Nestlé has appointed Manuela Bernasconi as its new group general counsel and a member of the Group Executive Board, effective 1 January 2027. Manuela Bernasconi Bernasconi, who currently serves as general counsel for Zone Americas, will succeed Leanne Geale, who is retiring after seven years as Nestlé’s group general counsel. Bernasconi joined Nestlé in 2007 as legal counsel within corporate & group compliance. She has since held a number of senior legal positions across the business, including roles within Zone Europe and Nestlé Switzerland. She joined Nespresso in 2017 and became its general counsel in 2020, before moving to the role of general counsel for Zone Latin America. In January 2025, she was appointed general counsel for Zone Americas. In her new position, Bernasconi will lead Nestlé’s Legal & Compliance function at group level, overseeing the company’s legal, regulatory and compliance activities. Nestlé CEO Philipp Navratil said Bernasconi brings nearly two decades of experience with the company, alongside legal expertise and knowledge of its operations. “With nearly 20 years of experience at Nestlé, Manuela combines deep legal expertise with a strong understanding of our company,” Navratil said. “She is a trusted adviser with a proven ability to navigate complex legal, regulatory and compliance matters.” He added that Bernasconi’s leadership and strategic perspective would support the Legal & Compliance function in its next phase. Geale will step down following seven years as group general counsel. During her tenure, Nestlé said she strengthened and professionalised the company’s Legal & Compliance function, including its approach to human rights. “On behalf of her colleagues across Nestlé, I thank her warmly for her leadership and many contributions to the company,” Navratil said.

Swedish oat milk maker Oatly has announced the launch of two new fibre-led oat drinks, tapping into growing demand for products that can help fill the ‘fibre gap’. Despite growing awareness of fibre and its important role in gut and digestive health, research shows that the average UK adult consumes around 14g less fibre per day than the UK government’s recommended adequate intake of 30g, and just 4% of the UK population is thought to currently meet the daily target. In response to this, food and beverage manufacturers are tapping into demand for products that make it easier for consumers to add more fibre into their daily routines. Plant-based brands are particularly well-positioned to capitalise on the opportunity, due to fibre being exclusively found naturally in plant-based foods. Oatly’s new launch includes Fibre Barista Edition and Fibre Low-Cal Edition, both designed to contribute to daily fibre intakes while fitting seamlessly into consumers’ daily rituals with minimal changes required. The Barista Edition product is a high-fibre oat drink crafted with coffee in mind. It delivers 5g of fibre per 250ml serving (equivalent to roughly one oat latte) and has been developed to perform in coffee without compromising on taste or texture. The drink is also low in sugars and saturated fat, and offers a source of calcium, iodine, vitamins B2 and D. Meanwhile, the Low-Cal Edition is a low-calorie option delivering the same amount of fibre per serve, but with zero sugar. It contains 20 kcal per 100ml and is described as ideal for smoothies, shakes and other beverages. Oats contain beta-glucans, a type of natural soluble fibre, alongside other beneficial fibre components. Oatly said it drew on its more than 30 years of research and innovation in oats, with deep expertise in how to retain the nutritional properties of oats in beverage formulation, to develop the range. Kate Overy, registered nutritionist and nutrition science and communications lead at Oatly, said: “With most people in the UK not consuming enough fibre, getting an extra 5g can be as simple as choosing an oat drink that's designed with fibre in mind. It’s a convenient, everyday choice that can help contribute to fibre intake without dramatically changing daily habits.” The new fibre range is available in Sainsbury’s now, with an RRP of £2.40 per 1L carton, and will roll out to further retailers through October.

Schreiber Foods is set to invest more than $267 million to build a new process-cheese manufacturing facility in Carthage, Missouri, US. The project is expected to begin operations in 2028 and create approximately 100 new jobs, expanding the company’s process-cheese production capacity to meet anticipated customer demand. The new facility will strengthen Schreiber’s manufacturing network and is intended to support customers with increased capacity, as well as quality, food safety and supply reliability. Trevor Farrell, president of Schreiber Foods, said: “The investment reflects our confidence in the future and our commitment to being ready for what’s next. By expanding our network in Carthage, we’re strengthening our ability to deliver the quality, food safety, service and reliability our customers count on every day.” Schreiber said the investment reflects its long-term commitment to the process-cheese category, with the company continuing to invest in manufacturing technology, capabilities and its workforce. The company currently operates several facilities in Carthage and has been part of the local community for more than 75 years. Its existing operations employ more than 1,300 people. The latest investment will further expand Schreiber’s presence in Southwest Missouri while supporting additional employment and economic activity in the region. The Carthage project forms part of Schreiber’s wider investment in its global cheese manufacturing network. The company said the expansion will contribute to a more resilient and flexible manufacturing network, enabling it to serve customers across international markets. Schreiber is an employee-owned supplier of cream cheese, natural cheese, process cheese, beverages and yogurt with more than 10,000 employees across five continents.

Maple Leaf Foods has announced it will close two production facilities in Seattle, Washington and Turners Falls, Massachusetts, as part of a move to consolidate its US plant-based protein production into a single site in Indiana. The company, headquartered in Ontario, Canada, has announced the plans following a review of its plant protein manufacturing footprint. Its plant-based brands include the meat-free brands Lightlife, Field Roast, and Yves Veggie Cuisine, most recently added to its portfolio following its acquisition from previous owner Hain Celestial in January 2026. The decision is part of its ‘Fuel for Growth’ initiative, aiming to create a more efficient manufacturing network, improve capacity utilisation, reduce operational complexity and establish a focused Plant Protein Centre of Excellence at the site in Indianapolis, Indiana. Maple Leaf Foods said it expects the transition to occur in phases over approximately 12 to 18 months, with completion targeted for Q4 2027. The company said it will work closely with impacted team members throughout, providing support and considering opportunities at other Maple Leaf facilities where feasible. FoodBev Media has approached the company to find out how many job cuts are expected to be made due to the consolidation. Manufacturing will continue at the Seattle and Turner Falls sites during the transition period, with the phased approach intended to maintain business continuity and support customer service. As production is consolidated, Maple Leaf Foods said it expects to invest in its Indianapolis facility and add team members to support the expanded scope of operations. Curtis Frank, president and CEO of Maple Leaf Foods, said: “Over the past several years, we have taken significant action to improve the performance of our Plant Protein business, and we have made meaningful progress”. “But the category has changed significantly, and declining volumes have left our manufacturing network substantially underutilised. Maintaining three facilities at these utilisation levels creates structural costs that are not sustainable over the long term.” Frank noted that the workforce at the Seattle and Turner Falls sites have “consistently demonstrated tremendous commitment,” adding: “This decision is not a reflection of their performance or the quality of their work. We recognise how difficult this announcement is for them and their communities, and our priority will be to support affected team members with respect, fairness and transparency.” Top image: © Maple Leaf Foods/Lightlife

KFC has partnered with UK cereal brand Surreal to launch KFCereal, a limited-edition breakfast cereal inspired by the fast-food chain’s signature 11 herbs and spices. The savoury cereal has been designed to replicate the flavour of KFC, with the brands encouraging consumers to serve it with KFC gravy rather than traditional milk. The collaboration marks a departure from conventional sweet breakfast cereals, with KFC and Surreal positioning the product as a way for consumers to enjoy the fried chicken brand outside its usual mealtime occasions. According to Surreal, KFCereal is intended to deliver a cereal experience that ‘tastes just like KFC’. “Think you can’t have KFC for breakfast? Think again,” the brand said of the launch. Adding: “You should pour gravy on your cereal. Specifically, KFC Gravy. We know you’ve got some doubts, but you need to believe us. It really works.” The launch follows other limited-edition collaborations from KFC, after the chain joined forces with Doritos to launch a limited-edition loaded bag featuring Tangy Cheese Doritos topped with cheese sauce, tomato salsa, ranch dressing, KFC Original Recipe Chicken Tenders and jalapeños. The KFCereal is available exclusively through Surreal’s online shop while stocks last, priced at £6 per box.

Riccardo Astolfi For much of its development, the global no/low drinks market has focused on the liquid itself: how to remove alcohol, replicate familiar flavours and create products that give consumers a convincing alternative to alcoholic drinks. But what if the more important question is not what is in the glass, but why people are reaching for it in the first place? Italian food and beverage innovation specialist Riccardo Astolfi argues that the market may be looking at the problem from the wrong end. Italy’s aperitivo culture offers a useful lesson for manufacturers: build for the drinking occasion first, then design the liquid, format and story around it. Walk into an Italian bar at around 6.30pm and look at the tables. You might see a Spritz, a beer, a glass of white wine, a bitter aperitif, a tonic water or simply sparkling water with lemon. There will probably be olives, crisps and enough food to create an argument about whether aperitivo has accidentally become dinner. What you probably will not see is somebody explaining their identity through the alcohol content of the glass. People are having an aperitivo. This apparently banal distinction may be useful for the global no/low industry. After years working across product development, buying, category management and beverage innovation, I increasingly think we often approach no/low from the wrong direction. We build a product, define a category and then search for an occasion in which consumers might drink it. Aperitivo works the other way around. The occasion already exists. The product has to earn its place within it. Aperitivo is an infrastructure This matters for manufacturers because 'aperitivo' is not really a product category. It is a small piece of social infrastructure. It has a time of day, a temperature, a glass, a food context, an expected flavour intensity, a price range and a social function. The liquid can change without destroying the ritual. That makes aperitivo a useful model for no/low category building. A non-alcoholic bitter is not only competing with another non-alcoholic bitter. At 6.30pm it is competing with beer, wine, a Spritz, cola, tonic water, sparkling water and the decision to order nothing at all. This sounds obvious, but it changes how a manufacturer might brief a product. Instead of starting with 'we need an alcohol-free gin,' the questions become more practical. When will people drink it? With food or without? Is it one serve or two? Does it need to work over ice? How much dilution can it tolerate? Does the product still feel satisfying after ten minutes in the glass? Can a bartender understand the serve immediately? Can a retailer explain where it belongs without creating a new shelf for a category consumers do not yet understand? These are product development questions as much as marketing questions. Designing for the occasion Alcohol performs several sensory jobs at once. Remove it, and the formulation problem is not simply how to recreate its aroma. You also lose weight, warmth, persistence and part of the structure of the drinking experience. The Italian aperitivo tradition offers a useful toolbox because it has never depended on alcohol alone. Bitterness creates persistence. Acidity creates tension. Carbonation brings movement and refreshment. Botanicals create aromatic complexity. Sugar, used with some restraint, can carry flavour and build body. Temperature, dilution and ice change perception again. Food adds another layer. None of these tools is revolutionary. That is precisely the point. The no/low industry sometimes behaves as though complexity must arrive through a new ingredient, a proprietary technology or an increasingly imaginative functional claim. Yet a drink can feel adult and gastronomic for much simpler reasons: because it is bitter enough to make you slow down, acidic enough to make you salivate, dry enough to invite another sip and structured enough to survive next to food. The lesson for R&D teams is to formulate for the entire serve, not only for the liquid leaving the production line. The pack is part of the drink The same logic applies beyond formulation. If the occasion is the starting point, packaging, format and pricing have to follow it. A 750ml bottle suggests sharing and the table. A small single-serve bottle can belong naturally at the bar. A can may create another occasion entirely. None is inherently more premium than the others, but each tells the consumer what to do with the product. The same is true of price. Consumers do not calculate value by comparing the cost of ethanol removed from a drink. They compare the experience with the alternatives available at that moment. A premium alcohol-free aperitif therefore has to justify its price against the alcoholic Spritz, the craft beer, the tonic and the soft drink sitting beside it. That value can come from ingredients, process, flavour, design, provenance or service. But it has to be perceptible. 'Alcohol-free' alone is not a premium proposition. And this is where I think the usual distinction between the 'alcohol consumer' and the 'no/low consumer' becomes less useful. Most people are not joining a new drinking religion. They move between alcoholic, low-alcohol and alcohol-free choices according to the day, the company, the next morning and probably what they had at lunch. The commercial opportunity is therefore not necessarily to convert an alcohol drinker into a no/low consumer, it is to win one more occasion. Participation, not abstinence This is where aperitivo culture becomes more interesting to me than another set of no/low market forecasts. A lot of category communication still carries a faint moral tone: control, wellness, better choices, better sleep, better mornings, perhaps a better version of yourself by Tuesday. There is clearly an audience for that language. There is also an entire beverage world increasingly built around mood, energy, relaxation and focus. But drinking is also pleasure, habit and social participation. Not every beverage needs to improve us. At its best, aperitivo makes a much simpler promise: come to the bar, sit with everybody else and have something good. For no/low brands, this suggests a different ambition. The goal should not be to build a parallel alcohol-free world with its own consumers, shelves and occasions forever. Specialist spaces are useful while a category is young because they allow discovery and education. Maturity, however, means integration. The real breakthrough arrives when the alcohol-free option requires no explanation and no sacrifice. It is simply one of the good things available. This means manufacturers should think beyond ABV, instead asking whether the product has a clear occasion, whether the sensory architecture is strong enough, whether the format makes sense, whether the price survives comparison and whether the serve can become habitual rather than merely interesting. The future of no/low may eventually look less like a separate drinks category and more like a crowded Italian bar at aperitivo time: alcoholic and alcohol-free drinks sharing the same table, selected according to taste, mood and moment rather than identity. Paradoxically, the moment we stop talking so much about no/low may be the moment the category has really succeeded.

Agriculture companies Vylor and Rainbow Crops have announced a collaboration to advance new corn traits using artificial intelligence (AI) and multiplex gene editing. Both companies will use Rainbow Crops’ AI-supported Trait Foundry platform to accelerate the development of corn hybrids that are more resilient to extreme weather, such as heat, drought and floods. Rainbow Crops is a Belgium-based agri-tech spin-off from research institute Vlaams Instituut voor Biotechnologie (VIB). Its technology will support Vylor’s expertise in gene editing through the collaboration. Based in Iowa, US, Vylor is an advanced seed and genetics company working on boosting yields for farmers around the world through its scientific expertise. It is currently under the ownership of agriculture group Corteva, and will spin off to become a standalone business on 1 October 2026. The two companies expect the partnership to deliver complex agronomic traits that use inputs more efficiently and increase yield to support farmer profitability. Rainbow Crops’ Trait Foundry combines AI, multiplex genome editing (which enables scientists to edit multiple genes in a cell simultaneously), precision breeding and automated phenotyping (high-throughput measurement of plant characteristics) to design, generate and validate improved crop genetics faster and more precisely than traditional breeding approaches. It is designed to address traits controlled by multiple interacting genes, such as drought tolerance and plant vigour. Mat Muller, leader of Vylor’s investment platform Vylor Edge, said: “Rainbow Crops’ AI-enabled multiplex gene editing capabilities will allow us to make hundreds of gene edits simultaneously, while validating performance in state-of-the-art phenotyping facilities as well as through field trials”. He added: “Genome editing is set to reimagine agriculture by creating plants that can withstand critical challenges, including disease and extreme weather”. Giacomo Bastianelli, CEO and co-founder of Rainbow Crops, said the company’s early work in corn has shown the potential of its platform to accelerate complex trait development. The collaboration comes following the European Parliament’s passage of legislation that enables plants developed through gene editing to be imported and cultivated across the European Union. Corteva recently participated in Rainbow Crops’ €9.7 million seed financing round. Upon the company’s separation, the investment will become a part of the Vylor Edge portfolio.

Japanese company MNH Inc. is introducing Genmai De Cafe to international markets as “Japanese Rice Coffee” – a coffee-style beverage made entirely from roasted Japanese brown rice. The beanless, caffeine-free beverage is made from 100% Japanese brown rice, roasted to deliver a coffee-like aroma, bitterness, and depth without coffee beans. MNH said the product is intended to offer a new take on the growing alternative and beanless coffee category, using rice as the starting point rather than attempting to replicate coffee through a blend of multiple ingredients. Genmai De Cafe combines the natural characteristics of brown rice with proprietary roasting techniques developed by MNH to create a beverage designed to evoke the experience of coffee. The company said its approach is rooted in Japanese food culture, positioning rice as an ingredient that can be roasted and brewed as well as used as a staple food. Naohiro Ozawa, president of MNH, said: “Our goal is not to imitate coffee. We want to create a new beverage culture that could only have come from Japan – one that treats rice not only as something to eat, but also as something to roast, brew and enjoy in a new way." The product is available in several formats, including drip packs, powder, tea bags, cold-brew applications and a tasting set. Across the formats, the core proposition remains the same: 100% Japanese brown rice, no coffee beans and no caffeine. MNH began research and development of Genmai De Cafe in 2012 before starting production in Shonai Town, Yamagata Prefecture, in 2014. The company has since refined its roasting techniques to develop greater aroma, depth and body from brown rice alone, while also exploring different product formats. The product has been presented at industry events including SCAJ in Japan in 2024 and 2025, where MNH said it attracted interest from coffee enthusiasts seeking beverages they could consume later in the day without caffeine. The company also reported interest from buyers and coffee professionals exploring alternative coffee options at FHA 2025 in Singapore. Genmai De Cafe is produced in Shonai Town, Yamagata Prefecture, where MNH has manufactured the product since 2014.

Speciality ingredients distributor Barentz has opened a new Shanghai office and Human Nutrition application laboratory in China, strengthening its technical and formulation support for food and beverage customers in the region. The new facility is designed to support customers with local application expertise, technical services and formulation development, helping accelerate product innovation and development projects. Initially, the laboratory will focus on bakery and savoury applications. The facility forms part of Barentz’s global Human Nutrition technical network, connecting local market knowledge and application expertise in China with the company’s wider international capabilities. Across its global application laboratories and specialist teams, Barentz provides technical support across a range of food and beverage categories, including bakery, beverages, dairy, nutrition, savoury, meat and fish and plant-based protein solutions. Barentz says the Shanghai investment marks an important milestone for its Human Nutrition business in China and the wider Asia-Pacific region. The company said the new facility will enable closer collaboration with customers, faster product development and enhanced technical support for innovative products. The expansion also forms part of Barentz’s wider strategy to strengthen its local technical capabilities while leveraging its global network to support customers with formulation and application challenges.

Biotiful Gut Health is expanding beyond its core kefir range with the launch of Greek Recipe Kefir, combining the thick, creamy texture of Greek yogurt with the live cultures and gut health credentials of kefir. The new range launches nationwide in two variants – Greek Recipe Kefir Whole Fat 3% and Greek Recipe Kefir 0% – as Biotiful targets two of the strongest-performing segments in dairy. According to Circana data cited by the brand, the Greek yogurt category is growing by 22%, while kefir is up 31%, creating an opportunity for retailers to capitalise on consumer demand for products combining taste with functional health benefits. Biotiful said the new product is designed to bring together the familiarity of Greek yogurt with the nutritional and gut health attributes associated with kefir. The new SKUs feature the thick and creamy texture traditionally associated with Greek yogurt, alongside billions of live cultures from kefir. The company said the richness comes from the fermentation process, without the addition of extra cream. The products are also naturally low in fat while high in protein, positioning the range around the combination of taste, nutrition and gut health. Alessandra Zehnder, head of marketing at Biotiful Gut Health, said: “Greek yogurt and Kefir are two of the most exciting growth stories in dairy today, so bringing them together felt like a natural next step for the category, as well as presenting a great opportunity for our retail partners.” She added that the new product brings together the texture of Greek yogurt with the live cultures and naturally high protein associated with kefir. The product launch is being supported by new research commissioned by Biotiful, which found that 78% of UK adults consider gut health important. The research also found that 74% believe small daily habits are more effective than major lifestyle changes. At the same time, 76% said social media has created unrealistic expectations around wellbeing, while 52% said they had abandoned healthy habits after failing to see results quickly enough. To build on these findings, Biotiful has launched The Confidence Report, an educational initiative focused on the importance of healthy routines and practical approaches to developing sustainable habits. Nutrition expert Dr Rupy Aujla and Olympic medallist Eilish McColgan are supporting the initiative and the brand's message around consistent daily habits rather than quick-fix approaches. Biotiful Greek Recipe Kefir is available in 3% and 0% fat variants in a 450g format. The products have an RRP of £3.50 and are launching nationwide as the brand looks to build on its position in the UK kefir market.

The US ice cream industry is moving ahead with plans to eliminate certified artificial colours from covered retail ice cream products made with real milk by the end of 2027, according to the International Dairy Foods Association (IDFA). The industry group said dozens of ice cream companies representing more than 90% of the US market have committed to the initiative, with many products already meeting the target. IDFA announced the voluntary Ice Cream Commitment in July 2025. The initiative brings manufacturers together around a common deadline for reformulation, rather than relying on individual company commitments. The progress was highlighted at an event at the US Department of Agriculture headquarters attended by Agriculture Secretary Brooke Rollins, Health and Human Services Secretary Robert F. Kennedy Jr. and representatives of the dairy and ice cream industries. Richard Graeter, president and CEO of Cincinnati-based Graeter’s Ice Cream and chair of the IDFA Ice Cream Board, said: “Over the past year, ice cream makers large and small have been doing the hard work behind the scenes, reformulating products, working with suppliers and investing in their operations to deliver on this commitment.” The reformulation effort involves replacing certified artificial colours while maintaining the taste, appearance and other characteristics consumers expect from ice cream. IDFA said manufacturers have been working with ingredient suppliers and making operational investments as they transition products. At the event, IDFA and federal officials showcased ice cream products made with real milk from US dairy farmers that contain no certified artificial colours. The ice cream initiative is the latest of three voluntary commitments launched by IDFA in response to consumer and public-health priorities. The association said its members have also completed two school-focused initiatives. Under the Healthy Dairy in Schools Commitment, dairy processors committed to eliminating certified artificial colours from milk, cheese and yogurt products sold as part of reimbursable school meals. IDFA said processors fulfilled that commitment ahead of the 2026-27 school year. The Healthy School Milk Commitment focused on added sugar in flavoured school milk. According to IDFA, participating processors have limited added sugars to 10 grams per 8-ounce serving, resulting in a reported 57% reduction in added sugars in flavouredcolours milk sold in schools. Agriculture Secretary Brooke Rollins said 37 milk processors supplying approximately 90% of milk served in schools had met the sugar commitment, while all 57 processors participating in the school dairy initiative had removed certified artificial colors from covered products. “These endeavours help families make better choices and pursue healthier lives,” Rollins said. HHS Secretary Robert F. Kennedy Jr. also praised the dairy sector's reformulation efforts, framing them as part of the Trump administration's broader “Make America Healthy Again” agenda. IDFA President and CEO Michael Dykes said the initiative is intended to demonstrate how coordinated voluntary action can address changing consumer expectations while maintaining the characteristics of dairy products. “We listen to consumers, invest in innovation and take practical steps to improve our products while preserving the nutrition, taste, affordability and choice that Americans expect from dairy,” Dykes said. The initiative also highlights the role of US dairy farmers in supplying the milk used in ice cream. The IDFA represents dairy manufacturers and marketers across the US, including companies and cooperatives involved in milk, cheese, ice cream, yogurt, cultured products and dairy ingredients. The organisation said the three voluntary commitments collectively represent an industry-wide approach to product reformulation, with the ice cream initiative now moving toward its end-2027 deadline.

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.