Vita Coco has acquired super-premium Thai coconut water producer Copra in a deal that will expand its presence across the coconut water category and give it access to a fast-growing premium segment. The acquisition, which closed on 22 July 2026, includes Copra’s production facility in Thailand and its sourcing capabilities for Nam Hom coconuts, a variety known for its sweet, aromatic flavour and distinctive, slightly pink appearance. Copra operates in the super-premium, cold-chain coconut water segment, using an extract-and-fill-on-site model. The company also has an emerging branded business and a significant private label operation. According to Vita Coco, Copra’s net sales have grown at a compound annual growth rate of 48% over the past three years in the cold-chain coconut water segment. Copra expects full-year 2026 net sales to exceed $100 million. The transaction comprises $175 million in upfront consideration, subject to customary closing adjustments, with an additional earnout payment linked to Copra’s 2028 financial performance. The earnout has a floor of $45 million and a cap of $100 million. The initial purchase price was funded through 80% cash on hand, with the remainder paid in Vita Coco common stock. Michael Kirban, co-founder and executive chairman of The Vita Coco Company, said: “Copra brings specialised capabilities, deep sourcing expertise and a super-premium offering that can help us serve more consumers, and expand our market share while continuing to help shape and lead the category’s continued global growth." The acquisition is expected to broaden Vita Coco’s addressable market while strengthening its supply chain capabilities through Copra’s Thailand-based operations and access to Nam Hom coconuts. Vita Coco said it plans to expand Copra’s capacity, improve operational efficiency, support existing customer demand and develop new customer relationships. It also intends to invest in building Copra’s branded business, which the company believes has significant growth potential. Copra’s sales are currently concentrated in the Americas, with Vita Coco identifying opportunities to expand the business internationally and grow its branded presence. Martin Roper, chief executive officer of The Vita Coco Company, said: “We believe it is a perfect add-on to our coconut water capabilities, expands our total addressable market, strengthens our participation in coconut water, and gives us another way to help shape the category’s continued growth." Vita Coco expects the acquisition to be accretive to its adjusted EBITDA margins once the business is fully integrated. Evercore acted as financial advisor to Vita Coco, with Ballard Spahr LLP serving as its legal advisor. Whipstitch Capital acted as financial advisor to Copra, while Cooley LLP served as its legal advisor.

Invivo X, SJP – a collaboration between New Zealand’s Invivo Winery and actress Sarah Jessica Parker – has unveiled a new jalapeño-infused Sauvignon Blanc. The bold new offering is inspired by the social media trend of adding fresh jalapeño slices to white wine, a viral phenomenon that has gained traction globally on the TikTok platform in recent years. Made with premium New Zealand Sauvignon Blanc grapes, the wine is naturally infused with natural jalapeño and chilli extracts. According to the brand, the 12.5% ABV serve delivers ‘crisp, tropical notes with controlled, buildable heat’. The launch is claimed to be the first of its kind within the New Zealand Sauvignon Blanc market, reflecting how today’s wine drinkers are increasingly experimenting with flavour. Invivo Wines’ co-founders, Rob Cameron and Tim Lightbourne, said they partnered closely with Parker to turn the trend into a ‘balanced, premium wine expression’. “We wanted a wine with a little bit of heat, but never at the expense of the wine itself,” said Parker. “It had to be something we'd genuinely want to pour for friends and have on our own table.” Cameron said the product builds on the familiar flavour cues in Sauvignon Blanc while introducing a “gentle, complementary heat on the palate.” “Jalapeño was a natural fit, thanks to its fresh, green notes,” he said. “The early response has been phenomenal and people are genuinely obsessed.” Both Sauvignon Blanc and jalapeños contain pyrazines, compounds responsible for green, herbaceous notes. The co-founders and Parker said they refined the use of natural jalapeño essences to enhance these characteristics through extensive trials, introducing a warmth that complements the wine’s bright core. The wine is designed with warm-weather occasions in mind, best served ice-cold straight from the fridge or served with a splash of soda. It will be available at select retailers across the US from this summer, including H-E-B, Total Wine & More, and Binny’s, priced at an RRP of $15.99.

John West has launched a new range of microwaveable tuna pouches designed to provide a quick, high-protein solution for evening meals. The Stir & Serve range has rolled out across the UK and Ireland, targeting consumers seeking convenient alternatives for midweek dining. The two-serving pouches contain MSC-certified skipjack tuna in four sauces: Tomato & Basil, Soy, Ginger & Honey, Spicy Mexican and Mild Curry. Ready in two minutes, each 300g pouch contains up to 46g of protein and is designed to be served with a range of carbohydrates, allowing consumers to use the product as a base for different meal occasions. The launch comes as the UK ready-meal market continues to expand. According to NielsenIQ data cited by John West, the category is now worth £766 million, having grown 10% in the 52 weeks to 13 June 2026. More than half of UK adults purchase ready meals annually. John West said the new range responds to growing demand for convenient products that also offer quality nutritional credentials. Stir & Serve contains no artificial colours, flavours or additives, while each portion contains fewer than 300 calories. The new pouches are also fully recyclable, addressing a key challenge associated with conventional flexible pouch formats, which are not typically accepted through standard household recycling streams. Ben Ford, managing director of John West Foods, said: “Let's face it, we've all had those nights where you get in from work, can't be bothered to cook and end up having the same old thing again – or splash out on a takeaway as the easy option. “That's what our Stir & Serve is all about – a proper shortcut to tasty dinners that doesn't feel like you've cut corners. Packed with protein and full of flavour, getting tea on the table is a whole lot easier.” The brand is supporting the launch with a dinnertime campaign developed with Notorious media agency, spanning video-on-demand, digital and influencer activity during the second half of 2026. Stir & Serve is available in the UK at Asda, Sainsbury’s, Waitrose and Ocado, and in Ireland through Tesco, Dunnes and SuperValu. The range has a recommended retail price of £3.79 per 300g pouch.

Laura Bentele Laura Bentele, partner and leader of the agribusiness and food team at Armstrong Teasdale, explains how nostalgia-driven collaborations must navigate labelling rules and compliance risk rooted in the product’s perceived youth appeal, and advises how companies seeking to tap into Millennial and Gen-Z markets can do so without triggering youth-targeting concerns. The ready-to-drink (RTD) beverage sector is not slowing down, and neither is the industry’s appetite for nostalgia. On 26 March 2026, Tilray and The Magnum Ice Cream Company announced Popsicle Hard, a 5% ABV flavoured malt beverage inspired by Popsicle’s iconic childhood flavours: Cherry, Orange, Grape and an upcoming Firecracker release. The positioning is clear: tap into the emotional resonance of the flavours Millennials and older Gen-Z grew up with, and repackage them as 'fun, nostalgic adult refreshment.' However, this launch could point to a broader, emerging compliance challenge: what happens when a brand is so closely associated with children that any alcohol extension is viewed through a lens of heightened scrutiny, even if responsibly executed? I propose a term for this scenario: youth-locked. A youth-locked brand is one whose cultural identity is so strongly associated with children or minors that its use in age-restricted products becomes inherently risky, constrained or compliance-sensitive, regardless of marketer intent. Unlike 'genericide,' in which a brand loses distinctiveness, youth locking is about losing demographic neutrality. The problem is not that the public uses the name loosely or to the point of ubiquity. Instead, it is the fact that the public associates the brand with youth so strongly that regulatory guardrails automatically tighten around it, and the brand is potentially locked out of age-restricted categories. If I were trying to come up with a better test case for the concept, I would be hard-pressed to find a more vivid example of a potentially youth-locked food brand than Popsicle in relation to RTD products. (The issue is obvious when talking about non-food brands; it’s a no-go for Tonka Truck Bourbon). Popsicle is 'iconic,' 'beloved in households everywhere,' and deeply embedded in childhood experience. These are descriptions used directly in the product launch announcement itself. This emotional equity is exactly what makes the product appealing to nostalgic adults, but it is the same equity that triggers regulatory compliance risk. Tilray walks a regulatory tightrope To Tilray’s credit, its rollout shows pre-emptive mitigation. The product labelling and marketing include clear alcohol cues such as prominent references to the 5% ABV, 'adult upgrade,' and '21+ consumers,' which appear throughout their messaging. The packaging is adult-coded and consistent with other slim-can formats in the RTD space, rather than further attempt to resemble frozen treats. These are smart moves. However, they may not eliminate the underlying risk that Popsicle is youth-locked. The collaborators must work against that gravitational pull to stay compliant, even as they try to capitalise on the association for market gain with kids of yesteryear. Because Popsicle Hard is formulated and sold as a flavoured malt beverage, it falls under the Alcohol and Tobacco Tax and Trade Bureau’s (TTB) labelling and advertising jurisdiction for malt beverages. As a result, its packaging and promotions must comply with TTB’s mandate that alcohol labels not be false, misleading or presented in a manner that could obscure the product’s alcoholic nature, and must provide adequate consumer information, including clear alcohol content disclosures. On the face of the product, the basic TTB standards appear to be met. Further, the product launch suggests it has also sailed through an assessment of whether the product imagery, branding, colouration and thematic elements create an impression of targeting underage individuals. The more potent threat to a youth-locked malt beverage product, though, is likely to come from outside the TTB entirely. The real friction point could be consumer class actions, state attorney general actions and NGO/advocacy complaints. Public health and consumer advocacy bodies regularly highlight the impact of alcohol marketing on youth susceptibility, warning that advertisements or branding that resonate with minors can influence their beliefs and behaviours. Meaning, for Popsicle Hard, even if the TTB is satisfied with prominent ABV disclosures and adult-coded packaging, litigation or enforcement pressure could still arise from the perception that the product’s imagery, flavours or brand identity inherently create child appeal. For a youth-locked brand, a perception risk alone can trigger significant legal exposure. Practical steps for brands As more brands chase the Millennial/Gen Z nostalgia wave (from Popsicle to cereal brands to candy IP), regulators and industry groups may sharpen their scrutiny. Here is a practical framework for evaluating future collaborations involving youth locked or youth coded IP. Identity risk: Is the base brand inherently youth‑locked? The core question is: Is the underlying brand historically marketed to children? Then there is a much more ambiguous analysis regarding the cultural significance of the brand within the context of childhood and whether associated nostalgia is based on 'kid memories,' and not general retro aesthetics. Popsicle fits this profile: flavour, form, and cultural memory are rooted in childhood. The launch itself highlights 'iconic flavours Popsicle fans grew up with.' Form factor risk: Does the alcohol product mimic the original kids’ format? Tilray’s decision to package Popsicle Hard in slim cans is a key risk reducer, but they are using the colour palette strongly associated with the original flavours. Format, shapes and other labelling similarities can toggle the risk level. Visual and flavour-cue risk: Are the cues too juvenile? Traditional analysis looks to whether cartoon imagery, child-centric fonts, candy-style patterns and sweet flavours push a product too far in the direction of targeting minors. Popsicle Hard uses familiar flavours (cherry, orange, grape) that sit at the boundary between childlike and conventional beverage nostalgia. The Firecracker flavour introduces additional risk given its strong identity as a children’s holiday treat. Since the whole aim of the RTD Popsicle product is to trade on millennial memories of the original flavours, not much can be done here without reducing the core objective of the product. Alcohol-Signal Strength: Is the ABV noticeable and prominent? Best practices are to clearly identify ABV at or above standard RTD strength, use a large, high contrast ABV display, and prominently display on the PDP 'Flavoured malt beverage' or 'hard' terminology. Tilray manages this well by using clear ABV disclosure and repeated framing as an adult beverage. Placement, placement, placement A youth-locked brand would want to avoid placement in coolers near non-alcoholic treats, at checkouts or family-oriented endcaps, and (most obviously) cross-promotions with non-alcoholic versions. It appears that Popsicle Hard will be deployed in adult beverage aisles and licensed retailers nationwide, but the rubber will hit the road once distribution starts. Messaging risk: Avoid child-centric language or nostalgia that emphasises childhood too directly Invoking 'throwback flavours' or 'Millennial favourites' makes it clear that a product is not designed or intended primarily for children. Framing that suggests 'reliving childhood' or 'just like when you were a kid,' though, might be more problematic. Tilray wisely sticks to adult-framed nostalgia, such as 'new adult refreshment experience.' The bottom line: Nostalgia sells, but only when it’s adult-coded enough to avoid the youth-locked trap Nostalgia is a powerful driver for the Millennial and Gen-Z-ageing-into-RTDs consumer base, and collaborations like Popsicle Hard will not be the last. Yet, the industry must acknowledge the legal, regulatory, and social perception risks inherent in using brands historically tied to minors. Youth locking gives us a vocabulary for that risk. CPSC, FTC and industry groups all provide guidance on preventing unfair or deceptive targeting of minors by cultivating consumer perception in a manner attractive to children. Historically, as brands 'stayed in their lane,' there was no way to articulate the tension between emotional resonance and compliance boundaries for established brands with a high degree of connection to children. Just as 'genericide' gave language to a legal threshold of brand transformation, ‘youth-locked’ may help articulate a threshold of cultural transformation, where the problem isn’t trademark dilution, but demographic association. The challenge for brand owners and alcohol manufacturers will be the same for every nostalgia collaboration going forward: How do you evoke childhood memories without evoking childhood itself? Tilray’s Popsicle Hard may prove to be a case study for that issue.

Mars Wrigley is set to eliminate 307 jobs at its Newark, New Jersey facility as the company consolidates its North American snacking operations in Chicago. The company submitted a WARN filing with the state of New Jersey on Friday, indicating that the positions will be eliminated by mid-October. The move is expected to bring an end to Mars Wrigley’s presence in Newark. Mars said the decision follows a comprehensive review of its Mars Snacking North American office footprint and is consistent with its previously announced plans to relocate operations to Chicago. In a statement, the company said: “Following a comprehensive review of our Mars Snacking North American office footprint, we will be sunsetting the Newark Market Hub for Mars Snacking Associates by December 2027, consistent with our previously communicated move to Chicago.” The company said the decision forms part of a broader strategy to position Mars Snacking for long-term growth and strengthen its operations in key locations across North America. Mars added that it recognised the impact of the closure on its employees and would provide support during the transition, including relocation opportunities. The company has also reaffirmed its commitment to New Jersey, where it continues to operate its Hackettstown site and invest in innovation and manufacturing activities. The closure comes after Mars invested $100 million to expand its footprint in Chicago, where Mars’ global headquarters is located. The investment is expected to support the company’s longer-term consolidation of its snacking operations in the city. Mars Wrigley, a division of Mars Incorporated, owns a portfolio of major confectionery brands including M&Ms, Snickers, Milky Way, Twix and Skittles.

Cheez-It is partnering with Coors Light to launch a limited-edition beer cheese-flavoured cracker ahead of the US football tailgating season. The new Cheez-It Coors Light Beer Cheese-flavoured crackers are baked with 100% real cheese and are designed to replicate the taste of a classic beer cheese spread. The product features a savoury and tangy sauce profile alongside toasted spices. The collaboration marks the first partnership between Cheez-It and a beer brand, as the snack brand looks to tap into the connection between snacking and sporting occasions. Nicole Sorensen, vice president of marketing for Cheez-It, said: “Our fans are constantly looking for bold new ways to enjoy Cheez-It, and we had the golden opportunity to bring one of America's favourite dips to life in a whole new way.” The limited-edition product is positioned as a snack for the transition from summer barbecues to autumn football tailgates, combining the familiar flavour profile of beer cheese with Cheez-It's established cracker format. Matt Carpenter, vice president of marketing, Coors Family of Brands, said: “Fans already love reaching for a cold Coors Light when they're snacking on game day, so finding a way to bring our crisp, refreshing beer flavours to life in a real-deal beer cheese flavoured snack just made sense." Carpenter continued: “Cheez-It was the perfect partner to help pull this off. Made with 100% real cheese, their crackers are the ultimate canvas to capture our crisp, clean notes in a baked-to-perfection way, elevating the entire tailgating experience.” The Cheez-It Coors Light Beer Cheese-flavoured crackers will be available at retailers across the US from August, with a suggested retail price of $4.99 per box. The product will be available while supplies last. The collaboration brings together Cheez-It, owned by Mars following its acquisition of Kellanova, and Coors Light, part of the Molson Coors Beverage Company portfolio.

General Mills, ADM and Walmart have announced a strategic collaboration to accelerate regenerative agriculture across 40,000 acres of wheat-growing land in the US Midwest. The programme will focus on key growing regions in Illinois, Indiana and Missouri, where General Mills sources wheat from ADM for products sold through Walmart and Sam’s Club. The initiative aims to improve soil health, water quality and carbon sequestration while supporting farmer livelihoods and strengthening the resilience of the shared food supply chain. Facilitated on the ground by ADM, the programme will offer farmers technical assistance and financial incentives to adopt regenerative practices including no-till farming and cover crops. American Farmland Trust and Ducks Unlimited will provide technical assistance to the initial projects, which are intended to deliver measurable environmental improvements and demonstrate the potential of cross-sector collaboration. Katherine Pickus, chief sustainability officer at ADM, said: “Regenerative agriculture depends on the entire value chain. Together with General Mills and Walmart, we’re bridging the gap for farmers to increasingly adopt and expand regenerative practices. Partnerships are what power this work and help build farm resilience.” The collaboration builds on a 2023 commitment from General Mills and Walmart to advance regenerative agriculture across 600,000 shared acres by 2030. According to the companies, programmes are already underway across more than 560,000 wheat acres in the US. ADM, which manages nearly five million regenerative acres globally, has now joined the effort to accelerate progress across the shared wheat supply chain. Jay Watson, senior director of sustainability at General Mills, said: “By focusing on the wheat growing regions that support our shared business, we aim to strengthen the resilience of ingredients for our beloved brands like Pillsbury, Betty Crocker and Totino’s, while supporting farmer livelihoods and the health of our planet.” The programme also supports General Mills’ goal of advancing regenerative agriculture across one million acres by 2030. It contributes to Walmart’s target, in collaboration with the Walmart Foundation, to protect, more sustainably manage or restore at least 50 million acres by 2030. Mikel Hancock senior director, strategic initiatives, sustainability at Walmart, said: “What makes this relationship and this project so unique is that we have taken a true shared value approach to it. The key component is to be able to continue to make improvements while meeting the needs of the farmers and driving economic resiliency within those farms for long-term supply resilience.” The companies said the initiative demonstrates how collaboration across the food and agriculture value chain can support wider adoption of regenerative practices while helping to build a more resilient food system.

Chobani has expanded its US high-protein portfolio with the launch of Chobani 20g Protein Flip Greek Yogurt, combining Greek yogurt with separate crunchy mix-ins. Each single-serve product contains 20g of protein derived from milk and the accompanying fruit and nut ingredients, without the use of added protein powders. The range is also lactose-free and contains no added sugar or artificial ingredients, as well as providing probiotics and vitamin B12. The products use Chobani’s strained Greek yogurt and pair it with ingredients including freeze-dried fruit, nuts, cocoa pieces and crunchy crisps. The range will launch in four flavours: Tropical Mango Coconut – Mango and pineapple Greek yogurt with freeze-dried pineapple and mango, toasted coconut and crisps Strawberry Banana Cashew – Strawberry and banana Greek yogurt with freeze-dried strawberries, cashews and crisps Almond Coconut Chocolate – Coconut Greek yogurt with roasted almonds, cocoa chunks and crisps Pomegranate Pistachio Chocolate – Pomegranate Greek yogurt with pistachios, cocoa chunks and crisps Chobani's chief innovation officer, Niel Sandfort, said: “We saw an opportunity to take everything people love about Chobani Flip experience and evolve it for those seeking more protein from natural sources – pairing high-quality protein with natural mix-ins to create a uniquely satisfying experience. The result is a smile-inducing snack that delivers on satiety, functionality and fun – without compromise.” Chobani 20g Protein Flip will be available at retailers across the US from August, priced at $2.49 per pot. Top image: © Chobani

Nestlé and Platinum Equity have announced the launch of Peranel, a 50/50 joint venture for Nestlé’s waters and premium beverages business. The transaction, announced today (23 July 2026), assigns an enterprise value of $5.6 billion to the new joint venture. It will create a new major, dedicated player in the water and premium beverages category and will be led by Nestlé Waters & Premium Beverages’ CEO, Muriel Lineau. Peranel’s portfolio will span more than 30 brands with products sold in 120 countries, including mineral water brands S.Pellegrino, Source Perrier and Acqua Panna, premium and functional hydration beverages, the global Nestlé Pure Life brand and other local water brands. Platinum Equity is an international investment firm with approximately $48 billion of assets under management. It will bring three decades of corporate divestiture experience to Peranel, combined with Nestlé’s experience in managing joint ventures. Headquartered in Paris, France, the newly established business includes an in-house R&D team that has contributed to approximately 120 launches since 2022. Philipp Navratil, CEO of Nestlé, said: “By partnering with Platinum Equity, Peranel will be better positioned to execute its strategy with enhanced agility”. “Through additional focus, it will be well equipped to drive its long-term growth ambitions by strengthening this unique portfolio of international and local brands, with continued investments in innovation, premiumisation, operational excellence and sustainability.” Platinum Equity’s co-president, Louis Samson, said that the firm will bring “unique energy and focus as well as business and operational expertise” to the joint venture. “Combined with Nestlé’s and Peranel’s world-class product development, execution and marketing capabilities, our joint venture creates a powerful partnership and a very strong team,” he commented. “We have great respect for Peranel’s brands, the people that bring them to life and the customers and communities they serve. We will leverage our extensive experience in establishing and supporting stand-alone companies to create long-term value.” The transaction is subject to employee consultation processes and regulatory approvals and is expected to close in the first half of 2027.

Meiji Holdings has agreed to sell its drinking milk, yogurt and B2B operations in China to Shanghai AustAsia Food for RMB 320 million (approx. $47.2 million). The transaction will involve the transfer of the relevant operations within Meiji (China) Investment, Meiji Dairies Tianjin and Meiji Dairies Suzhou. Meiji will transfer its entire interest in the business, leaving it with no ownership following completion. Before the deal closes, Meiji (China) Investment will move the operations covered by the agreement into a newly established subsidiary, which will then be transferred to Shanghai AustAsia Food. Meiji said China’s dairy market has changed considerably in recent years due to diversifying consumer preferences, shifts in sales channels, increased competition and higher raw material and logistics costs. The company said the divestment would allow it to reshape its Chinese portfolio and direct more resources towards priority areas, including its chocolate business. The operations recorded net sales of RMB 422 million (approx. $62.4 million) and an operating loss of RMB 155 million (approx. $22.9 million) in the year ended December 2025. This compared with sales of RMB 403 million (approx. $59.5 million) and an operating loss of RMB 144 million (approx. $21.3 million) in 2024. Certain intellectual property rights and brands associated with yogurt products, including those related to lactobacilli, are excluded from the transaction. Meiji Food Guangzhou, which also manufactures products covered by the sale, will remain part of the Meiji group. Production of the affected dairy and B2B products at the Guangzhou site will end before completion, after which the facility will continue operating as a chocolate production base. Shanghai AustAsia Food is a subsidiary of Hong Kong-listed AustAsia Group, which operates dairy farming, raw milk, beef cattle, animal feed and milk distribution businesses in China. Meiji currently holds a 15.85% stake in AustAsia Group and has an existing relationship with the company covering areas including raw material procurement. Meiji said combining the operations with AustAsia’s existing infrastructure could support improvements in raw material sourcing, manufacturing efficiency, distribution and plant utilisation. Following the transfer, AustAsia and the newly formed target company will take responsibility for operating the business and managing product quality. Meiji plans to license some of its trademarks for a limited range of products and for a defined period. The licensing agreement will include quality standards, auditing rights and provisions allowing Meiji to withdraw the licence in the event of a serious quality issue. The transaction is expected to close on 31 December 2026, subject to regulatory approval and other closing conditions.

Dietary fibre plays an essential role in digestive health, yet most people do not consume enough of it. The World Health Organization recommends at least 25g of fibre per day, but studies show only a small percentage of adults meet this target. This gap between recommendation and reality – often called the 'fibre gap' – highlights a clear need for practical solutions that help consumers increase their intake without sacrificing taste or convenience. Fibre's reputation has evolved. Once associated mainly with digestive regularity, it is now recognised by consumers as a foundation for broader health goals, including gut health, blood glucose management, the gut-brain axis, immunity and mental well-being. In fact, fibre has become the ingredient consumers most associate with gut health and is increasingly described within the food industry as a major nutrition trend. Bringing soluble fibre into everyday products Roquette addresses this opportunity through Nutriose, a range of soluble fibres derived from non-GMO wheat or corn. Nutriose is designed for easy integration into food and beverage formulations. It offers a bland taste, high solubility, low viscosity and excellent stability across a range of processing conditions, including heat, UHT treatment, extrusion and varying pH levels. Clinical studies support several health benefits associated with Nutriose. It acts as a prebiotic, selectively feeding beneficial gut bacteria by the production of short-chain fatty acids. It has an approved health claim in Europe confirming its contribution to lower postprandial glycemic responses. It also supports feelings of fullness, which can assist calorie intake management, and its slow fermentation in the colon allows for a gradual release of energy. Beyond its health properties, Nutriose is valued for its formulation practicality. Its off-white colour, bland taste and stability under diverse processing conditions allow manufacturers to enrich a wide variety of products – including beverages, baking, snacks, specialised nutrition, dairy and dairy alternatives, and sports nutrition – without compromising flavour, texture or appearance. For brands, the opportunity extends beyond formulation alone. Clearly communicating how much fibre a product delivers, how it contributes to daily intake, and why prebiotic fibres differ from generic fibre sources can help consumers better understand the value of what they are choosing. Nutriose soluble fibre supports this approach by combining clinically substantiated benefits with the digestive tolerance and formulation performance needed for everyday food and beverage applications.

Gummy manufacturer TopGum has unveiled a new collection of plant-based gummies that address key needs within the growing longevity category. The line includes five functional gummy composition designed to support cognition and eye health. Research from Innova Market Insights highlights how healthy ageing has transformed into a preventative, cross-generational movement, with 73% of consumers worldwide now rating healthy ageing as ‘extremely important’ or ‘very important’. Additionally, half of consumers reported strong concerns about mental health, stress and sleep, driving demand for ingredients that can support the ‘gut-brain axis’. TopGum’s new Focus Gummy is formulated to support concentration and long-term cognitive resilience. Each 3g cherry-flavoured gummy combines a blend of natural nootropics and adaptogens, including 100mg lion’s mane mushroom extract – one of the functional mushroom category’s most popular and trending ingredients due to its associated cognitive health benefits. The blend also includes 75mg Brahmi, celebrated as a ‘brain tonic’ in Ayuverdic medicine, alongside gotu kola extract to support anxiety reduction, vitamin B12 and folic acid. The gummy is sweetened with TopGum’s Gummiceuticals plant-based prebiotic fibre matrix, which enables formulation without added sugar while retaining sweet fruity flavours. Also launching is a mango-flavoured gummy, targeting eye care. Each dome-shaped gummy contains 10mg trans-lutein and 2mg zeaxanthin isomers sourced from marigold flowers. According to TopGum, its carotenoid formula is clinically backed to help protect eyes from age-related decline and modern blue light exposure. Its antioxidant ingredients were chosen to support macular health, aiming to help reduce oxidative stress in retinal cells and support long-term visual acuity. Meanwhile, a peach-flavoured saffron gummy, containing 40mg of saffron extract plus prebiotic fructo-oligosaccharide fibre from chicory root, is formulated to help support emotional wellbeing and stress management. Another offering taps into the rising demand for creatine, a segment of the active nutrition market that has seen a huge boom over the past couple of years, with growing innovations targeting the longevity market as awareness of age-related muscle decline grows. The Creatine Pro gummy is available in a raspberry flavour, containing 1.5g of creatine monohydrate, targeting improved mental clarity as well as physical vitality – new research is increasingly linking creatine supplementation to brain health benefits. Other compositions in the collection include a functional mushroom complex gummy featuring a blend of cordyceps, reishi, lion’s mane, turkey tail and six other varieties, and a B12 gummy with 1000mcg of methylcobalamin – a highly bioavailable, active form of the vitamin vital for nerve health and function. Eyal Shohat, CEO of TopGum, said: “Longevity is changing the way we think about cognitive and visual wellness, as these are often the first systems that tend to decline with age. Longevity for many is not just about extending life span but maintaining wellness and independence. Consumers are actively seeking natural ways to maintain mental fitness and stay active.” Jennifer Toomey, head of new product development at TopGum, noted the traditional challenges associated with formulating complex botanical blends into gummy formats. “This is precisely TopGum’s speciality,” she said. “We excel in turning complex supplementation protocols into simple, enjoyable and flavourful daily habits that entail no stress or preparation and drive long-term engagement.”