Austrian food ingredients group Agrana is planning to acquire flavour specialist Esarom in a move designed to strengthen its position in tailored food and beverage solutions and expand its formulation capabilities. Founded in 1946, Esarom develops and produces a range of ingredients, including flavours, bases, powders, emulsions, functional blends, and stabilisers, for the food and beverage sector. The company has around 400 employees and generated revenues of €112 million in its 2025 financial year. The companies' complementary capabilities could allow customers to source a wider range of formulation and ingredient solutions from a single supplier, while also supporting joint product development. Agrana says the combination is expected to accelerate innovation and strengthen its presence in attractive growth regions. The planned integration would also create an Austrian three-site production cluster, combining Esarom’s facilities in Oberrohrbach and Rückersdorf with Agrana's site in Kröllendorf. According to Agrana, the objective is to bring production, product development and application expertise closer together, while aligning customer relationship management. The group expects this to give customers a broader portfolio and greater scope to develop tailored products collaboratively. The acquisition would add significant formulation and market expertise to Agrana’s existing capabilities. Esarom’s strong export focus is particularly relevant to Central and Eastern Europe, the Middle East and Central Asia, regions where the company has established customer relationships and market knowledge. Agrana said the agreed enterprise value is around €150 million, based on an EBITDA multiple of 9.0x. The transaction also includes conventional price adjustment mechanisms and success-based purchase price components designed to mitigate risks for both parties. The share purchase agreement is expected to be signed shortly. Completion remains subject to the necessary antitrust approvals and, according to Agrana, is currently expected at the beginning of its 2027/28 financial year. The deal represents another step in Agrana’s strategy to develop Food & Beverage Solutions as a growth platform. The group currently employs around 8,400 people across 50 production facilities worldwide and generates approximately €3.2 billion in annual revenue. Its activities include fruit preparations, juice concentrates, sugar, starch products and bioethanol.

Spanish food group Grupo Fuertes has acquired Teruel-based Jamones Albarracín, marking its entry into the ham processing and curing sector and strengthening its position in Spain’s meat industry. Founded and owned by the Dobón family, Jamones Albarracín operates three production centres in Teruel and has curing capacity for up to four million pieces. The company specialises in the salting, drying and curing of hams and has established itself as a recognised operator in the sector. Its operations are supported by international IFS and BRC food safety certifications, alongside a long-standing focus on quality, innovation and customer service. Following the acquisition, Jamones Albarracín will continue to operate as normal, providing ham processing services to its existing and future customers. Grupo Fuertes plans to invest in the modernisation and expansion of its facilities, including increasing the production capacity of its drying sheds. The existing workforce and management expertise will also remain an important part of the business, with Grupo Fuertes highlighting the experience and professionalism of the Jamones Albarracín team. The acquisition will also support the development of ElPozo Alimentación’s Jamon Project, which Grupo Fuertes identifies as one of the strategic pillars of the business. ElPozo Alimentación is part of Grupo Fuertes and is one of Spain’s major meat companies.

US President Donald Trump announced a ban on a range of Canadian alcoholic beverages and dairy products yesterday (8 September 2026), the latest move in an ongoing trade war between the North American countries. The White House released several executive orders outlining the scope of the import bans, which go beyond food and beverage – restrictions on certain motor vehicles are also included. The import ban will take effect from 29 September 2026. Trump said that the moves address “Canada’s increased discrimination against US commerce,” referring to the retaliatory tariffs placed on US goods, including steel, dairy and agricultural equipment, which came into effect this week. Canada’s dollar-for-dollar retaliatory tariffs – which are as high as 50% for some products including certain milk and cream and whey products – apply to nearly $20 billion of US goods. They responded to the US’ move to impose 50% tariffs on $20 billion of Canadian goods in August, with individual product rates based on the matching US rates for the same goods. The US and Canada were undergoing trade review talks this summer with hopes to agree on a deal, but negotiations fell through last month. Canadian food and beverage products subject to the full ban and excluded from importation into the US include whey protein products, cane molasses, non-alcoholic beer and a broad range of wine and spirit products including rum, vodka and bitters. Meanwhile, additional products will be hit with a higher 50% import tariff under the new executive orders, including a wide variety of fresh cheese products. The White House said the measures aim to ‘restore reciprocity in our bilateral trade relationships and protect the economic prosperity and security’ of US citizens and businesses, stating that the tariffs will incentivise companies to reshore jobs and production lines back to American soil. It gave the example of Chobani investing $1.2 billion into a Pennsylvania dairy production line, announced last week as part of its $925 million deal with Keurig Dr Pepper. However, the ban and increased tariffs targeting key Canadian dairy segments puts further strain on the historically close relationship between the two neighbouring countries, increasing concerns over rising costs and supply chain complexity for businesses on both sides.

Thomas Holliday As moderation becomes a behaviour shared across generations rather than one driven by Gen Z alone, alcohol brands have an opportunity to rethink how they build relevance. Thomas Holliday, strategy director at Design Bridge and Partners, argues that the strongest brands will be those that evolve their heritage instead of reinventing themselves for every new audience. For years, the drinks industry has worked from a familiar assumption – if you want to secure future growth, you need to win over younger consumers. New campaigns, products, partnerships and visual identities have often been justified by one goal: staying relevant to the next generation. But the conversation around alcohol is changing. The idea that Gen Z is solely responsible for the rise of moderation is beginning to unravel as it becomes a behaviour that cuts across generations. Recent research even suggests that Baby Boomers are reducing their alcohol consumption too. Heritage is a competitive advantage, not a constraint For established alcohol brands, relevance is often framed as a question of reinvention. Every few years there is pressure to refresh identities, chase emerging trends or reposition the brand image for younger audiences. The problem is that this overlooks one of the industry's greatest assets. Heritage brands already possess something that newer competitors spend decades trying to create. They have memory, meaning and cultural recognition. People know them, trust them and associate them with moments that matter. These connections are incredibly valuable because they reduce the effort required for consumers to recognise and choose a brand. Yet too often, businesses risk weakening those associations in pursuit of appearing younger or more contemporary. Influence does not belong to one generation One of the biggest misconceptions in marketing is that trends remain confined to the audience that first adopts them. In reality, behaviours spread through families, friendship groups and workplaces. Wellness offers a clear example. What may begin with young consumers increasingly finds its way into households where parents, adults, children and grandparents influence one another's purchasing decisions and daily habits. The same is true for moderation. While there have been findings around Gen Z’s drinking behaviour, choosing lower alcohol options or drinking less altogether is not just a behaviour led by the younger generation. It is becoming part of a wider cultural conversation shaped by health, lifestyle and changing social expectations. For alcohol brands, this changes the challenge. Rather than creating separate identities for different age groups, they should be asking how their brand can resonate across the moments where generations overlap. People don’t always experience brands by themselves. They recommend drinks to friends, bring bottles to family gatherings, celebrate together and share rituals across age groups. Influence trickles down through these groups, meaning it's not defined by demographics. Brands designed around shared recognition are much more resilient than those built around chasing a single generation. Evolve the brand, not its foundations Strong brands are built through consistent and distinctive assets that accumulate value over time. Logos, colours, typography, packaging, symbols and even rituals all contribute to building memory that creates impact. When these assets are repeatedly discarded in favour of whatever feels on trend, brands lose more than visual consistency. They slowly wear away the distinctions consumers rely on when making purchasing decisions. Successful evolution starts by understanding which assets already carry meaning and finding ways to express them in modern contexts. For example, canned cocktails have seen a surge in popularity, with MOTH bringing in £11 million as demand continues to rise. Legacy brands such as Jack Daniel's have tapped into this lucrative sector, packaging their much-loved classic spirit and mixer combinations into sleek canned formats. They adapted a familiar product, making it relevant to changing consumer habits while retaining the distinctive cues that people already know and trust. It's a reminder that the most effective brand evolution doesn't come from abandoning what made a brand successful, but from reimagining how those existing assets can continue to create value in an evolving market. Build brands beyond demographics The drinks industry has always adapted to changing consumer expectations, and it will continue to do so. But today's challenge is less about capturing one generation than understanding how behaviour moves between them. Brands that continue to divide audiences into increasingly narrow demographic groups are missing the mark. The opportunity now is to create identities and experiences that travel naturally across generations while remaining rooted in what makes the brand distinctive. Heritage should not be viewed as something to overcome in the pursuit of relevance. It is often the very reason a brand remains relevant in the first place.

Austrian food-tech company Revo Foods has launched Cottage Protein+, a chilled, fermented plant-based alternative to cottage cheese made from apricot kernels. The new product contains 17g of protein per 150g cup and is made with four natural ingredients: soft apricot kernels, water, salt and vegan cultures. Cottage Protein+ is made using 40% soft apricot kernels, which are fermented with live cultures. According to Revo Foods, the fermentation process creates the product’s characteristic grainy texture and flavour, while differentiating it from many existing plant-based fresh products that rely on ingredients such as coconut fat, starch and thickeners. The company said the product contains 11.5% protein and derives its fat entirely from the natural oil in the apricot kernels, with no added fats. Its fat profile is described by Revo Foods as similar to that of olive oil and rich in unsaturated fatty acids. The launch comes as demand for high-protein products continues to shape Germany’s chilled fresh category. Revo Foods said cottage cheese sales in Germany have nearly doubled over the past three years, while consumers are increasingly seeking natural and sustainable sources of protein. David Petuzzi, CEO of Revo Foods, said: “We stand for healthy proteins. That is the thread running from our fungi protein through to Cottage Protein+: We use fermentation as a tool to turn natural raw materials into foods that deliver real nutrition and taste great.” The product also aims to address food waste by using apricot kernels generated as a by-product of fruit processing. Revo Foods said large quantities of kernels arise from the production of jam, juice and dried fruit, with much of the material currently discarded or incinerated. By using the kernels as its primary raw material, the company said Cottage Protein+ can make use of an existing food-processing side stream without requiring additional farmland. Niccolò Galizzi, head of food tech at Revo Foods, said: “Most plant-based fresh products aren't fermented; they're formulated. With Cottage Protein+, the fermentation cultures do the work for us.” Cottage Protein+ is vegan and refrigerated and will be sold in a 150g cup across EDEKA and REWE stores in Germany from September 2026. The launch is the latest development from Revo Foods, which was founded in Vienna in 2021 and specialises in technologies for protein-rich foods. The company opened its Taste Factory in 2024, described by the business as the world’s first industrial production facility for 3D food extrusion technology.

Pladis is expanding its McVitie’s brand beyond biscuits in China, launching a brand-new locally developed McVitie’s Flipz range in the market, designed for local tastes. The Flipz chocolate coated pretzel brand, initially launched in the UK and Ireland in 2018, makes its debut in China as part of Pladis’ ambitions to build McVitie’s into a £1 billion global brand. While limited McVitie’s biscuits are already available in China, Pladis is now expanding the brand with a newly developed offering built around Chinese consumers’ shopping habits and eating behaviours, from flavours and portion sizes to how the products are made and sold. Launched initially in Shanghai and Guangzhou, the new range combines McVitie’s branding with Flipz’s chocolate pretzel format. It debuts in three flavours selected for the Chinese market: Matcha Honey, Lemon Basque Cheesecake, and Chocolate Hazelnut. The products have been launched in a smaller, bite-sized format to reflect local snacking habits. They will be manufactured in China through an approved Pladis partner and sold through major e-commerce platforms, including Tmall, JD.com and Douyin, alongside selected retail partners including Costco, Metro, RT-Mart, Yonghui, Lawson and FamilyMart. This initial roll-out in Shanghai and Guangzhou will be followed by expansion into additional Chinese cities in 2027. The launch highlights Pladis’ global growth efforts, with the company predicting that future international growth will increasingly come from expanding the McVitie’s brand beyond its traditional biscuit range. In other markets, that evolution is already underway through products such as McVitie’s Joy in Saudi Arabia and Egypt, underscoring the brand’s flexibility across formats and occasions internationally. Pladis said it sees ‘substantial long-term potential’ in China, where the sweet biscuit market is worth around £5 billion and has grown at a 5.6% CAGR over the past decade. As the world’s third-largest biscuit market, behind only the US and slightly behind Brazil, Pladis noted China is an ‘attractive white-space opportunity’. The company already operates in China through its premium chocolate brand, Godiva, offering insight into China’s retail market, e-commerce channels and consumer trends. Pladis said this knowledge helped shape McVitie’s growth plans n China while allowing the brand to develop its own distinct position in the market. David Murray, chief commercial officer at Pladis, said: “McVitie's may be famous for biscuits, but its next phase of growth will not come from biscuits alone. As we grow internationally, we're looking at how the McVitie's brand can play a bigger role across snacking, reaching new consumers through new products and formats.” He added: “China is one of the world's most exciting snacking markets. We've developed this range around local tastes and shopping habits because we believe long-term success comes from understanding what consumers want, not simply exporting products that work elsewhere.”

CH Guenther & Son has opened a new Centre of Excellence at its Coventry bakery, creating a dedicated hub for bakery innovation and customer collaboration as demand grows for more premium and differentiated products across the UK and Europe. The 172-square-metre facility is designed to bring foodservice operators, retailers and quick service restaurant customers together with CHG’s bakery, culinary, commercial and technical teams to develop and test new products from initial concept through to commercial manufacture. The purpose-built Centre combines a commercial-scale pilot bakery with a customer demonstration kitchen, sensory evaluation facilities, an innovation suite and dedicated collaboration areas. The setup is intended to give customers a single location in which to develop, demonstrate, evaluate and refine new bakery concepts before moving them into full-scale production. According to CHG, the facility will support growing demand for premium bakery products, including the rapidly expanding potato bun format, while also responding to broader shifts in consumer preferences. Customers are increasingly seeking products with premium and artisan-inspired characteristics, alongside free-from options, smaller portion sizes and protein-rich formulations. The new Centre is designed to allow these concepts to be developed and tested in a controlled environment before being validated for commercial manufacture. Its location within CHG’s flagship Coventry manufacturing site is also intended to shorten the transition between product development and production. The Coventry bakery, which opened in 2023 following a £38 million investment, currently produces around 72,000 buns per hour. The Centre represents the latest stage of a wider investment programme by CHG and its partners in the company’s UK manufacturing infrastructure. The business has continued to invest across its three UK sites and its wider manufacturing network, with the aim of increasing production flexibility and supporting faster product development. Paul Tripp, European vice president and managing director at CHG, said: “CHG’s new Centre of Excellence provides our customers with partnership in innovation and developmental testing, ensuring ideas can move seamlessly from concept to commercial production. This investment is part of CHG’s long-term strategy to strengthen our growing relationships with leading food service brands through innovation, operational excellence and continued investment in our UK and EU manufacturing.” The company said the facility is intended to strengthen its position as a development partner for foodservice and retail customers, rather than simply a manufacturer. By bringing product development, sensory testing and pilot-scale production together, CHG aims to reduce development times and help customers bring new menu and bakery concepts to market more quickly. The opening also forms part of the company’s longer-term strategy for growth in the Pan-European market. CHG said the UK and Europe remain strategically important markets and that increased innovation capability will support future manufacturing investment, new customer partnerships and expansion into additional premium bakery categories.

US functional F&B brand Laird Superfood has appointed Mark Johnson as chief financial officer, effective from 1 October 2026. He joins the company from Tropicana Brands Group, where he served as vice president of finance for North America. In his new role as CFO, he will report to chief executive officer Jason Vieth, and will serve as the company’s principal accounting officer. Johnson brings more than 25 years of finance leadership across public consumer packaged goods and private equity-backed companies. Prior to Tropicana, he was vice president of commercial and supply chain finance at Champion Petfoods, and held multiple financial leadership positions at Danone, WhiteWave Foods and The Pepsi Bottling Group. Commenting on his appointment, Johnson said: “Laird Superfood has built genuine brand equity in better-for-you food and beverage, and the platform the team has assembled has meaningful room to grow”. “I’m excited to join at this point in the company’s development and to help translate that momentum into durable financial performance.” CEO Vieth commented: “Mark brings the kind of operating finance experience this next chapter calls for – scaling brands in food and beverage inside businesses held to a high bar on discipline and returns”. “As we integrate our recent acquisitions and build toward sustainable, profitable growth, his experience will be a real asset to our team.” Co-founded in 2015 by Laird Hamilton and Paul Hodge, Laird Superfood is based in Colorado and creates functional ‘superfood’ products, primarily made with plant-based ingredients, though the company has recently expanded its portfolio to include some dairy-based beverages.

Kraft Heinz has appointed Lucy Hovey as chief financial officer for its UK and Ireland business, succeeding Darren Vries, who is stepping down after over eight years. Hovey brings more than 20 years of finance leadership experience across the consumer goods industry. She joins Kraft Heinz from Unilever, where she spent the last 13 years in a range of senior finance leadership roles. Most recently, she served as the CFO for Unilever UK and Ireland’s personal care business, while also acting as finance lead for deodorants and skin cleansing across Europe. Her previous leadership positions include roles across Unilever’s global and local organisations, including with brands such as Dove, Lynx and Ren Clean Skincare. During this time, she is credited for driving a significant business turnaround, helping the business to restore growth and profitability. Hovey began her career at KPMG, advising consumer goods and retail businesses including Tesco, Diageo and Mars. In her new role, Hovey will lead Kraft Heinz’s UK and Ireland finance function, including setting financial strategy and multi-year plans, and partnering with the wider leadership team to drive profitable, sustainable growth across the business. Marta Pilczuk, managing director for Kraft Heinz UK and Ireland, said: “Lucy is a highly accomplished finance leader with a strong track record of partnering closely with commercial teams to deliver profitable, sustainable growth”. She added: “Her breadth of experience across category and business unit leadership, combined with her collaborative, people-first approach, will be invaluable as we continue to build momentum in the UK and Ireland. I’m delighted to welcome Lucy to Kraft Heinz, and I’d like to thank Darren for his leadership and contribution to the business as we begin this transition.” Commenting on her appointment, Hovey said: “I’m incredibly excited to join Kraft Heinz and be part of a business with such iconic brands and strong momentum, and to work with a team that’s clearly ambitious, energetic and focused on what comes next”. “I’m looking forward to learning quickly, supporting the continued success of the UK&I business and bringing fresh perspective along the way.” Kraft Heinz reported approximately $25 billion in net sales in 2025, with a portfolio of leading brands, including Heinz, Kraft, Philadelphia, Primal Kitchen and Lunchables, sold in more than 40 countries worldwide.

The Magnum Ice Cream Company (TMICC) has inaugurated a 67,000-square-foot Global Capability Centre (GCC) in Pune, India, as the ice cream manufacturer expands its technology, analytics and global business operations in Maharashtra. The new facility is described by TMICC as its most advanced Global Business Solutions (GBS) location worldwide and will support the company's operations across finance, procurement, supply chain, marketing and Master Data. The Pune centre forms part of a broader investment in India's role within TMICC's global organisation, with teams based at the facility expected to drive work in artificial intelligence, automation, analytics and digital transformation. The company said the centre follows a Memorandum of Understanding signed with the Government of Maharashtra in April 2025. Its inauguration was attended by Maharashtra Chief Minister Devendra Fadnavis, alongside senior state government officials and TMICC executives. Maharashtra has emerged as TMICC's primary base in India. The company is headquartered in Mumbai, while its Kwality Wall's manufacturing facility is located in Nashik. With the addition of the Pune GCC, the state now accounts for around two-thirds of TMICC's total Indian workforce. Abhijit Bhattacharya, chief financial officer of The Magnum Ice Cream Company, said: “This is about much more than opening a new office – it represents an important step in TMICC’s long-term growth strategy. Our highly skilled teams here power TMICC operations around the world and drive innovation in AI, analytics, automation, and digital transformation.” He added that the Pune facility represents “Phase One” of the company's broader commitment to Maharashtra, with growth, innovation, job creation and collaboration identified as key areas of focus. The investment comes as global food and beverage companies continue to build out centralised capability centres to provide specialist expertise across markets while accelerating the adoption of digital technologies. The Pune operation will provide a hub for functions supporting its international business, while also developing capabilities in emerging technologies. The company said its teams will work on AI, automation and analytics as part of efforts to modernise its global operations. The Maharashtra government has also positioned Pune's growing GCC ecosystem as a strategic advantage in attracting international businesses, citing the state's talent base, infrastructure and business environment. TMICC said its India strategy extends beyond its corporate and operational capabilities, forming part of its wider focus on talent, diversity and long-term investment in the country. This includes collaborations such as the Caring Dairy Project.

Frozen mochi brand Little Moons is tapping into one of 2026’s defining flavour trends with the launch of a limited-edition Strawberry Matcha Latte Mochi. The new product will debut in Tesco from 8 September, with listings at Sainsbury’s, Waitrose, Morrisons, Co-op and Ocado expected to follow shortly afterwards. The flavour combines Little Moons’ signature soft mochi dough with matcha ice cream, real strawberry pieces and a strawberry-flavoured mochi outer layer. Each pack contains six mochi, with an RRP of £5 and 65 calories per piece. The product is also gluten-free. Strawberry matcha has grown from a niche café trend into a mainstream flavour combination during 2026, appearing across coffee, food, fashion and beauty. Little Moons said the new launch is intended to bring the trend into the frozen category while appealing to both established matcha consumers and those yet to try the flavour. The launch follows what the brand described as significant demand from its TikTok community. More than 28,000 requests for a Strawberry Matcha Latte flavour were generated after Little Moons asked followers to help get the idea in front of its founders. Little Moons is also extending the flavour into foodservice. A Strawberry Matcha Cheesecake mochi variety will launch across UK Yo Sushi restaurants from 9 September, followed by availability at other sushi restaurants and kiosks, including Itsu. Milly Tuck, head of brand marketing at Little Moons, said: “As a TikTok-first brand, the platform is where we listen hardest and move fastest, and we've genuinely never seen prompted demand at this level.” Tuck added that the new flavour would be distributed across grocery, restaurants and kiosks, with the brand targeting more than 2,528 distribution points in the UK. The Strawberry Matcha Latte Mochi is available from 8 September at Tesco, with further major retailers to follow. Strawberry Matcha Cheesecake launches at Yo Sushi restaurants from 9 September.

Patco Products has launched Starplex Nova, the first commercial product in its new Nova NextGen Emulsifier platform, designed to support food manufacturers seeking greater flexibility in clean-label formulations. Developed and manufactured at the company’s Grandview, Missouri, facility, Starplex Nova is intended to provide consistent emulsification performance across a range of food applications while helping manufacturers respond to changing formulation requirements. The launch marks the first grade in Patco's Nova portfolio, which the company said will focus on application-specific clean-label emulsifier solutions rather than a single approach across different product categories. The new emulsifier line forms part of Patco's continued investment in formulation performance and technical support for bakery and tortilla manufacturers. Richard McEvoy, chief executive officer of Patco Products, said: ""This launch represents where we are heading as a company. We built our business by partnering with customers to solve real formulation challenges." "Our Nova NextGen is a direct result of that approach by combining our agility with decades of technical expertise and innovation to deliver what our customers and the market need next." Patco said its commercial team worked with customers during development to ensure the platform reflected production requirements and reformulation challenges. Alyssa Cunnington, chief commercial officer at Patco Products, added: "Our customers aren't looking for another ingredient supplier; they're looking for a partner who understands their business, their production realities, and the pressure to move quickly. And Starplex Nova NextGen was developed with that in mind, helping manufacturers simplify reformulation without compromising performance." The company’s R&D and Innovation team also conducted internal and commercial trials to assess the emulsifier’s performance under production conditions. Enyam Alamu-Lumor, director of R&D and Innovation at Patco Products, said the development process focused on ensuring consistent and predictable performance between batches. Patco plans to introduce the Nova NextGen platform through its key account team, technical webinars and industry events, including the Food Tech Summit in Mexico City and SupplySide West in Las Vegas.