Spam said the new variant is designed to offer consumers a versatile ingredient for meals and snacks across multiple occasions. Available in a 340g can, Spam Gochujang has an RRP of £3.24 and is positioned as a flexible ingredient that can be sliced, diced, grilled or fried. According to the brand, each can provides up to six servings. The launch adds a globally inspired flavour to Spam's portfolio as food manufacturers and brands continue to explore Korean flavours and fermented ingredients in mainstream products. Spam Gochujang is available in Asda stores nationwide from July 2026.

Campari Group has agreed to sell its Bisquit & Dubouché Cognac and Cabo Wabo Tequila brands to Cobblestone Brands, a premium spirits company based in Dublin, Ireland. Cobblestone described the transaction as the ‘most significant milestone’ in the company’s history, bolstering its portfolio with brands now spanning Irish whiskey, cognac, tequila, rum and gin. Bisquit & Dubouché is one of the world’s oldest cognac houses, founded in 1819, with the Château Bisquit estate located in the heart of France’s Cognac region. The brand has a strong presence in South Africa, a fast-growing market for the spirit, as well as an established footprint across Europe, Asia Pacific and global travel retail. Meanwhile, Cabo Wabo Tequila has built an established consumer following in the US, with distribution across more than 20 states. The agreement follows Cobblestone’s purchase of the Knappogue Castle and Clontarf Irish Whiskey brands from Pernod Ricard in 2025. Since, the company has continued to invest in expanding its commercial and operational infrastructure to support a global portfolio. This includes expanding its US team under president Dennis Carr, establishing distribution partnerships across Asia Pacific and Africa, and growing its presence in the Middle East and global travel retail. For Campari, the deal forms part of its strategy to streamline its portfolio and focus on core brands. Speaking about the company’s H1 2026 financial results, published yesterday (29 July 2026), Campari Group CEO Simon Hunt said the strategy of “fewer bigger bets including disposal of non-priority brands” is enabling Campari to drive efficiency, with innovation and geographic expansion gaining traction. Last year, the company made several significant disposals, including offloading its Averna and Zedda Piras liqueurs to Disaronno owner Illva Saronno for €100 million in December. It also sold its Cinzano vermouth and sparkling wines business to Caffo Group 1915 for €100 million last July. The financial terms of the deal with Cobblestone Brands have not been disclosed. The transaction is expected to close by 31 October 2026. Brian Fagan, CEO and founder of Cobblestone Brands, said: “We have spent the past several years building a best-in-class route-to-market platform which will allow us to take great, but previously less-priority brands and give them the investment, focus and commercial firepower they deserve. Bisquit & Dubouché and Cabo Wabo are exactly the kind of brands we built this platform for.” Fagan praised Bisquit’s centuries-long heritage and loyal consumer base across markets, stating that Cobblestone intends to invest in the brand for the long-term. Meanwhile, he noted that Cabo Wabo has “helped change the tequila category,” offering “authenticity, a remarkable story and a consumer loyalty most brands never achieve”. “Bringing it onto our US platform – alongside our existing portfolio – will allow us to transform our ability to service all our distributor and retail partners in America and beyond.”

Spanish breakfast cereals, flours and breadcrumbs producer Haricaman has opened its capital to Unigrains Iberia, which has acquired a minority stake in the business to support its next phase of growth. The investment from the Spanish subsidiary of European agri-food investor Unigrains will support Haricaman’s plans to strengthen its industrial capabilities, expand its product portfolio and develop higher value-added categories. Founded in 1991 and headquartered in Añover de Tajo, Castilla-La Mancha, Haricaman produces and packages breakfast cereals, flours and breadcrumbs for major food retailers and industrial customers. The company operates a production facility certified to IFS Food and organic production standards. It also manufactures gluten-free products under the Crossed Grain certification, with the company having established a strong position in Spain’s gluten-free market. Haricaman is majority-owned by the Rodríguez Cuéllar family and led by CEO Nicolás Rodríguez Cuéllar. The business employs around 200 people and is targeting sales of more than €50 million in 2026. As part of its new development phase, Haricaman plans to strengthen its presence in the breakfast cereals category by expanding its product range and constructing two new manufacturing facilities. The company also intends to enter the healthy snacks market, with plans to produce crackers made from rice, corn and legumes. Alongside this, it will expand its gluten-free portfolio while working to optimise its operations and increase production capacity. The investment is also expected to support Haricaman’s international expansion and potential external growth initiatives. Nicolás Rodríguez Cuéllar, CEO of Haricaman, said: “Beyond financial resources, Unigrains’ deep knowledge of the grains sector, its economic research capabilities and its extensive network will support our growth ambitions while preserving the values and the entrepreneurial spirit that have guided Haricaman for more than 35 years." Álvaro Hernández, CEO of Unigrains Iberia, added: “Haricaman has built a unique position in the Spanish market, combining strong industrial know-how, an entrepreneurial culture and a proven capacity for innovation." He continued: “Its focus on grains-based products fits perfectly with Unigrains’ DNA and longstanding expertise, and we look forward to supporting the company in its next stage of sustainable growth.” The transaction marks the latest step in Haricaman’s development as it seeks to build scale across cereals, gluten-free products and emerging healthy snacking categories, while retaining the Rodríguez Cuéllar family as majority owners.

Natural ingredients producer Kalsec has appointed Greg Shewchuk as executive vice president and chief commercial officer. Shewchuk succeeds Julie Heine as part of a planned leadership transition following her retirement after 30 years with the company. In his new role, Shewchuk will lead Kalsec’s global commercial organisation, with responsibility for its commercial strategy, market growth and customer experience. He will also oversee the company’s operations in the EMEA and APAC regions. Shewchuk brings more than 30 years of leadership experience across the food and beverage, health and wellness sectors. Before joining Kalsec, he served as chief executive officer of MyForest Foods and SpoonfulONE, two private equity-backed consumer businesses. He previously led Campbell Soup Company’s $3.3 billion US retail division as senior vice president, overseeing brands including Campbell’s, Chunky, Swanson, Prego and V8. His earlier roles include chief marketing officer at Mead Johnson Nutrition, head of North American snacks innovation at Mondelēz International and senior positions at Cadbury and Unilever.

Austrian dairy cooperative Berglandmilch is investing in expanding its quark and cream cheese production at its Aschbach site in Lower Austria. The investment will enable the facility to produce around 15,000 tonnes of quark (Topfen) and 7,000 tonnes of heat-treated cream cheese annually. New filling equipment will also allow Berglandmilch to offer additional packaging formats and increase flexibility in the development of new products. The company said the investment will also strengthen quality, hygiene and process efficiency at the site. The project is being supported through the investment programme of the state of Lower Austria, together with funding from the European Union and Austrian federal government. Berglandmilch managing director Josef Braunshofer said: “We see that quark and cream cheese are strongly growing segments. Especially among young consumers, these products are continuously gaining importance. That is why, as Berglandmilch, we are investing specifically in this area and continuously developing our range.” The expansion is intended to position the Aschbach site to respond to future market requirements while creating greater scope for innovation across the company's dairy portfolio. Berglandmilch said the investment will strengthen its competitiveness while supporting regional value creation and the wider economy in Lower Austria. The Aschbach facility is one of Berglandmilch's key production sites. The company said the expansion is designed to combine innovation and product quality with regional sourcing. Berglandmilch is Austria's largest dairy processing and distribution company, operating eight sites across five federal states. The cooperative is owned entirely by more than 7,800 dairy farmers. Its portfolio includes brands such as Schärdinger, Tirol Milch, Lattella and Stainzer. The Aschbach investment forms part of Berglandmilch's broader approach to anticipating market trends while creating long-term value for its farmer owners. By expanding quark and cream cheese production and increasing packaging flexibility, the cooperative aims to create additional capacity for product innovation as demand evolves. Top image: ©NLK Pfeiffer

Califia Farms is expanding its portfolio in the US with the launch of Banana Crème Almond Milk Latte and Organic Banana Crème Almond Milk Coffee Creamer, tapping into the popularity of banana-flavoured coffee options. The plant-based beverage brand noted that banana-flavoured lattés and café-inspired at-home recipes are gaining traction on social media platform TikTok, with banana flavours bringing a fun and fresh twist to coffee and creamer aisles. Banana Crème Almond Milk Latte offers a ready-to-drink (RTD) almond milk-based latté, blending banana crème flavour with rich coffee and warm cinnamon notes. The drink can be enjoyed straight from the bottle or poured over ice. The Organic Banana Crème Almond Milk Coffee Creamer provides a USDA Organic almond milk-based creamer with a creamy banana flavour and warm cinnamon, designed to add a sweet, dessert-inspired twist to hot or iced coffee. Both options will launch at Kroger stores nationwide, both priced at an MSRP of $6.49.

Mission Craft Cocktails is expanding its ready-to-drink (RTD) cocktail portfolio with the launch of Pickle-Rita, a dill-infused tequila margarita aimed at consumers seeking more unconventional flavour combinations. The new product joins the brand’s existing margarita range, which includes Classic Margarita, Jalapeño Pineapple Margarita, Strawberry Margarita, Watermelon Margarita and Tamarind Margarita. Launched to coincide with National Tequila Day on 24 July, Pickle-Rita combines premium tequila with dill for a savoury take on the traditional margarita. The tequila is supplied by Productos Finos de Agave, a third-generation, family-run independent distillery and Mission Craft Cocktails’ new tequila partner. According to Mission, the product originated as an April Fools’ Day concept after the brand teased a spiked pickle cocktail to its audience. Mission Craft Cocktails founders Amit Singh and Marcin Malyszko, said: “What started as an April Fools' joke quickly became one of the most requested cocktails we've ever dreamed of. When we teased a spiked pickle cocktail last April, we expected a few laughs. Instead, people flooded our inboxes asking where they could actually buy it. We couldn't leave the pickle lovers hanging, so we got to work creating the Pickle-Rita.” Pickle has increasingly moved beyond its traditional role as a condiment and accompaniment, appearing across snacks, sauces and other food and beverage applications. Mission’s launch brings the flavour into the growing RTD cocktail segment, pairing its savoury profile with tequila and the familiar margarita format. Mission Craft Cocktails’ Pickle-Rita is set to launch at Total Wine & More, Costco and Ralphs in the US this autumn, as well as through the brand’s website.

It’s easy to get caught up in the news and activities of the industry’s global giants, but what about the smaller firms pushing boundaries with bold ideas? In this instalment of Start-up of the Month – which celebrates lesser-known companies and their innovations – we speak to Josh Hillier, co-founder of Bevi Drinks, an alcohol brand built with today's Gen Z consumers' 'pre-drinking' behaviours in mind. Can you tell us a bit about the journey behind Bevi's establishment? The idea of Bevi sparked from my time backpacking between 2022 and 2024. Whilst travelling through Bali and Australia, I kept coming across interesting drinking occasions and formats that just didn't exist back home, from Joss Shots at hostel pre-drinks in Canggu, Bali, to stumbling across a 10% RTD can in an Australian bottle shop. It made me think, why isn't anyone doing this in the UK? That moment stuck with me, and when I returned in summer 2024, I committed to making it a reality. I connected with my co-founder Will through Y Combinator's co-founder matchmaking portal, and within weeks, we were sitting in a coffee shop in Clapham North, London, shaking hands on the business idea. Will quit his FMCG investment job to join me in founding the business. I put in £50,000 of my own capital, and Bevi was created. How does Bevi differentiate itself within the ready-to-drink and ready-to-mix beverage categories? Our differentiation starts with format innovation. We've developed the SachetCan, a proprietary format that pairs our Journey Juice can with a Joss Shot sachet – a functional, fizzing, flavourful powder that transforms any alcoholic drink into an energy and vibe-boosting shot. This is a popular format in Southeast Asia, but we have made our own and are the first to bring this to the UK and beyond. We have developed formulas that better meet the needs of our customers – 12% ABV with a triple vodka shot in every can, but low calories, real fruit and light carbonation to ensure we maintain a light, refreshing and fruity taste without being too sweet or heavy. We're not trying to be everything to everyone, and we're built specifically for the Gen Z pre-drinks occasion. That focus shapes every decision, from formulation to price point to packaging. What key trends are you observing in the alcoholic beverage sector and how is Bevi responding to these? The biggest trend we're watching is the narrative that Gen Z doesn't drink anymore, and we think it's being widely misread by the industry. Our view is that Gen Z consumers drink plenty – they just don't drink brands they don't connect with, see as good value or that create friction to consume. We first noticed the popularity of Joss Shots in Southeast Asia party hostels amongst Gen Z, so we wanted to create Bevi to be the first to bring this trend across to the UK. We're also seeing a continued shift toward convenience and the pre-drinks occasion as a social event in its own right, rather than just a precursor to a night out, which we think has largely aligned with the current financial climate. Bevi is responding by building a brand that is genuinely native to Gen Z culture in how we communicate, what we stand for and the format of the product itself. How have consumer drinking behaviours and attitudes toward alcohol evolved in recent years? How is this influencing your product development? Drinking occasions have become more intentional. People are more conscious of what they're consuming – they want better value, and they're increasingly making the pre-drinks experience its own social event. For example, we see people want functional drinks too, which is one of the reasons we created Bevi – not only a high-ABV drink great for before people head to bars or clubs, but also with the addition of the Joss Shot to bring the energy boost to enhance the pre-drink occasion. At the same time, there's a real appetite for products that feel exciting and shareable without carrying the baggage of legacy alcohol brands. That's directly shaped our formulation approach as we’ve worked hard to achieve a great-tasting, low-calorie drink, which was one of the hardest technical challenges we faced. We went through several production runs before landing on the formula we have today, and getting that right was non-negotiable because taste and quality are the foundation on which everything else is built. What ingredients are key to Bevi's range and why were they selected? The Joss Shot sachet paired with our Journey Juice can is central to the Bevi experience. The format was inspired by the Joss Shot culture I encountered in Bali, which is a simple, sociable, high-energy ritual that translates perfectly to the pre-drinks occasion. On the formulation side, our focus has been on keeping sugar low without compromising on flavour. Every ingredient decision comes back to the same brief: great taste, genuine value and a format that feels exciting to share. How does Bevi approach responsible marketing and encourage safe consumption while balancing commercial growth? What role do you believe alcohol brands should play in shaping responsible drinking behaviours? We believe alcohol brands have a genuine responsibility here, and that responsible marketing and commercial success aren't in conflict but are complementary. Our target consumer is Gen Z, and that comes with a heightened duty of care. We'll always be transparent about units, we won't glamourise excess and we want Bevi to be associated with great social experiences rather than irresponsible ones. We want to communicate responsible drinking with authenticity, embedding it into how we communicate rather than bolting it on as an afterthought. Getting the balance right as we scale is something we think about carefully. Who do you see as your core consumer group? Gen Z, specifically those who are actively engaged in social and nightlife culture. This is a generation that has grown up with Amazon, social media and direct-to-consumer brands, and they have very finely tuned instincts for what's authentic and what isn't. They want brands they genuinely connect with, that feel like they belong to their world rather than being marketed at them. What's exciting is that our early angel investors include around 18 Gen Z peers who put their own money in after tasting the product, and that kind of grassroots belief is the most powerful validation we could have. Have you faced any significant operational or technical challenges on your journey so far? How have you navigated these? Getting the formulation of the product right was particularly challenging. We worked with multiple development partners before finding our current partner, and the challenging process of creating a product that we would feel proud to sell was difficult. The breakthrough came when we brought in a formulation consultant with impressive credentials, having worked on the Aldi and M&S ranges, who cracked the brief. The challenge of being able to develop the product, which ultimately is the most important thing about the brand, was a costly experience and one we didn’t foresee. This made us sharper and more resilient. Beyond formulation, bringing the SachetCan format to market has thrown up its own set of engineering challenges. Getting the format shelf-ready meant solving problems we hadn’t solved before by sourcing custom-made bands with the right strength and durability to keep the sachet securely attached throughout the supply chain, and finding manufacturers willing and able to produce the format at scale. We've responded by investing in our own R&D and machinery, which not only gives us considerable control over quality. What has been Bevi's greatest achievement to date? It’s landing on a product we're genuinely proud of and building the brand from scratch. Getting to a sellable, scalable product was a long road with setbacks, so the moment we had stock, we were proud to put it in front of customers, which felt like a genuine milestone. Beyond the product itself, raising six figures on the strength of the vision and a taste test is something I'm proud of, too. It confirmed that what we're building resonates. What's next for Bevi? Any expansion plans or new innovations in the pipeline? The plan is to build a data-backed regional rollout blueprint and raise significant funds in the £500k–£1 million range to fuel it. In the near-term, we're targeting our first bullseye cash and carry listings in London ahead of summer, and we're developing partnerships to expand our reach in Gen Z culture. Longer term, the ambition is to be the number one Gen Z native pre-drinks brand in the UK and EU, and to scale our format innovation internationally. What do you think the future will look like for the RTD alcoholic beverage category? I think the RTD category is at an inflexion point. The brands that will win are those that genuinely understand the occasions and identities of their target consumers, rather than those chasing broad appeal. Format innovation will become increasingly important as the market matures, and consumers want something that feels new and made for them. I also think the pre-drinks occasion specifically is massively underserved and will grow significantly as a distinct category moment. The winners will be the brands that own a cultural position, not just a shelf position. Gen Z will increasingly dictate the direction of travel, and brands that aren't building genuine credibility with that audience now will find it very hard to catch up. If you could offer one piece of advice to aspiring start-ups in the food and beverage industry, what would it be? Find your founder-market fit before anything else. I learned this through years of launching brands on Amazon, which I could execute, but I wasn't building something I was truly passionate about. With Bevi, alcohol was the obvious answer: it sits at the intersection of what I know, love and have experienced. When you have that genuine connection to your market, you make better decisions and stay resilient through the hard stretches.

Poland is proposing to significantly increase its sugar tax and widen its scope to cover more beverages, concentrates and drink-form dietary supplements, in a move the government says will strengthen public health measures and increase funding for healthcare. The draft amendment to Poland’s 2015 Public Health Act, published by the Polish government in June 2026, would increase existing rates while closing exemptions that the government says have allowed some manufacturers to avoid the levy. The proposal is currently at an early stage, with the government targeting adoption of the legislation in the third quarter of 2026. If approved, the changes are proposed to take effect from 1 January 2027. The government argues that the existing sugar tax, introduced in 2020, has become too low relative to beverage prices to meaningfully influence consumer behaviour. According to the draft, sales of carbonated drinks initially fell by 19% after the levy was introduced, but subsequently returned to pre-tax levels. Under the proposed changes, the fixed rate for beverages containing up to 5g of sugar per 100ml, or any quantity of specified sweeteners, would rise from PLN 0.50 to PLN 0.70 per litre. The variable charge for every gram of sugar above 5g per 100ml would double from PLN 0.05 to PLN 0.10, while the charge for caffeine or taurine would increase from PLN 0.10 to PLN 1.00 per litre. The maximum levy would also increase from PLN 1.20 to PLN 1.80 per litre. The proposed legislation would also broaden the tax beyond ready-to-drink beverages. All drink concentrates would become subject to the levy regardless of whether they are sold as liquids, semi-liquids, solids or syrups. A separate rate of PLN 3 per litre or kilogram of concentrate is proposed, reflecting the government's view that concentrated products can contain significantly more sugar than beverages ready for consumption. Drink-form dietary supplements would also be brought into scope, although products sold in packs of no more than 200ml would be excluded. The government has specifically highlighted highly sweetened fruit syrups that it says have shifted from being marketed as fortified foods to dietary supplements since the sugar tax was introduced. It argues that this has enabled manufacturers to avoid the levy while placing products with high sugar content in a category perceived by consumers as health-supporting. The proposal would additionally remove an existing exemption for beverages containing at least 20% juice and no more than 5g of sugar where they also contain caffeine, taurine or sweeteners. The government says some manufacturers have reformulated products to meet the current exemption by increasing juice content and reducing sugar in favour of sweeteners such as aspartame, sucralose and acesulfame K. Under the new rules, these products could become subject to the levy. The proposal would affect a range of products, including certain energy drinks, sweetened beverages and non-alcoholic beer. The Polish government says the changes are intended both to reduce the economic accessibility of sugar-sweetened beverages and generate additional revenue for the National Health Fund (NFZ). Currently, 96.5% of revenue from the food levy is transferred directly to the NFZ, where it is used for educational and preventive activities and healthcare services associated with the consequences of overweight and obesity. The government estimates that total NFZ expenditure reached PLN 220.2bn in 2025, while the direct costs associated with obesity – including prevention, diagnosis and treatment – could reach between PLN 4.4bn and PLN 15.4bn. When indirect costs are included, the figure could rise to PLN 44.1bn, according to the government's assessment. The government cites World Health Organization and OECD guidance indicating that fiscal measures can contribute to healthier consumer behaviour. The proposals have nevertheless drawn opposition from an industry coalition comprising 20 organisations representing agriculture, food manufacturing, retail and employers, including the Polish Federation of Food Industry (PFPŻ ZP). The coalition has called for the proposal to be withdrawn in its entirety, arguing that the government has not provided sufficient evidence that higher tax rates or an expanded scope will deliver measurable public health benefits. The organisation argues that the proposal is primarily fiscal and says it should instead be preceded by a comprehensive assessment of the existing tax, including its public health impact, fiscal performance and effects on consumers and businesses. It also claims that the changes could undermine previous reformulation efforts by taxing products that manufacturers have already modified to comply with the existing rules. The coalition has also raised concerns over the impact on manufacturers already facing additional regulatory costs from Poland's deposit return system and forthcoming extended producer responsibility requirements. According to PFPŻ ZP estimates, the proposed measures could result in retail price increases of approximately 6% to more than 22%, depending on the product category. It warned that higher prices could increase cross-border shopping and informal trade while reducing the competitiveness of Polish food and beverage manufacturers. The organisation also cautioned that taxing juice-containing beverages currently exempt from the levy could reduce demand for Polish fruit, affecting growers and processors. Similarly, lower demand for sugar-containing beverages could have implications for the domestic sugar industry and sugar beet producers. The coalition said Poland already has one of Europe's highest effective sugar tax burdens when measured against consumer purchasing power and that further increases could put domestic manufacturers at a disadvantage compared with producers elsewhere in the EU. The proposed changes are not yet law. The draft is currently undergoing consultation, after which the Polish government will consider stakeholder feedback before deciding whether amendments are required and whether to progress the proposal through parliament.