Canadian dairy giant Saputo is reshaping its organisational structure, creating a dedicated ingredients division as it looks to accelerate growth in higher-value dairy ingredients and strengthen commercial execution across its global business. The Montréal-headquartered company announced the changes on 23 September, saying the new structure is intended to improve organisational focus, accountability and execution while supporting its longer-term strategic priorities. A new Ingredients Division will bring together Saputo’s commercial, operational, innovation and growth activities in the category. Steve Douglas has been appointed president and chief operating officer of Ingredients. He will also continue as president and chief operating officer of Saputo’s Dairy Division in the UK until completion of the company’s previously announced sale of the business. Saputo said the creation of the dedicated division reflects growing global demand for higher-value dairy ingredients and is designed to strengthen innovation and commercial opportunities across international markets. The company is also creating a new chief enterprise transformation officer role, with Haig Poutchigian appointed to the position. Poutchigian will oversee the integration of Saputo’s business administration and operational finance functions with its information technology teams into a single enterprise services model. According to Saputo, the change is intended to improve consistency, visibility and scalability across the business while simplifying processes and reducing complexity. The company also expects the structure to support greater use of automation, digital technologies and data-driven decision-making. The move comes as food and beverage manufacturers continue to invest in technology and operational transformation as they seek to improve productivity and respond to changing customer and consumer requirements. Saputo has also appointed Dave Paradis as president and chief operating officer of its Dairy Division in Canada. Paradis will oversee the company's Canadian operations, with responsibilities spanning commercial execution, customer relationships and operational performance. Saputo said the appointment is intended to support the division’s strategic priorities while strengthening customer partnerships and operational execution. The organisational changes build on several areas Saputo has identified as priorities in recent years, including expansion in value-added dairy and high-protein ingredients, investment in digital and AI-enabled technologies, process simplification and sustainable growth. Carl Colizza, Saputo’s president and chief executive officer, said the changes were designed to ensure the company’s structure keeps pace with the evolution of its portfolio and investment priorities. “As Saputo continues to evolve its portfolio and invest in growth opportunities, it is important that our organizational structure evolves alongside our business,” Colizza said. He added that the changes are intended to increase organisational focus and strengthen accountability across key strategic priorities. Saputo said the restructuring does not represent a change to its overall strategic priorities, but rather is intended to provide greater focus and support execution against them. The company is one of the world’s largest dairy processors, with operations spanning cheese, fluid milk, cultured products and dairy ingredients, as well as dairy alternatives. Its products are sold under branded and private-label portfolios across multiple markets. The latest announcement follows Saputo’s previously disclosed plans to divest its Dairy Division in the UK. Until the transaction is completed, Douglas will continue to lead the UK business alongside his new global ingredients responsibilities.

FrieslandCampina and PT Ultrajaya Milk Industry have agreed a strategic partnership that will see Frisian Flag Indonesia (FFI) become part of the Ultrajaya Group, creating a broader platform for dairy and ready-to-drink beverages in Indonesia. Royal FrieslandCampina said the partnership is intended to strengthen the companies’ long-term position in Indonesia and expand access to dairy nutrition for consumers across the country. Under the proposed transaction, FrieslandCampina will acquire a controlling interest in Ultrajaya, although that interest will only take effect once the transaction is completed. FrieslandCampina’s Members’ Council, representing the cooperative’s member dairy farmers, has approved the transaction. Completion remains subject to customary conditions, including approval by Ultrajaya shareholders and the relevant Indonesian authorities. As part of the agreement, Frisian Flag Indonesia will become part of the Ultrajaya Group. The two businesses will continue to operate as separate companies, retaining their existing brands, portfolios and organisations. The companies said cooperation will be intensified, with a focus on long-term value creation and combining their respective capabilities in the Indonesian dairy and beverage markets. Ultrajaya will remain an Indonesian listed company, with its headquarters, leadership and day-to-day operations continuing to be based in Bandung. Sabana Prawirawidjaja, co-founder of Ultrajaya, will remain President Director, while the Prawirawidjaja family will continue as substantial long-term shareholders in the company. The transaction therefore combines FrieslandCampina’s international dairy expertise with Ultrajaya’s established Indonesian presence and ready-to-drink beverage capabilities. FFI, which has operated in Indonesia for more than 100 years, is one of the country’s established dairy businesses and is widely recognised for its Frisian Flag brand. According to FrieslandCampina, the partnership is designed to retain strong Indonesian leadership and decision-making while bringing together FFI’s dairy expertise and investment capabilities with Ultrajaya’s local capabilities and market platform. Both companies said they share a long-term commitment to Indonesian consumers and the development of high-quality nutritional dairy products. For FrieslandCampina, the transaction also supports its stated mission of increasing access to dairy nutrition for children and families in Asia. Under Indonesian regulations, once FrieslandCampina obtains a controlling interest in Ultrajaya, it will be required to make a mandatory tender offer in cash to Ultrajaya’s minority shareholders. Further details of the tender offer will be disclosed through the Indonesia Stock Exchange. The transaction remains subject to the required approvals before completion.

La Colombe is expanding its ready-to-drink portfolio beyond coffee with the launch of a new line of Matcha Lattes, bringing the brand’s café-style positioning to the rapidly growing matcha segment. The new RTD range includes three varieties: Everyday Matcha Latte, Strawberry and Vanilla. The beverages are made with single-origin matcha sourced from Japan and lactose-free whole milk from Michigan, and are packaged in 11-ounce cans. The launch comes as matcha continues to gain traction as an everyday beverage choice. According to La Colombe, matcha sales at its cafés have increased 188% since 2023, reflecting growing consumer interest in the beverage’s distinctive flavour and naturally occurring caffeine. Each Matcha Latte contains 65mg of natural caffeine and is described by the company as a good source of protein. The Everyday Matcha Latte is positioned as the core offering, while Strawberry and Vanilla provide sweeter variations on the traditional matcha latte. The move represents a broader expansion for La Colombe, which has built much of its RTD business around coffee. Founded in 1994, the brand entered the ready-to-drink coffee category more than a decade ago with its Draft Latte line, designed to replicate the experience of a handcrafted café latte in a can. With its latest launch, the company is applying that same product-development approach to matcha. Niel Sandfort, chief innovation officer at Chobani and La Colombe, said: “When La Colombe first put the Draft Latte in a can, the brand helped reshape the RTD coffee category by making a true coffeehouse quality experience accessible to more people. Now, we’re bringing that same craft and innovation to matcha.” La Colombe says the new products were developed with an emphasis on ingredient quality rather than simply responding to the popularity of matcha. The combination of Japanese single-origin matcha and whole milk is intended to deliver a creamy texture while retaining matcha’s bright, umami-forward flavour profile. The launch also gives La Colombe an entry point into a beverage category that extends beyond its established coffee consumer base, with the company targeting both regular matcha drinkers and consumers who are new to the category. La Colombe Matcha Lattes are rolling out online and at major retailers nationwide this month.

Kraft Dinner has entered the beverage category for the first time with a limited-edition cream soda created in partnership with Canadian craft drinks brand Solly’s Craft Soda. KD x Solly’s Cream Soda combines the nostalgic taste of cream soda with a hint of KD’s familiar cheesy flavour, creating a sweet-and-savoury carbonated drink designed to be enjoyed alongside a bowl of KD or as a standalone beverage. The unusual collaboration sees one of Canada’s best-known mac and cheese brands move beyond its traditional food format as it looks to give consumers a new way to experience the brand. KD x Solly’s Cream Soda launched on Amazon in Canada on 23 September, with availability at participating retailers, including Walmart, scheduled for early October. The product is available in limited quantities. The launch forms part of Kraft Heinz Canada’s broader strategy of using innovation and collaborations to extend KD into new products and occasions. The company said consumers are increasingly looking for bold and expressive flavour experiences while continuing to gravitate towards familiar comfort foods. KD has previously experimented beyond its core mac and cheese format with products including KD Mac & Cheesecake and KD Ramen. The new soda takes that strategy a step further by moving the brand into an entirely different category. Daniel Lundberg, head of marketing and strategy at Kraft Heinz, said: “A soda might be the last place you would expect to find KD, which is exactly what made teaming up with Solly’s Craft Soda so much fun." For the project, Kraft Heinz partnered with Toronto-based Solly’s Craft Soda, an independent, family-owned Canadian beverage company founded by entrepreneur Adin Wener. The company produces modern craft sodas using real cane sugar, with its core range positioned around lower-sugar formulations and 45-calorie servings. Wener said the collaboration provided an opportunity for Solly’s to bring its approach to craft soda to a wider audience while developing a product that retained the brand’s identity. “We wanted to create something novelty that would make people smile, but was still authentically Solly's and tasted like a great soda,” said Wener. The resulting product combines Solly’s cream soda profile with a savoury cheese note intended to evoke the flavour associated with KD. KD x Solly’s Cream Soda is currently available through Amazon Canada, with wider retail availability planned at participating retailers including Walmart from early October.

The Compleat Food Group’s Squeaky Bean plant-based brand has expanded its core ready-to-eat meat alternatives range with BBQ Pulled Pork Style Shreds. Claimed to be a first for the UK market, the shreds are designed to replicate the familiar tender, pull-apart texture of barbecue pulled pork, and can be enjoyed cold straight from the pack or heated. They are made from wheat protein, containing 30g of protein per pack, and are marinated in a ‘rich and smoky’ barbecue seasoning. The shreds can be added to bao buns, wraps, rice bowls, loaded fries, salads and more, designed to provide a versatile plant-based option across meal occasions. The launch follows the success of Squeaky Bean’s core favourites such as NYC Style Pastrami Slices, Tuna Style Flakes and Chargrilled Cajun Style Mini Fillets. According to NIQ data, the brand’s core range has outperformed the market by 22% in value sales over the latest 12 weeks. Becky Youseman, head of plant-based marketing at The Compleat Food Group, said: “Consumers are increasingly looking for convenient ways to add more protein to their diets without compromising on taste. With 30g of protein per pack and the flexibility to enjoy them straight from pack or heated as part of a meal, our BBQ Pulled Pork Style Shreds make it easier than ever.” The product is now available in Sainsbury’s stores across the UK, priced at an RRP of £3.40 per 120g pack.

Müller UK & Ireland has expanded its premium desserts range with the launch of Müller Bliss x Baileys, bringing the dairy brand together with the iconic Baileys name in a new alcohol-free indulgent dessert. The new licensing partnership combines Müller Bliss’s Greek-style whipped yogurt with Baileys flavour sauce, dark chocolate and crispy Baileys flavour balls, creating a dessert positioned around premium indulgence and adult treat occasions. Despite drawing on the flavour profile of the well-known Irish cream brand, Müller Bliss x Baileys contains no alcohol. The product will be available across major UK retailers as Müller looks to tap into continued demand for indulgent treats. The company said the indulgent treats category is currently growing by 15% year on year in value sales. Müller said the launch is designed to offer consumers an elevated dessert experience while giving the Müller Bliss brand a distinctive proposition within the yogurt aisle. Talar El Asswad, strategy and marketing director at Müller Yogurt & Desserts, said: “We're delighted to be partnering with Baileys to bring something truly unique to the yogurt aisle. By combining the flavour of one of the UK's most loved spirits brands with the indulgent taste and texture of Müller Bliss, we've created a distinctive adult treat which offers consumers a perfect 'me time' moment.” She added that partnerships of this kind form part of Müller’s strategy to attract more consumers to the category through innovation and new occasions. The company is also positioning the launch around seasonal demand for indulgent products, with El Asswad noting that shoppers typically seek more treat-led options towards the end of the year. Declan Hassett, senior licensing manager at Diageo, described the collaboration as a natural fit between the two brands. “We're excited to launch what feels like such a natural partnership, combining the creamy indulgence of Müller Bliss yogurt with the distinctive taste of Baileys to create the ultimate adult treat,” said Hassett. The launch builds on Baileys’ existing licensing programme, which seeks to extend the brand beyond its core beverage format and introduce its flavour profile to new products and occasions.

Europe’s foodservice market may appear stable on the surface, but changing consumer behaviour across generations is reshaping where, when and how people eat out, according to new research from Circana. Speaking at the European Foodservice Summit in Madrid, Edurne Uranga, VP Foodservice Europe at Circana, said the headline figures concealed a significant shift in the consumers driving the market. Across Great Britain, Germany, France, Spain and Italy, foodservice spending increased by 1.4% in the year ending June 2026, while visits fell by 0.7%. Average spend per eater rose 2.1%, taking annual foodservice expenditure across the five markets to €361.2bn. Uranga said: “At first sight, European foodservice looks remarkably steady. Spend continues to grow, visits have moved marginally and consumers are still eating out. However, that apparent stability is deceptive as behaviours across generations evolve.” Circana’s analysis suggests population size alone is a poor indicator of foodservice opportunity. Generation Z accounts for 16% of the population across Europe’s five largest foodservice markets but makes 39% more foodservice visits than would be expected from its population share. Millennials and Generation X also over-index, while Baby Boomers record a foodservice participation index of just 60 despite representing 29% of the population. The generational divide is even apparent among branded restaurants. Branded concepts account for 29% of commercial restaurant spend overall, rising to 40% among Generation Alpha, 35% among Gen Z and 35% among millennials. The figure falls to 24% for Gen X and 16% for Baby Boomers. Circana said younger, digitally native consumers are more accustomed to discovering, ordering and engaging with food through digital and delivery channels, helping recognisable branded concepts appeal to those consumers. Generation Alpha is already acting as a gateway into foodservice, although its spending is weighted towards retail-based immediate-consumption channels rather than traditional foodservice. Its delivery share is currently 1.3 times the population average and seven times that of Baby Boomers. Gen Z is also displaying distinct attitudes towards health and consumption. Circana found that 12% of Gen Z consumers practise intermittent fasting compared with 7% of the overall population. Almost a quarter focus on high-protein consumption, while 20% prioritise organic or natural products. Some 13% report avoiding coffee. The findings suggest that health-conscious behaviour is influencing not only what younger consumers eat, but also their meal routines and consumption occasions. Smaller party sizes are another significant change in foodservice occasions. Almost 60% of foodservice occasions now involve one or two people, with solo dining accounting for around a third of all main meal visits. Circana found that Millennials are driving the solo dining occasion, challenging the assumption that eating alone is primarily associated with older consumers. More significantly for operators, Millennials spend around 70% more per visit when dining alone than they do when dining as part of a group. However, the research suggests menus have yet to fully adapt to the occasion. Solo diners are considerably less likely to order categories including fish, seafood, pasta and noodles than the same consumers when dining in groups. This could point to an opportunity to rethink portion sizes menu architectures and dishes designed for one person. The research also challenges assumptions about how cost-conscious consumers make restaurant decisions. While 69% of Gen X consumers identify the cost of living as a concern, price is not their leading consideration when choosing a restaurant. Product offering ranks first, cited by 35%, followed by convenience and price. Urgana said: “Consumers can be financially cautious while continuing to prioritise experiences that they feel are worth paying for because they make their lives easier.” The findings suggest that operators seeking to demonstrate value may need to focus on the overall proposition rather than relying solely on discounts or lower prices. At the other end of the age spectrum, Baby Boomers represent a sizable but comparatively underdeveloped foodservice opportunity. Their lower participation is linked less to how frequently they eat out than to when they do so. Evening occasions are notably under-indexed, with tiredness contributing to a preference for returning home earlier. When Baby Boomers do eat out, however, they tend to favour longer occasions. They disproportionately choose lunches lasting more than two hours, contrasting with the wider market’s shift towards shorter visits. Branded restaurants also have significant headroom among the generation. Branded concepts account for just 16% of Baby Boomer spend, compared with 29% across the market as a whole. Circana said the findings demonstrate the limitations of treating age as a straightforward predictor of foodservice behaviour. “Age is no longer a straightforward guide to behaviour,” said Uranga. “Our data shows a much more complex picture, with technology, health, economic pressures, changing lifestyles and life stage all reshaping consumer choices.” He continued: “It’s evident that the future foodservice consumer will not simply behave like a younger version of today’s older consumer.” The company argues that operators should distinguish between behaviours that are genuinely linked to a particular generation and those that may become more widespread as consumers age. “Digitalisation, wellbeing and personalisation may be more pronounced among some generations today, but many of these behaviours will become more widespread over time,” Uranga concluded.

Senovia’s new whitepaper argues that the flavours gaining ground are not appearing at random. Four cultural forces are already shaping what consumers will want next: the social feed, the body, the wallet and the rulebook. The social feed: Asian culture moves from niche to normal Viral food is only part of the story. The same current carrying matcha, bubble tea and Dubai chocolate is also carrying K-pop, K-dramas, anime, manga and Labubu into the global mainstream. Korea’s cultural exports reached $14.9 billion in 2025, while Oreo’s 2026 collaboration with K-Pop boyband BTS brought a hotteok-inspired flavour to 80 markets. Senovia expects yuzu, hojicha, black sesame, ube, pandan and miso to keep gaining ground, alongside sweet-heat profiles such as chamoy and yuzu kosho. The body: Less sugar, more function, more impact GLP-1 medicines sit at the sharp end of a broader self-optimisation culture built around protein, wearables, supplements and functional drinks. Less sugar, more protein and smaller portions mean flavour has to work harder. Senovia expects bolder, cleaner profiles and function-led pairings such as lemon-mint, grapefruit-ginseng and lavender-hibiscus. The wallet: Small treats, bigger expectations Consumers are cutting bigger purchases but protecting affordable rituals: the oat matcha latte, the cruffin, the premium coffee. Venture-backed chains such as Blank Street have built businesses around exactly that behaviour. At the same time, volatile cocoa, vanilla and nut supply keeps pressure on recipes, driving interest in cocoa-free chocolate and alternative roasted or nutty notes. The rulebook: Tighter rules, stronger nostalgia Sugar levies, dye restrictions and traceability requirements are narrowing what products can contain. Food and beverage regulations land in sync with pandemic aftershocks, conflict, inflation and political unease. The cultural response is a reach for familiarity: legacy movie sequels, band reunion tours, vinyls, Y2K aesthetics. And in food, tiramisu, amarena, apple-cinnamon, vanilla and retro desserts. So, what will 2027 taste like? Senovia sees four directions: less sugar but more impact, function without compromise, affordable indulgence despite volatile ingredients, deeper Asian influence and nostalgia reworked for a new generation. Read the full 2027 flavour forecast →

Crosta Mollica and European Pizza Group are to merge, creating a European pizza business with €1 billion in retail sales and bringing together the Crosta Mollica, Wagner and Buitoni brands. The transaction combines UK food brand Crosta Mollica with European Pizza Group, the producer of Wagner and Buitoni pizzas, creating what the companies describe as one of Europe’s largest pizza businesses. The combined group will continue to operate Crosta Mollica and European Pizza Group as standalone businesses, with no short-term changes planned to either company’s operating model. David Milner, currently chairman of Crosta Mollica, will become CEO of the combined group. Tom Sirett will remain CEO of Crosta Mollica, while Matthias Casanova will continue as CEO of European Pizza Group. The merger brings together a rapidly growing UK pizza brand with established pizza businesses across continental Europe. Crosta Mollica said its retail sales have increased from €90 million to €270 million since Milner and Sirett joined the business in January 2024. The company has subsequently become the UK’s second-largest pizza brand and was named 2026 Food Brand of the Year by The Grocer. Under the proposed structure, Crosta Mollica will continue to operate with a focus on maintaining its growth trajectory in the UK grocery market. European Pizza Group, meanwhile, has accelerated its growth since being spun out of Nestlé in September 2023. Its Wagner and Buitoni brands operate across 10 core European markets, supported by manufacturing operations in Italy and Germany. The businesses said the brands will continue to focus on gaining market share in their respective markets. Commenting on the merger, David Milner said: “Wagner and Buitoni are strong brands with excellent positions across Europe. Bringing them together with Crosta Mollica creates a highly complementary portfolio. Our focus will be on building on the strengths of each business while using the scale and capabilities of the combined group to accelerate growth.” Milner added that the combined business would have “outstanding brands, talented people, and a strong platform” from which to develop the group. The combined entity will continue to be backed by the existing shareholders of the two businesses: PAI, Perwyn, Nestlé and management.

Diageo has today (23 September 2026) announced that Joanne Wilson will join the company as its new chief financial officer, replacing current CFO Nik Jhangiani. The Guinness and Johnnie Walker maker said that Wilson will join its board and executive committee ‘some time in 2027,’ with an exact start date not yet confirmed. Wilson joins from British multinational media organisation WPP, where she is currently CFO. Prior to this, she has held senior financial and commercial roles at Britvic and Tesco, bringing financial leadership experience within food and beverage and FMCG. She has also worked in senior roles at customer data science group Dunnhumby, and KPMG, where she qualified as a chartered accountant, and is a non-executive director at media group Informa. Jhangiani joined Diageo from Coca-Cola Europacific Partners in September 2024. He served as interim CEO from July to December 2025 following the departure of former CEO Debra Crew. During this time he oversaw the company’s Accelerate programme, with a focus on cash delivery, cost efficiency and streamlining operations. Dave Lewis, previously chief executive at Tesco, took on the permanent CEO role at Diageo in late 2025, effective from January 2026. Lewis thanked Jhangiani for his support, stating: “Nik and I have agreed that, now we have shared our new strategy, this is the right time for this change. Nik will remain in role to ensure a smooth handover to Joanne.” He described Wilson as a “very experienced CFO and commercial leader who will ensure we accelerate the turnaround of Diageo, having already delivered extensive transformations in her previous companies”. Commenting on her appointment, Wilson said: “Diageo has a unique portfolio of global brands and a clear strategy with significant opportunities ahead. I very much look forward to working together with all colleagues to consistently create value for shareholders and strong outcomes for all stakeholders.” Jhangiani expressed pride in the company setting out its three-year financial plan to investors, noting “significant progress on deleveraging and strengthening our balance sheet”. He added: “I would like to thank my fantastic team for their support, and I wish Dave and all our colleagues the very best for the future.”

Barcelona-based agri-business company Elian has welcomed the Spanish Development Financing Company COFIDES into its share capital with an investment of €40 million. COFIDES now becomes a minority shareholder in Elian, supporting its project to turn Barcelona into a key hub for plant-based protein production. The investment will be used to consolidate Elian’s project at the Port of Barcelona, where the agri-business group is investing more than €300 million into expanding its plant-based protein production facility. Following its acquisition of a soybean crushing plant in 2024, Elian announced the expansion of its industrial project at the end of 2025. Completion is scheduled for early 2028. The expansion will enable Elian to broaden its range of products, customers and end-use sectors. Once complete, the plant will reach 90,000 square metres and add more than 100,000 annual tonnes of production capacity for protein derivatives for both human food and animal feed, on top of its current 770,000 annual tonnes. This project has also been supported by Acció, the business competitiveness agency of the Department of Business and Labour, through a €2.25 million grant. According to Elian, its plant is the world’s first agro-industrial plant with an end-to-end hydrocarbon-free process, from the bean to the final product, thanks to its clean-label oilseed processing technology. This technology aims to guarantee high purity standards with a low environmental impact. The company generated €400 million in revenue in 2025 and has 90 employees. Its facility is one of three integrated infrastructures of its kind in Europe, positioned as a strategic asset for reducing dependence on ingredients imported from the US, South America and China. Andrés Martín, CEO and founder of Elian, said: “COFIDES joining our shareholding structure represents key institutional backing and demonstrates that the Barcelona plant has gone beyond the industrial sphere to become infrastructure of strategic national importance”. “This alliance enables us to accelerate our roadmap to lead Europe in plant-based protein sovereignty, ensuring that the food industry has access to a local, traceable, highly sustainable supply that is protected from volatility in global supply markets.” The deal coincides with the European Commission’s recent publication of an Action Plan, which includes a target to increase the share of domestically produced oilseed and protein-crop protein used for animal feed from 25.8% in 2025 to 35% by 2035. Elian is focusing on both high-value feed and human food, and is promoting non-GMO soybean cultivation in Catalonia and Aragon with the goal of reaching 3,000 hectares during 2026.

Kraft Heinz has added Chilli Bite Ketchup to its Heinz UK sauces range for a limited time, introduced for ‘spooky season’ ahead of Halloween on 31 October. According to Kantar Worldpanel data, UK Halloween spending hit £2 billion in 2023 and continues to climb, with 91% of people buying something Halloween-related. Responding to this growing demand, Heinz’s new offering is described as ‘sweet and tangy,’ with ‘enough warmth to satisfy heat-seekers, without scaring off everyone else’. Aditi Hilgers, taste elevation and masterbrand director at Kraft Heinz, said: “For many people, Halloween is no longer just one night – it has become a season of social gatherings, celebrations and sharing frightfully good food with friends”. “It is also a great time for tasty new products, and Heinz has a long-standing history of making the most of the occasion by bringing playful, spine-chilling creations to the sauce shelves.” The brand partnered with PepsiCo’s crisp brand Monster Munch in 2024 to launch a limited-edition Monster Munch Mayo for the ‘spooky season,’ relaunched in September 2025 due to its successful reception. The new Chilli Bite Ketchup will be available from supermarkets nationwide from 29 September.