Celsius Holdings has appointed Christy Jacoby and John Short to its board of directors, following the resignation of Israel Kontorovsky and Michael Del Pozzo with immediate effect. Jacoby and Short were nominated by PepsiCo under the terms of agreements linked to its equity investment in the company, which entitle PepsiCo to nominate two directors to the board. Jacoby serves as senior vice president and chief financial officer of PepsiCo North America Operations. In that role, she oversees financial strategy and performance for PepsiCo’s approximately $40 billion food and beverage business, including Frito-Lay, Quaker North America and Pepsi Beverages. She has more than 20 years of experience in finance and operations across PepsiCo, including financial planning, revenue management, strategy, innovation, supply chain finance and go-to-market finance. Short is senior vice president of strategic partnerships and franchise at PepsiCo. He leads PepsiCo Beverages North America’s allied beverage partnerships, beverage mergers and acquisitions activity and independent bottler relations. He has more than 30 years of experience in the beverage and consumer packaged goods sectors, covering commercial strategy, revenue growth management, customer and channel leadership, operations, M&A, strategic partnerships and franchise bottling systems. “We thank Israel and Mike for their service and contributions during an important period of growth and evolution for Celsius Holdings,” said John Fieldly, chairman and CEO of Celsius Holdings. “As we continue to scale with discipline, operating rigor and portfolio clarity, we believe Christy and John bring highly relevant expertise that will further strengthen our Board and support our long-term value creation strategy.”

Ferrero UK is launching Kinder Bueno Dark, aiming to tap into premium dark chocolate demand while driving incremental value for retailers. dark c The new variant, rolling out this month (Feb 2026) in Tesco and Morrisons, keeps the brand’s established wafer-and-hazelnut format but replaces the milk coating with dark chocolate and a dark drizzle. By retaining the core format, Ferrero limits operational complexity for retailers while introducing flavour-led news into the fixture. The move comes as branded suppliers look for value growth in a market shaped by elevated cocoa costs and cautious consumer spending. Dark chocolate continues to skew towards young adult shoppers and carries stronger premium cues, offering scope for trade-up and improved margin mix versus standard milk lines. Kinder Bueno is currently the fourth-largest brand in the chocolate snack category by value, with 77% brand recognition in the UK. Rather than launching a new sub-brand, Ferrero is leveraging that equity to broaden the range across white, milk and now dark variants – a strategy designed to deepen shelf presence and encourage basket spend without fragmenting the fixture. For retailers, the commercial test will be incrementality. If Kinder Bueno Dark attracts new shoppers to the brand or drives higher average spend, it strengthens the case for flavour-led premium extensions as a lower-risk route to growth in a competitive and space-constrained chocolate aisle.

Soufflet Malt has officially broken ground on a €100 million (approximately ZAR 2 billion) malting facility in Midvaal, Gauteng, marking one of the most significant recent investments in South Africa’s brewing and agricultural value chain. The new facility follows a commercial partnership signed in March 2025 between Soufflet Malt and Heineken Beverages, under which Soufflet Malt will supply malt for Heineken’s South African brewing operations. Strategically located adjacent to Heineken Beverages’ Sedibeng Brewery near Johannesburg, the site is positioned to integrate directly into the brewer’s production infrastructure, supplying brands including Heineken, Amstel Lager, Sol and Windhoek. Once operational, the malthouse will have an annual production capacity of approximately 100,000 tonnes and is designed to source 100% of its barley from local South African growers, creating a fully localised malt supply chain for HEINEKEN’s domestic production. Construction, led by Abbeydale Projects, is expected to continue through 2026, with commissioning planned for mid-2027. The project is projected to create 55 permanent operational jobs at the Midvaal facility, around 200-300 indirect jobs across agriculture, logistics and related services, support for 200-250 farms across Gauteng, Western Cape, North West and Northern Cape provinces, and investment across 30,000-35,000 hectares of barley cultivation The facility will also contribute an estimated ZAR 750 million to local agricultural GDP, strengthening both rural economies and South Africa’s broader agri-industrial ecosystem. The Midvaal malthouse is being developed as the most technologically advanced malting facility in South Africa, incorporating trigeneration technology that produces electricity, heat and cooling, enabling emissions levels up to 50% below the industry average. Its proximity to the Sedibeng Brewery allows malt to be transferred directly via conveyors, significantly reducing transport emissions and logistics costs. High-efficiency steeping systems and closed-loop water technologies will further reduce freshwater usage. “This project is a strong vote of confidence in South Africa’s agricultural sector and will strengthen South Africa’s brewing value chain,” said Jorge Solis, CEO of Soufflet Malt. “By investing in local industrial capacity and working closely with farmers, we are building a resilient, sustainable, locally integrated malt supply chain.” The investment is underpinned by long-term agronomy programmes that support both commercial and emerging farmers through training, mentoring and technical support. Since 2018, Soufflet Malt and Heineken Beverages have collaborated to build a robust local barley supply base, preparing farmers to meet the quality and scale requirements of industrial malting. “This malthouse is a clear demonstration of our Brew a Better World ambitions in action,” said Jordi Borrut, Managing Director of Heineken Beverages. “By sourcing barley locally and producing malt alongside our brewery, we reduce imports, lower transport emissions and build a more resilient, lower-carbon supply chain.” Once operational, the facility will enable 100% localisation of Heineken Beverages’ malt supply, eliminating imported malt and supporting approximately 125,000 tonnes of locally sourced barley annually. The development reflects a broader industry shift toward supply chain localisation, sustainability integration and agricultural value-chain resilience in emerging markets. “Our investment in Midvaal stems from long-term partnerships with customers, farmers and local stakeholders,” said Guillaume Couture, president for EMEA at Soufflet Malt. “This facility is a tangible expression of our confidence in South Africa’s agricultural and brewing sectors.”

Kraft Heinz has paused work on its previously announced separation and will instead deploy $600 million in incremental investment across marketing, sales and R&D, as new chief executive Steve Cahillane pivots the company towards restoring profitable growth. The decision marks a shift for the $25 billion packaged food group, which had been exploring a break-up into two standalone publicly listed businesses. Management said it would 'pause work related to the separation' and no longer incur associated dis-synergies this year, effectively redirecting focus – and capital – back into the core portfolio. Cahillane said the priority is to ensure “all resources are fully focused on the execution of our operating plan,” framing the move as a pragmatic response to underperformance that he believes is “fixable and within our control”. $600m aimed at growth levers The $600 million investment will be channelled into marketing, sales capabilities and R&D, alongside initiatives to drive “product superiority” and selective pricing. The spend is incremental to the base and will weigh on 2026 operating profit, with the company guiding to a 14%-18% decline in constant-currency adjusted operating income next year as a result. For a business that has leaned heavily on cost discipline and pricing to defend margins in recent years, the move signals a rebalancing towards top-line stimulation – particularly in the US, where volumes have been under pressure. The focus on product superiority and R&D suggests a renewed emphasis on renovation and innovation within core platforms, while stepped-up marketing points to a more aggressive stance in defending share against private label and branded rivals. Strategic reset over structural overhaul Pausing the split reduces execution complexity and avoids additional stranded costs at a time when the group is already navigating commodity inflation and volume softness. It also suggests management sees more immediate value creation in operational improvement than in structural separation. Kraft Heinz generated $3.7 billion in free cash flow in 2025, giving it room to fund the commercial push while maintaining dividends and buybacks. Management reiterated confidence in its balance sheet and cash generation capacity to support the reset. For the wider F&B industry, the move underlines a broader shift among large CPG players: after a period dominated by portfolio reshaping and financial engineering, attention is returning to brand investment, innovation and in-market execution as the primary levers for sustainable growth. The key question for retailers and suppliers alike will be whether the $600 million injection can stabilise volumes and rebuild momentum quickly enough to justify the near-term hit to earnings – and whether the separation plan remains shelved permanently or merely delayed.

Plant-based oat milk chocolate brand HAPPi is set to shake up Easter 2026 with the launch of its new Pistachio Crunch Easter Egg, a flavour-forward innovation inspired by the viral Dubai chocolate trend. Crafted from HAPPi’s signature oat m!lk chocolate, the new egg blends pistachio with Kanafe (Kunafa) for a distinctive Middle Eastern flavour profile. The result is a balance of sweet, nutty notes and crisp texture, wrapped in smooth, velvety plant-based chocolate for a premium taste experience. Founder Gavin Cox explains: “Every year we consider the best flavour trends to inspire our latest Easter egg launches. Dubai chocolate continues to be huge in food and drink, so producing an egg inspired by those flavours seemed a no-brainer. Plus, the fact that it’s plant-based offers more customers the chance to experience this delicious flavour combination.” Made using 100% natural ingredients, the Pistachio Crunch egg offers a premium plant-based alternative for Easter gifting. HAPPi sources its ethically produced cacao from family-owned Luker’s Chocolate in Colombia, supporting sustainable farming practices and responsible supply chains. The HAPPi Pistachio Crunch Easter Egg (RRP £15.00, 155g) will be available from Waitrose and Amazon, joining the brand’s wider Easter range, which includes flavours such as Plain M!lk, Salted Honeycomb and Cherry & Almond.

Lactaid has officially expanded beyond milk and ice cream with the launch of new Lactaid Creamers, further extending its lactose-free dairy portfolio. The new line brings Lactaid’s signature lactose-free dairy positioning to the morning coffee routine, delivering the taste and texture of real dairy creamers, made with 100% real milk and cream, just without the lactose. The creamers are formulated with only five simple ingredients, are free from artificial flavours and gums and are designed to offer rich, indulgent flavour without compromising clean-label expectations. The new Lactaid Creamers debut in three flavours: French Vanilla, Caramel and Sweet Cream. The launch reflects Lactaid’s broader strategy to expand its presence across everyday consumption occasions, from traditional dairy staples like milk and ice cream to coffee customisation. According to the brand, the expansion aligns with growing consumer demand for functional dairy products that accommodate lactose intolerance without sacrificing taste or quality. Retail distribution for the creamers begins this month, with products merchandised in the dairy aisle alongside Lactaid’s full line-up of lactose-free dairy offerings.

The UK Supreme Court has delivered a significant judgment for the food and beverage industry, dismissing Oatly’s appeal and ruling that its trademark “Post Milk Generation” is invalid for use on oat-based food and drink products in the UK. In a unanimous decision in Dairy UK Ltd v Oatly AB, the Court held that the slogan unlawfully uses the protected term "milk" under UK-assimilated EU agricultural marketing law, even though it appears as part of a broader phrase rather than a product name. At the heart of the case was whether the word “milk” in “Post Milk Generation” constitutes a prohibited “designation” under Regulation (EU) No. 1308/2013 (retained in UK law post-Brexit), which reserves dairy terms exclusively for animal-derived products. The Supreme Court found that “milk” is being used as a designation, not merely as a cultural or generational reference and that the phrase does not clearly describe a characteristic quality of the product (such as being milk-free) in a sufficiently direct way to fall within the regulation’s exception. As a result, the trademark cannot be used on oat-based food and drink products, although it remains valid for non-food items such as merchandise. Richard May, partner at law firm Osborne Clarke, said: “The key principle is straightforward: if a product is not derived from animal milk, it cannot be marketed using reserved dairy designations such as ‘milk’ or ‘cheese’." He continued: "In practical terms, terminology such as ‘oat milk’ or ‘plant-based cheese’ now carries heightened legal risk in the UK market. Marketing teams will need to ensure that product names and campaign messaging do not stray into protected territory.” Oatly strongly criticised the ruling. Bryan Carroll, general manager for Oatly UK & Ireland, stated: “We are deeply disappointed by today’s UK Supreme Court ruling. In our view, prohibiting the trademarking of the slogan ‘Post Milk Generation’ for use on our products in the UK is a way to stifle competition and is not in the interests of the British public. This decision creates unnecessary confusion and an uneven playing field for plant-based products that solely benefits Big Dairy.” Despite the outcome, Oatly signalled it will continue to use the slogan on merchandise and remain committed to its sustainability-driven brand positioning. For the wider food and beverage sector, the ruling reinforces that branding, not just labelling, falls within regulatory scope. Even marketing slogans and trademarks can trigger legal restrictions if they reference protected product categories.

Alisia Heath With the 2025-2030 US Dietary Guidelines set to reshape the market, food companies face an implementation emergency. Beyond R&D, organisations must rethink structures and processes, using AI to adapt, anticipate change, and build future-ready portfolios. Alisia Heath, VP of R&D at NotCo, explains how F&B innovators can harness AI to navigate the new policy landscape. The newly introduced US Dietary Guidelines signal a major shift in how Americans are encouraged to eat, with a renewed mandate to prioritise 'real food,' reduce sugar, sodium and saturated fats, and move away from highly processed formulations. While nutrition policy can change overnight, traditional product innovation timelines still move at a glacial pace. For legacy R&D teams, adapting portfolios to meet evolving expectations typically takes 18 to 24 months, often requiring millions of dollars in reformulation efforts. Regardless of where brands land on the new food pyramid itself, the broader takeaway is clear: the rules are shifting. The existential question now facing the industry is how to pivot an entire portfolio toward 2026 standards when most innovation cycles remain analogue. A new era, with unanswered questions At a high level, the updated guidelines reinforce themes the industry has been navigating for years: improving nutritional profiles and delivering functional benefits like fibre and protein. However, ambiguity remains. While the guidance encourages consumers to avoid 'highly processed' foods, it stops short of offering a clear, operational definition. For food companies, this creates a complex decision-making environment. To future-proof their pipelines, brands will need to make informed assumptions and accept the risks associated with reformulation now to stay ahead of the curve. It is clear that clean label expectations aren’t going anywhere; therefore, the closer companies can get to whole ingredients, the more risk they mitigate as policies change. Why traditional R&D timelines no longer work Moving toward fewer processed ingredients is far from straightforward. Many legacy products rely on functional ingredients designed for stability, shelf life and cost efficiency. Removing or replacing these components ripples across the entire product equation. Changes in processing can impact: Flavour and texture consumers already love Shelf life and food safety Cost of goods and price accessibility Supply chain resilience Each product is a multidimensional system: taste, cost, regulation, nutrition, sustainability and shelf life all interact. Adjusting one variable affects every other outcome. Current linear R&D methods make reformulating this complexity too expensive and slow, limiting the number of iterations companies can realistically attempt. To address this, companies need to rethink their entire workflows, not just speed up individual steps. Rethinking innovation as a data challenge One of the most important shifts underway in food R&D is the recognition that innovation is no longer just a lab problem; it’s a data problem. Through Giuseppe AI, our proprietary platform, NotCo is collapsing the traditional time-to-market from years into weeks. Giuseppe synthesises ingredient chemistry, sensory readouts, manufacturing parameters and consumer data into a single decision-making engine. This allows us to: Reduce trial and error: We reduce physical trial and error by up to 10x, transforming bold ideas into market-ready products with unprecedented speed. Solve multidimensional challenges: The platform processes thousands of variables simultaneously. For example, in a recent beverage project, Giuseppe was able to 100% match the quantitative sensory experience of the full-sugar product, reducing the total sugar content from over 10g by 80%+ in just five weeks. Bridge the policy-to-shelf gap: AI becomes the missing layer between nutrition guidance and the shelf, helping brands pressure-test formulations against new frameworks instantly. The next wave of innovation in action We are already seeing this transformation in action through our work with major CPG partners. Through our partnership with Barry Callebaut, we are merging 100 years of chocolate expertise with AI to unlock health-forward formulations. Similarly, with The Magnum Ice Cream Company, we are piloting AI to solve complex formulation challenges in record time, ensuring they continue to shape the category while meeting evolving dietary expectations. In another recent case driven by HFSS (High in Fat, Salt or Sugar) regulations, we developed a sugar-free chocolate that achieved 100% less added sugar and 60% less sodium while securing a critical HFSS score of 3. By mapping the sucrose time-intensity curve via Giuseppe, we achieved a full-flavour profile in just three trials, preventing significant revenue loss for the client. As policy pressure and consumer demand continue to intersect, innovation is likely to accelerate most rapidly in categories where health perception and convenience overlap, including ready-to-eat meals, snacks, beverages, and better-for-you indulgences. Leading with curiosity For R&D leaders beginning to explore these tools, the most important mindset is curiosity. Artificial intelligence is not replacing scientific expertise; it is amplifying it. AI adoption is not a one-time upgrade; it is an ongoing capability-building process that will define how quickly companies can adapt to future shifts. As the 2025-2030 Dietary Guidelines make clear, the pace of change in food is only accelerating. The organisations that will thrive are those willing to rethink workflows, encourage experimentation and equip their innovation systems to evolve as fast as the policy does.

Purely Elizabeth has introduced its first-ever beauty-inspired, limited-edition granola, expanding the brand’s functional wellness portfolio with the launch of Purely Glow Salted Vanilla Pistachio Granola. The product positions the natural foods brand at the convergence of food, beauty and modern wellness, reflecting growing consumer demand for functional ingredients that support “glow-from-within” routines. The formulation incorporates collagen peptides and biotin, aligning with the rising popularity of beauty-linked nutrition trends across social media and wellness platforms. Developed in response to consumer demand and social engagement trends, the launch taps into the growing cultural relevance of functional beauty nutrition. According to the brand, TikTok content featuring collagen has increased by 70% year-over-year compared to the previous two-year period, while pistachio has emerged as one of 2025’s fastest-growing flavour trends, driven by rising social media engagement and consumer interest. Purely Glow Salted Vanilla Pistachio Granola is crafted with organic oats, roasted pistachios, real vanilla bean and sea salt, delivering a premium flavour profile alongside functional benefits. The gluten-free formulation is sweetened with coconut sugar, baked with coconut oil and is a good source of fibre. In addition to collagen peptides and biotin, the product includes coconut water powder, positioning it as a daily wellness-forward offering that blends nutrition with indulgence. “This limited-edition flavour was inspired by my own wellness routine and the belief that food can be an important part of how we care for ourselves,” said Elizabeth Stein, founder and CEO of Purely Elizabeth. “Purely Glow Granola brings together nourishing food and daily beauty rituals.” Purely Glow Granola will launch in February at a retail price of $7.99.

Heineken will cut 5,000 to 6,000 jobs, or roughly 7% of its global workforce, as Europe’s second-largest brewer moves to protect margins amid continued weakness in beer demand across developed markets. The Dutch brewer said on Wednesday that beer volumes fell 2.4% in 2025, reflecting softer consumption in Europe and North America as consumers push back against higher prices and moderate alcohol intake. The decline was slightly less severe than analysts had expected. Most of the job reductions will occur in Europe over the next two years as part of a broader cost-efficiency programme. Heineken employs about 87,000 people globally. The company did not specify which functions would be affected, though the cuts extend beyond previously announced head office streamlining. The move underscores the structural challenges facing major brewers in mature markets, where post-pandemic consumption has failed to rebound, and health-driven moderation trends are accelerating. For suppliers and contract manufacturers, the reductions signal continued pressure on volumes in Western beer markets. Chief executive Dolf van den Brink, who is set to step down in May , said innovation would be critical to reigniting growth in developed regions. “Bigger and bolder innovation is needed” in North America and Europe, he said, pointing to low- and no-alcohol beer as a key growth segment. The brewer forecast operating profit growth of 2% to 6% in 2026, compared with 4.4% growth in 2025, at the lower end of its guidance range. Analysts described the outlook as cautious but achievable in what is expected to be a transition year for leadership. While Western markets remain subdued, Heineken said it is more optimistic about demand in emerging markets, including Vietnam and South Africa, where favourable demographics and rising incomes continue to support category expansion. The divergence highlights an increasingly bifurcated global beer landscape: mature markets are characterised by premiumisation and alcohol moderation, while growth is shifting toward emerging economies. Heineken’s announcement follows similar pressure across the sector. Rival Carlsberg has warned of subdued demand in Western Europe and is accelerating diversification into soft drinks following its acquisition of Britvic, signalling broader portfolio shifts within the brewing industry. For the wider food and beverage sector, Heineken’s restructuring reinforces three themes shaping the alcohol category in 2026: Persistent volume pressure in developed beer markets Margin protection through workforce and cost restructuring Strategic pivot toward low/no-alcohol and emerging market growth Despite near-term caution, van den Brink said the company remains confident in the long-term outlook for beer. “We remain prudent in the short term, and confident in the mid- to long term that the category will return to growth,” he said. Heineken shares rose in early Amsterdam trading following the announcement, suggesting investors welcomed the cost discipline amid ongoing category headwinds.

Yerba Madre, a US-based yerba mate brand, is rolling out a range of new flavours and formats in 2026, including sparkling, ready-to-drink and convenience-exclusive options. Early-year launches include a 'Sparkling, Reimagined' line, which is a refreshed sparkling yerba mate line formulated with 115mg of naturally occurring caffeine, available at Sprouts and select Albertsons stores, and 'Lower Sugar Enlighten Mint', an updated version of one of the brand’s top-selling SKUs. Additional flavours set for release through spring 2026 are: Strawberry Kiwi, a c-store exclusive at Extra Mile and Jacksons; Cherry Sublime, a c-store exclusive at 7-Eleven; and Mango Fuego, a limited-run seasonal flavour, available March through May. Yerba Madre is introducing what the company describes as 'the world's first' Shade-Grown Yerba Mate seal, to be rolled out this year on its air-dried loose leaf. The seal is designed to recognise Indigenous and family farmers growing yerba mate under forest canopies and within restored agroforestry systems, reinforcing the brand’s commitment to regenerative agriculture and ingredient integrity. The brand’s products are stocked nationwide in over 45,000 natural, conventional, mass, club and convenience retailers across the US and Canada.

Dubai World Trade Centre (DWTC) and Informa have formalised their strategic joint venture by establishing inD Events FZE, a new entity to manage all contracting for their combined portfolio of B2B events across the UAE. The joint venture, branded inD (pronounced 'in-dee'), brings together marquee shows including Gulfood, WHX, GITEX, Dubai Air Show, GISEC and Middle East Energy, creating what the partners describe as the region’s largest B2B event organiser. The move aims to scale flagship exhibitions, increase operational efficiency and provide a unified contracting and service platform for international clients. Under the new structure, all agreements for events taking place after September 2026 will be issued under inD Events FZE. Existing contracts issued under previous entities such as Kaoun International FZE or DWTC will be novated seamlessly, with no changes to commercial terms, points of contact, or delivery processes. The joint venture combines DWTC’s regional presence and longstanding infrastructure with Informa’s global event management experience, reflecting the broader trend of consolidation in the B2B exhibition sector. The restructuring is intended to simplify supplier and exhibitor engagement while enabling growth in international participation and sponsorship opportunities. Clients and suppliers are advised to update onboarding details to include inD Events FZE in their procurement systems ahead of future contracts.