DSM-Firmenich has unveiled Maxilact Next, which the company says is “the fastest pure lactase available on the market”. Maxilact Next enables customers to achieve a 25% reduction in hydrolysis time, producing lactose-free milk faster than its existing range of efficient Maxilact lactase enzymes. The new enzyme enables lactose-free milk producers to optimise production, increase capacity and use raw materials more efficiently – without affecting the taste of the milk-based products. Rodolfo Garza, global business development manager of milk and plant-based alternatives at DSM-Firmenich, said: “We’re proud to introduce Maxilact Next to the market – the fastest, purest, most efficient lactase enzyme solution in our portfolio yet. In the current market context, efficiency is crucial to keep up with demand and stay cost-effective. Our Maxilact range delivers optimised capacity without significant capex investment while maintaining the high quality that consumers expect.” DSM-Firmenich says that 70% of consumers worldwide are unable to properly digest lactose and that its portfolio of Maxilact enzymes provides solutions for manufacturers to optimise their raw material usage, increase yield and productivity, and maintain the highest quality standards.

Alpla Group has strengthened its commitment to the UK market with the acquisition of iTEC Packaging’s plant in Mansfield, UK. iTEC Packaging is a manufacturer specialising in injection moulding, thermoforming, extrusion and compression moulding. The company’s plant in Mansfield specialises in the production of closures primarily for dairy applications, but also for other food and beverage sectors. Alpla says that the acquisition will expand its expertise as a packaging system provider in the UK market. Jens Seifried, Alpla’s UK MD, said: "With our global know-how, with this acquisition we can increasingly offer the UK dairy industry sustainable, efficient and innovative packaging solutions”. The takeover will enable Alpla to push the use of post-consumer recycled material in the closure sector, with the company hoping to offer complete solutions with high recycling content. Alpla says that this will build on its work in the processing of recycled high-density polyethene (rHDPE) in the ultra-light ‘Eco-Bottle’ – the Eco-Bottle uses around 20% less materials across its container sizes, compared to traditional milk vessels. The company developed the Eco-Bottle last year for Arla Foods UK and it is now used by other dairy businesses, the bottle’s packaging can be made of up to 40% food-grade rHDPE with new developments having the potential to increase this inclusion in coming years. The incorporation of the former iTEC Packaging plant in Mansfield provides further capacity and product range and at the same time secures jobs at the site. Alpla said the site's current staff “will be taken over in their entirety”. Financial terms of the deal were not disclosed.

Crosta & Mollica has introduced a new dessert to its portfolio: Italian apricot crostata tartlets. Made with the classic light and flaky Italian pastry, called ‘pasta frolla’, the buttery crust of these tartlets is layered with apricot conserve. It is then topped with the brand's signature criss-crossed patterned pastry before being baked to a golden hue. The apricot crostata tartlets will join the brand's Italian sweet-baked products, which include: mini panettone and chocolate & hazelnut cornetti. Crosta & Mollica's apricot crostata is currently available at Waitrose stores for an RRP of £3.50.

International spirits company Bacardi Limited has announced the appointment of Alicia Enciso to its board of directors. Enciso joins with more than 30 years of experience with multinational Fortune 100 Companies in the food and beverage sector with roles as general manager, president, chief marketing officer and e-business officer. She recently announced her retirement from Nestlé where, since 2017, she has served as chief marketing officer of Nestlé USA and previously served as president of the beverages division. Prior roles include principal consultant and managing director of Zyman Group, a subsidiary of MDC Partners and various marketing leadership roles at Procter & Gamble and Estée Lauder. Chairman of Bacardi, Facundo L. Bacardi, described Enciso as a “well-rounded business leader leader and global marketer who has presided over some of the world’s best-known brands". He added: “Her enthusiasm for modern marketing and building sustainable brands are a great complement to our long-term business ambitions and to continuing the family legacy for generations to come". Originally from Mexico, Enciso has been named 'Latino Marketer of the Year' by the Hispanic Marketing Council. She also serves on the executive board for the Association of National Advertisers and the board of the Alliance for Multicultural & Inclusive Marketing. She previously sat on the advisory board of Google 21st Century Marketing.

British wine start-up Nice is launching its first Sparkling Wine this month, available in 200ml cans from its website and exclusively to the on trade. Described as 'dry, crisp and sparkly: a Spanish Airén from La Mancha, Spain, with extra party appeal', the new white wine is suitable for vegans and stands at 10% ABV (RRP £5-8). The team at London-based Nice aims to make wine "more inclusive and less intimidating" by bringing a "fresh look" to the industry. This launch comes in response to a growing demand for sparkling wine in a miniature can format, the company said, with sparkling miniature cans seeing growth of +17% YoY vs sparkling miniature bottles at just +8% YoY according to Nielsen Total Market research. Nice co-founder Lucy Busk said: “We’re here to celebrate the wins in people's lives, no matter how big or small the occasion, so we created this sparkling white wine for a night out with a sparkly outfit, all the way through to celebrating on the sofa with a takeaway". Already included in Nice’s core range are Sauvignon Blanc, Pale Rosé and Argentinian Malbec in 250ml cans (RRP £3), available from Sainsburys, Amazon & Ocado. The trio is also available in a new Boxed Wine format from Amazon & Ocado (RRP £21.50), equal to three bottles, nine cans, or 18 small glasses of wine.

Many F&B businesses are taking advantage of energy flexibility programmes to reduce energy spending and emissions while helping to stabilise the grid and generate revenue. Barry Hurst, head of sales for the UK and Ireland at smart energy solutions company Enel X, outlines the how and why. Today’s global food system is valued at around $8 trillion – or 10% of the global economy. As a result of the energy-intensive manufacturing and storage processes behind these revenues, it also has the potential to make a major contribution to energy stability and protecting the planet. What’s more, by adopting sustainable energy strategies, individual businesses can earn additional revenue. The sector faces a major challenge to provide sufficient food and drink for a worldwide population that is likely to be in the region of 10 billion-plus by the century’s end, and to do it sustainably. Achieving sustainable growth of that scale will call for fundamental changes to address degraded land, loss of biodiversity, changes in consumer preferences and, of course, greenhouse gas (GHG) emissions. Already responsible for 30% of global energy consumption and over a third of global GHG emissions today, F&B production is likely to see these figures increase dramatically by 2030 as populations grow and climate change impacts supply chains. Energy consumption is inescapably linked to food production, where the supply chain is dependent on access to reliable, increasingly low-carbon sources of energy. With volatility in world energy markets, pressure to decarbonise and security of supply in doubt, reducing energy use and the demand for more sustainable sources has become more urgent than ever. Large energy users are becoming more savvy about creating and executing holistic energy strategies to reduce their energy use and emissions. They see the need to engage with the grid and seek low-carbon, sustainable energy sources. Energy use and emissions reporting Reporting emissions is a necessity for virtually all large energy users, whether for compliance reasons or as part of a broader environmental social and governance (ESG) initiative. That said, of the top 100 global F&B companies, only half have measured, disclosed and set goals for their Scope 3 emissions. Scope 3, on average, accounts for 88% of a company’s emissions across the entire value chain. Accurately measuring energy usage and reporting emissions isn’t an easy task. It becomes even more difficult as supply chain ecosystems become more complex, especially where businesses operate globally. Utility bill management (UBM) systems provide a detailed picture of utility expenses, allowing bill checking, comparisons across sites based on the number of staff, operating hours and facility size, as well as identifying opportunities to reduce energy consumption and reduce emissions. Using UBM data as a baseline allows for greater efficiency measures and activities and provides the data to facilitate supply chain disclosures for upstream and downstream partners. Flexing those assets to engage with the grid Getting to the heart of the matter, how can F&B businesses engage with the grid, reduce emissions and generate additional revenue? The answer lies in demand side response, or DSR (also referred to as demand response or DR). This is a mechanism that is typically used to deliver flexibility to grid operators at times of grid stress. It’s all about balance. When there is an imbalance between supply and demand, the grid is said to be under stress. An increasing proportion of renewable energy in the electricity mix presents a stability challenge for the grid. By its nature, renewable generation is intermittent. It fluctuates with the weather, adding to the pressure on grid operators to keep supply and demand in balance. DSR programmes help to prevent local and regional power outages and play an important role in enabling the integration of higher levels of renewable generation into the system without increasing costs to consumers. Alleviating stress on the grid through DSR calls for participating businesses to reduce their energy consumption in a controlled manner by following a pre-defined plan built around their operating requirements. Measures typically include changing operational heating or cooling temperatures, switching off or powering down certain machinery, or shifting to backup systems from on-site generation or battery assets to support grid stability. Such deployments typically last for only a handful of hours each year. What kind of return could an F&B business expect from participating in DSR? For example, participants enrolled in the 2023/2024 Capacity Market season will earn up to £60,000 per MW. In doing so, they also reduce carbon emissions and improve business resilience through regular testing of backup systems. It’s a financial, operational and environmental win for F&B enterprises. Virtual power plant opportunities for F&B A virtual power plant (VPP) is a platform that consolidates and coordinates a range of distributed energy resources (DER). There is a host of equipment that businesses have invested in across the F&B value chain that can be used in a VPP. In fact, any DER with flexible attributes can be harnessed to deliver value to the grid. This includes equipment such as chillers and HVAC systems, storage assets and backup generators. For a food processor with cold storage, for example, usable assets could include chillers and compressors, in agriculture, water pumps can be used, while grocery stores can use HVAC systems and refrigeration that have thermal mass and are ideal for flexing. A VPP aggregates a host of smaller assets to provide a larger asset with electricity equivalent to that which could be provided by a large power generator – but without the need to construct the physical asset. Energy flexibility planning Increasingly, businesses inform their investment in new assets not merely on how the asset will fulfil its operational role, but also based on how it might be used as part of a VPP. In other words, flexibility has become part of the business case for the new equipment. For example, take a flour milling company that is looking to develop a new site. They may be familiar with the concepts of flexibility and are prepared to change the operating model of the site to deliver real cost advantage. By considering grid flexibility as one of the key drivers for the design of the site, investment can be justified for equipment with higher levels of control and automation to enable the mill to shift its energy demand. The mill can then participate effectively in the flexibility market as part of a VPP, reducing energy costs and generating additional revenue without compromising production schedules. For a business operating a cold storage facility, they could choose to specify higher capacity chillers and compressors, improved temperature control, regulation and insulation. Investing in additional features improves the tolerance for more strategic energy consumption and increases the dispatchable capacity. These measures give the business more versatility to generate additional revenue while improving the stability of the grid. Low-carbon energy in the mix Using flexibility measures to improve efficiency and optimise energy demand are valuable but can only go so far. A natural next step is to look at sourcing green electricity for power. Improving procurement of renewable contracts can dramatically reduce emissions but it is a complex process. A typical requirement is to make a long-term power purchase agreement (PPA) with an energy company that can guarantee to deliver a sufficient supply of clean electricity to meet an organisation’s changing needs. PPAs guarantee supply, signify a long-term commitment to the zero-carbon agenda and help to reliably predict future energy costs. You are not alone – there's help available As large energy consumers and one of the fastest-growing users of power, the F&B sector has tremendous potential to make a significant impact on grid innovation and sustainability. The evolution of grid flexibility services and the rise of renewable energy means there has never been a better time for F&B businesses to support the low-carbon agenda. For most F&B businesses, however, sustainable energy management is not a core business competence. Implementing a comprehensive energy strategy takes knowledge and expertise, and a deep, current understanding of energy markets, together with the ability to navigate regulatory and compliance issues. Engaging third-party experts to help plan and implement a holistic energy strategy will help F&B enterprises to achieve the best outcomes for their business, the industry and the environment

Vertical farming company Oishii has announced a new strategic partnership with Yaskawa Electric Corporation, an industrial robotics company based in Japan. Together, the two companies will develop new automation solutions to optimise vertical farming methods and scale output. A series of Yaskawa robotic arms will power New Jersey-based Oishii’s indoor vertical strawberry farm. The robots will work in concert with Oishii’s infrastructure, technology, and urban farmers to harvest strawberries at the peak of freshness. When paired with Oishii’s proprietary tech stack – which includes crop management algorithms, environmental controls, and energy monitors – Yaskawa’s innovations will deliver new efficiencies to reduce food, energy, and water waste. The collaboration also aims to accelerate Oishii’s ability to scale globally. With the introduction of advanced automation across all of Oishii’s farm facilities, the brand said it will be able to meet the ‘substantial demand’ for its vertically farmed strawberries. Hiroki Koga, co-founder and CEO of Oishii, said: “Yaskawa is one of the most respected names in industrial robotics today. Like Oishii, they are guided by the pursuit of quality and believe technology can solve some of the world’s most pressing issues.” Koga added: “We’re honored to partner with a company that is invested in our mission to reinvent the future of agriculture. Together, we will deliver forward-looking solutions to bring clean, delicious produce to more people.” In February, Oishii introduced a new cultivar called The Koyo Berry, marked by its ‘refreshing sweetness, balanced acidity, fragrant aroma, and slightly firm texture’. The company opened its indoor Mugen Farm in May 2022, spanning over 74,000ft2. The farm uses 60% less energy and 40% less water than the company’s first-generation facilities. Oishii’s fruit is pollinated naturally with bees, farmed without pesticides and is ripe year-round. The vertical farming innovator said it is also in development of new types of flowering produce.

JBT Corporation, a technology solutions provider for the food and beverage industry, has launched its JBT 2.1m Pressure Rotary sterilising technology. The new rotary steriliser technology is said to have significantly evolved, providing superior product quality and consistency at a lower cost per unit produced. The technology is described as an “evolution in production capabilities” and will support manufacturers in maximising product output and quality while minimising the facility’s footprint. JBT’s 2.1m Pressure Rotary provides the features and benefits of the standard steriliser with a larger diameter, offering an increase in production throughput from 25% to 50% compared to the 58” (1.5m) pressure rotary with approximately the same floor space. The steriliser can handle a broad range of cans, allowing for high-temperature/short-time cooking, and rapid, efficient cooling by agitating the container in an automatic, continuous process. This process allows for fewer resources and utility consumption per can while increasing the throughput. Rick Wilson, global product line director at JBT Corporation, said: “Our goal for this new addition to our rotary product line was derived from the two things we continuously strive to provide our partners - simplicity and efficiency. As a result, we are offering a sterilisation solution that can do more with less.” Through advancements in rotary steriliser technologies, consumers will see benefits in reducing water and energy consumption, lowering maintenance and lengthening machine life, increasing throughput in the same footprint and fewer resources used per can produced.

Brown-Forman Corporation has announced plans to expand its Casa Herradura tequila distillery in Jalisco, Mexico. The investment – approximately $200 million – will enable the company to meet the increasing global demand for its tequilas, with construction slated to begin in July this year. Casa Herradura has been harvesting, producing and estate bottling tequilas from the small town of Amatitán in Jalisco, since 1870, making it one of the most historic tequila producers in Mexico. Brown-Forman acquired Casa Herradura in 2007. Lawson Whiting, president and CEO of Brown-Forman Corporation, said: “The world’s growing taste for premium tequila is driving double-digit net sales growth of our Herradura and el Jimador brands. We believe strong consumer interest in tequila will continue and we’re expanding our production capacity to meet this demand. This strategic investment will improve our production efficiencies and increase our competitiveness.” The first phase of the investment will build on the company’s commitment to sustainability, as it expands its water recycling and treatment plant. This will be followed by the expansion of capacity for distilling, bottling, maturation and processing. Elisa Gutierrez, VP and GM, Casa Herradura, commented: “This multi-phase project includes adding to our distillery operations, bottling, maturation and processing areas. This expansion is particularly exciting as it will also advance our existing waste-to-energy efforts with a new water recycling and treatment plant.” Casa Herradura is one of Brown-Forman's zero-waste-to-landfill sites. The tequila producer says that less than 1% of the solid waste generated goes to landfill, creating a more sustainable process and product.

Low-calorie sweetener brand Splenda and its parent company, Heartland Food Products, have launched Splenda Peel & Pour Zero Calorie Drink Mix. The new drink mixes feature pods filled with concentrated drink mix, providing an easy and convenient way to create refreshing, zero-calorie, zero-sugar beverages in seconds. Splenda Peel & Pour is available in four flavours: pink lemonade, sweet tea, fruit punch and peach mango. Jeff Marvel, senior brand manager for Splenda, said: "Splenda Peel & Pour Zero Calorie Drink Mix is a new and easy way to create a delicious pitcher of drinks to share with family and friends. We know that drink mix category sales rise making this the perfect time to offer Splenda Peel & Pour for summer's gatherings.” The pods are portioned with the right balance of flavour, making it an easy, powder-free option. The brand says: “Simply peel back the lid of the liquid pod, pour into two quarts of water in a pitcher, and enjoy a zero-calorie, zero-sugar delicious refreshment over ice or chilled.” Each package contains six liquid pods, which can make 32 servings. They are available to purchase in US retailers now for an RRP of $6.99 per 6-pack.

Primo Water Corporation has announced that Tom Harrington, the company’s CEO and member of the board of directors since January 2019, intends to retire. Harrington’s target end date is 31 December 2023, and to ensure a smooth transaction he will continue to serve as CEO and on the board of directors until the board has identified and appointed a successor. Harrington said: "It has been an honour to lead Primo Water's talented team through a critical and transformative period during my tenure as CEO. Our strategy is clearly working, we're pleased with our past accomplishments and we're even more excited about our future. With our strategy in place and exciting prospects for the future, now is the right time to begin the transition to Primo Water's next phase of leadership.” He continued: “Together, we have built a powerful pure-play water platform that benefits from a large and growing revenue base. I am confident in our team's ability to build on our momentum to drive long-term growth and value creation.” Jerry Fowden, chairman of the board, commented: "On behalf of the board, I want to thank Tom for his significant contributions and dedicated years of service to Primo Water. Since his appointment as CEO in 2019, Tom has played an instrumental role in transforming Primo Water into a leading pure-play water company, leading our response to the Covid-19 pandemic and meaningfully engaging with our stakeholders, shareowners, customers, communities and associates.” The board has initiated a search to identify the company’s next CEO and says that it “has engaged a leading executive search firm to assist in the process”. In order to facilitate a comprehensive process, the board will consider both internal and external candidates. Fowden added: “The board and management team are committed to ensuring a smooth transition, and we are grateful that we'll continue to benefit from Tom's experience and perspective throughout this process. As the board conducts its search for Tom's successor, we are focused on identifying a strong leader with a proven track record of operating successfully at scale while defining and executing a growth strategy driven by operational excellence and world-class talent development."

The UK’s Plant-Based Food Alliance (PBFA) has said that a draft guideline that would restrict the labelling of plant-based products in the country should "be torn up". The guidance, formulated in February 2022 by the Food Standards and Information Focus Group and currently awaiting publication, outlines that the terms ‘mylk,’ ‘m*lk,’ ‘not m*lk’ or ‘alternative to’ when referring to plant-based dairy products should be banned. The guidance is based on the belief that consumers may experience confusion when confronted with names like 'plant-based butter' or 'not milk'. However, in the US, the FDA released draft guidance this year stating that the term "milk" could be used for plant-based drinks due to the absence of consumer confusion surrounding such labelling. The alliance has expressed concern that if the guidance is published, products could be removed from shelves if the labelling on the product does not comply with requirements. The UK's Department for Environment, Food & Rural Affairs told PBFA members that responsibility for the issue lies “solely with local authorities and the Trading Standards Officers acting on their behalf”. PBFA CEO Marisa Heath said: “The guidance was drafted behind closed doors and without the consultation of the plant-based food sector. Not only was this developed in an undemocratic process, but it is also highly anti-competitive as it restricts consumer choice and seeks to curb a booming industry.” ProVeg UK said the guidance will introduce “tougher rules on plant-based labelling” than those that are already in place in the European Union. It listed brand names that would be forbidden from supermarket shelves and coffee shops under the new guidance, including Flora Plant B*tter, M.L.K.Ology, Wunda Plant Based Not Milk, Good Hemp – Oat + Hemp Milk, Mylk and Qurkee M’LK, among others. According to Nielsen data published by the Good Food Institute Europe, total unit sales for plant-based milk increased by 17% between 2020-2022. Jimmy Pierson, director at ProVeg UK, said: “It seems incomprehensible that the government would impose such restrictive measures on a booming part of the UK economy. It is both outrageous to push this forward and hugely unnecessary.” He added: “It sends out the wrong message about supporting British business and about tackling climate change. Plant-based diets emit half as much greenhouse gas as animal-based diets and should be actively encouraged by the government, not hindered.” Jeremy Coller, president of the Alternative Proteins Association in the UK, said: “Civil servants must have a rather dim view of British consumers if they think shoppers find labels such as ‘vegan cheese’ and ‘soya mylk’ unduly confusing”. He added that if the government is “serious about growing the economy and supporting business in the UK,” it should let consumers make up their own minds. Commenting on the draft guidelines, founder of plant-based food producer Allplants, Jonathan Petrides, wrote in a LinkedIn post: “Ever heard suggestions to ban the name ‘Electric Car’ because cars have “traditionally been built with combustion engines” and people might get confused…If the government would actually regulate in the interests of normal people, we could stop big destructive industries from all this endless milking.”