WRAP has confirmed the first 53 organisations to sign the UK Packaging Pact, a new ten-year voluntary agreement set to launch in April 2026 and replace the UK Plastics Pact. The new pact expands the focus from plastics to all commonly used packaging materials. It will involve companies across food and drink, beauty, pet care and household goods, as well as retailers, recyclers and industry bodies. Founding signatories include ASDA, Arla, Haleon, Lidl, Yeo Valley, GoUnpackaged, PackUK, Biffa, SUEZ Recycling Recovery UK and Veolia. The programme aims to redesign packaging to reduce waste and emissions, increase reuse and fully integrate packaging into a circular economy. It will support businesses as major reforms – including packaging extended producer responsibility (EPR), Simpler Recycling and deposit return schemes – roll out. WRAP said the pact will focus on four goals: optimising packaging, scaling reuse and refill, supporting investment in circular infrastructure, and harmonising data to improve traceability. WRAP CEO Catherine David, said: “Collaboration works and it’s delivering real change. Unrecyclable black plastic is gone, recycling is rising and unnecessary packaging is disappearing. But the scale of the challenge demands more. Plastic pollution remains a global crisis, and with the failure to secure a global treaty, the need for bold, systemic action has never been greater." "We must accelerate the step change to circular living, driving reuse, tackling plastic film and enabling the impact of upcoming recycling reforms. This is collective action at its most ambitious and essential, and WRAP is proud to lead the charge toward a truly circular future.” Circular economy minister Mary Creagh added: “Government and businesses must ensure packaging is used time and time again. Our new extended producer responsibility scheme will turbocharge this shift to more sustainable packaging. I pay tribute to the 53 world-leading companies who have signed up to the UK Packaging Pact and pledged to go further and faster in delivering greener packaging.” The UK Packaging Pact builds on the UK Plastics Pact, launched in 2018, which is now nearing completion. A progress report published today shows: 99.9% of problematic plastics eliminated 80% of polystyrene and PVC removed 726 million problematic items removed ahead of bans 36,000 tonnes of hard-to-recycle packaging phased out 70% of plastic food packaging now reusable, recyclable or compostable Plastic recycling up to 53% Recycled content increased from 8.5% to 28% WRAP is continuing discussions with major brands, retailers and manufacturers across sectors ahead of the pact’s full launch next year.

The Autumn Budget, announced yesterday (26 November), reflects the continuing challenges for businesses across the UK, including the food and drink sector. While food price inflation has eased, the headline rate of 4.9% remains high, disproportionately affecting lower-income households and sustaining pressure on retailers and suppliers alike. The government aims to tackle ongoing cost pressures and supply chain disruption with a set programme to improve trade flow, ease regulatory burdens and support long-term industry growth. Trade measures to ease costs One of the most tangible interventions is the government’s work to improve UK-EU agri-food trade. A new agreement is expected to streamline exports and imports with the UK’s largest trading partner, cutting red tape and saving money on shipments of fresh food. This has been welcomed by producers and retailers who continue to face increased paperwork post-Brexit. The introduction of a Food Inflation Gateway also signals a more coordinated approach to future regulation. This aims to give food businesses better visibility and help contain inflationary pressures. Exporters in Scotland, Wales and Northern Ireland in particular stand to benefit from both a forthcoming UK-EU SPS Agreement, which reduces export costs for products like Scottish Angus beef and Welsh Lamb, and the UK-India Free Trade Agreement, which is forecast to boost annual economies by £190 million in Scotland, £80 million in Wales and £50 million in Northern Ireland, supporting growth across a range of food and drink categories. Regulatory reform Among the measures announced is an upcoming refresh of the UK’s food regulatory framework. The chancellor announced that the Food Standards Agency (FSA) has been tasked with creating a national framework to streamline food standards and hygiene regulation for large compliant supermarket groups. Centralised data and consistent enforcement are expected to reduce administrative burdens and modernise the regulatory process. However, the benefits skew heavily toward major retailers rather than the full supply chain, meaning that for many, regulatory complexity remains unchanged. Passing regulatory authority to the FSA may see the programme expand in the future. One significant development is the extension of the Soft Drinks Industry Levy to include high-sugar milk-based drinks , like milkshakes and RTD coffees, with the threshold for the levy also being lowered from 5g to 4.5g per 100ml. Manufacturers will be given until 1 January 2028 to reduce sugar in their drinks. This has drawn mixed responses from the food industry – while the Food and Drink Federation welcomed the changes, saying they “go some way to protecting the investment companies are making to help people follow healthier diets,” others warned of the cost impact and operational disruption of reformulation. Naomi Ikeda, senior manager, and Delphine Malarde, manager at consultancy Ayming UK, said that while ”the ambition is the right one,” the reality is ”far more complex than swapping sugar for a like-for-like alternative”. ”When the original levy landed in 2016, manufacturers poured huge effort into R&D to cut sugar without compromising taste, texture or shelf-life. And it quickly became clear: sugar isn’t just a sweetener – it’s a structural ingredient. Remove it, and you disrupt everything from viscosity to fermentation,” they noted. ”Layer onto that the growing scrutiny of sweeteners and you get to the heart of the issue: are we driving genuinely healthier outcomes, or simply shifting the problem elsewhere?” While they emphasised that reformulating and sourcing functional alternatives are not small adjustments and will require significant investment, they stated that with ”the right support,” the F&B industry can use the changes in legislation to drive healthier innovation. ”R&D tax relief is a critical tool here. Much of the work needed, from ingredient trials to process optimisation, is likely to qualify, helping companies offset the financial burden of reformulation.” Tariff suspensions extended Tariff-free imports will continue until 31 December 2026, maintaining relief on products such as aluminum frames used in the manufacturing of food and beverages, and key ingredients used by UK food producers. Reviews of Autonomous Tariff Quotes (ATQs) will see current fish and seafood ATQs maintained, while the raw cane sugar ATQ review is ongoing and could see an increase for 2026. Russell Eley, managing director at Tom Walker & Sons, which specialises in chilled food distribution, warned that the measures fail to address the reality of rising operational costs. He said: “The Budget offers limited reassurance for those of us operating in chilled distribution. Rising wage costs, frozen tax thresholds and persistent inflation continue to increase pressure across the cold chain… With no targeted measures on fuel, business energy or supply-chain resilience, the practical challenges facing chilled logistics remain unchanged.” Eley continued that for premium chilled goods – such as imported cheeses – the combination of rising costs and ongoing consumer caution means tighter margins and tougher negotiations throughout 2026. Consumers likely to continue to be cautious James Walton, chief economist at IGD, voiced his concerns about rising cost pressures for consumers, who have already exhibited caution in the face of inflation. “This has been a tough Budget for shoppers… IGD expects food inflation to persist into 2027, with government policy contributing about a third of this pressure,” he said. ”Food will remain relatively more expensive, and shoppers will stay extremely cautious.” Walton continued that the F&B sector faces several years of weak volume growth and tight profits. However, he highlighted that there are areas of opportunity, particularly in horticulture and poultry, where targeted policy changes could unlock £5 billion of investment and create up to 60,000 jobs. While the Autumn Budget does introduce measures that may ease trade friction, streamline regulation for large retailers and support key export markets, it stops short of delivering broad-based relief for the entire food and drink ecosystem. Cold-chain operators, manufacturers heavily exposed to energy costs and labour-intensive producers may find little immediate benefit. With food inflation expected to remain stubborn, consumer confidence fragile, and operational costs elevated, the coming years will demand resilience, innovation and efficiency improvements across the industry. Many businesses will welcome the steps taken, but will be watching closely for future policy interventions that address the full complexity of the UK’s food system.

Mondelēz International has announced a PLN 620 million (approx. $169 million) investment in its long-standing biscuit manufacturing site in Płońsk, marking one of the company’s largest capital projects in Poland in recent years. The upgrade will expand production capacity by 30%, add 180 new jobs, and solidify the Płońsk facility’s role as a central hub in the snack giant’s European supply network. The Płońsk plant, operational since 1976 and home to the iconic Delicje Szampańskie, currently produces a wide range of baked snacks, including Milka cookies and Lubisie (Barni). It employs around 700 workers and is already considered one of Mondelez’s strategic biscuit factories in Europe. As part of the new investment, Mondelēz will add a new production line for Lubisie/Barni and a second line for Milka biscuits. The project also includes the construction of a raw-materials warehouse and upgrades to site infrastructure aimed at improving operational efficiency and employee working conditions. Completion is scheduled for 2026. “This investment reflects our ambition to strengthen our leadership in the snack market and reinforces Poland’s strategic role within the Mondelēz supply chain,” said Adam Kamiński, director of biscuit plants in Poland. “We believe the expansion will support long-term growth for both our company and the Płońsk community.” Mondelēz operates seven manufacturing sites in Poland, along with a major R&D Centre in Bielany Wrocławskie, which houses its own pilot production line. The Płońsk project forms part of a broader long-term investment strategy aimed at accelerating growth and boosting the company’s production footprint in Central and Eastern Europe. Once completed, Płońsk will become Mondelēz's largest facility in Poland and one of its most significant production centres in the CEE region. A significant component of the modernisation involves introducing environmentally responsible solutions. The company plans to automate production lines and replace plastic trays with paper-based alternatives for selected biscuit varieties, including Milka, Pieguski and Granola. The Płońsk facility also focuses on reducing CO₂ emissions, improving water and energy efficiency, and cutting waste. A share of its raw materials comes from Polish farmers participating in the Harmony programme, which promotes sustainable wheat cultivation.

Candy Can, the beverage brand known for transforming nostalgic sweets into fizzy, flavour-forward drinks, has unveiled two new sparkling flavours in partnership with iconic sour candy maker Toxic Waste. The launch introduces Toxic Waste Sour Apple and Toxic Waste Blue Razz to the Canadian market, marking the first-ever collaboration between the two brands. The partnership brings Toxic Waste’s signature tongue-twisting sour profile into beverage form, aligning with Candy Can’s mission to infuse fun, playfulness, and childhood nostalgia into every can. The new offerings deliver a balance of bold sour punch and refreshing sweetness designed to appeal to fans of adventurous flavours. The new green Toxic Waste Sour Apple can replaces Candy Can’s previous Sour Apple SKU, bringing an updated and intensified recipe that heightens the tart apple experience. Blue Razz, a vibrant blue raspberry flavour, enters the lineup as a completely new addition, expanding Candy Can’s growing selection of candy-inspired carbonated drinks. “This collaboration with Toxic Waste lets us tap into the thrill of sour candy culture while staying true to what Candy Can stands for: bold, nostalgic fun,” said Sander de Jonge, founder of Candy Can. “The Toxic Waste flavours bring a whole new edge to our lineup and are designed for fans who love a flavour adventure.” Candy Can says the partnership reflects a natural alignment between two brands that prioritise creative flavour innovation and memorable taste experiences. The new Toxic Waste Sour Apple and Blue Razz sparkling beverages are available now across Canada at major retailers, including Giant Tiger, Dollar Tree, Red Apple, Couche Tard and Circle K Atlantic. Both flavours will remain part of Candy Can’s permanent assortment.

Dina Foods has invested £1 million in manufacturing improvements over the past three years to support growing demand for its bakery, confectionery and savoury products. The company’s latest project was a full upgrade of its pitta bread line in August, which is now in operation. The line is one of five at the family-owned bakery in London, producing a range of sizes and varieties across Dina Foods’ bread portfolio. Managing director Suheil Haddad said continued investment is aimed at reducing production costs and improving efficiency, consistency and quality, while lowering the business’s carbon footprint. The pitta line improvements are designed to increase production speed and cut waste. The work follows last year’s overhaul of the line producing the company’s Paninette-branded Khobez flatbreads. That upgrade included the addition of a fully automatic stacker. The automated line, which became operational in August 2024, has almost doubled capacity, increasing output from 5,000 to 9,000 pieces per hour and reducing labour costs. Dina Foods says bread quality, energy efficiency, downtime and waste levels have also improved. The Park Royal-based business has also invested in an onsite nitrogen generator and new pipework to supply gas to its packing machines. Replacing CO₂ cylinder banks has lowered gas flushing costs by 50% and extended product shelf life. Additional upgrades include depth meter sensors on flour silos to track capacity and consumption. The automated system shares data with the company and its flour supplier, helping to reduce transport costs and prevent supply interruptions. Dina Foods says further investment will support its ability to supply customers in the UK and international markets with consistent, high-standard products.

It’s easy to get caught up in the news and activities of the industry’s global giants, but what about the smaller firms pushing boundaries with bold ideas? In this instalment of Start-up of the Month – which celebrates lesser-known companies and their innovations – we speak to Daryl Pek, co-founder of Mottainai Food Tech, parent company of Jiro Meat, about the company's recent expansion and its mission to valorise food waste. Congratulations on the recent opening of your facility in Singapore. Could you tell us how the opportunity came about and what you plan to do at the site? After winning the DBS x NEA Hungry for Change Challenge, we were awarded funding support to establish a lab and further develop our idea of producing plant-based protein from okara. The initial trials delivered promising results, which gave us the confidence to raise additional funds. This led to us setting up our pilot manufacturing plant and R&D lab and enabled us to advance Jiro Meat to a higher technology readiness level and begin testing its commercial viability. Could you tell us more about Mottainai Food Tech’s aims and how the company came to be? Mottainai Food Tech is a Singapore-based food technology company focused on developing fermentation-driven solutions to create healthier, more affordable and sustainable nutrition. The name ‘Mottainai’ is a Japanese term expressing regret over waste, which reflects our philosophy of creating value from overlooked or underutilised ingredients. The company came about after we began exploring how nutrient-rich side streams like okara – the insoluble pulp of soybeans that remains after they are filtered to make soy milk and tofu – could be upcycled into high-value food products. Our early work in this area showed strong potential, and this gave us the confidence to scale those ideas into real solutions. Our first product, Jiro Meat, grew out of this journey, demonstrating how fermentation and food science can transform by-products into clean-label, high-fibre protein that supports both taste and health. What inspired the idea to upcycle okara, and why is it so important to reduce food waste by upcycling byproducts? The inspiration to upcycle okara came from recognising both its scale as a waste stream and its untapped nutritional value. In Singapore alone, more than 10,000 tonnes of okara are generated each year, and globally, the number reaches over 14 million tonnes. Because okara is highly perishable due to its moisture content, most producers discard it at a cost or divert it to low-value uses like animal feed, even though it is rich in fibre and protein. Very few companies have been able to effectively transform okara into palatable, high-value food, and those that do typically incorporate only very low percentages of okara in their products. By valorising okara through fermentation, we are able to achieve two goals at once: reducing food waste and carbon emissions, while creating healthier and more affordable nutrition. Beyond reducing emissions from incinerating or landfilling okara, this approach also helps alleviate the environmental burden from conventional livestock production, which contributes 14.5% of global greenhouse gas emissions and places immense pressure on land and water resources. By upcycling nutrient-rich by-products into functional foods, we can build a more sustainable food system that is less reliant on livestock while making better use of existing resources. What challenges do you anticipate when scaling up this kind of production method? Scaling up from lab to pilot production has been challenging due to the larger scale and increased manpower requirements. Automation, customising equipment and fine-tuning fermentation parameters to suit our specific processes will be essential to scaling up our technology. This has been a costly and time-consuming journey, but it is essential to ensure the consistent quality and scalability of Jiro Meat. We envision that similar challenges will be encountered by the team as we scale up further. Can you tell us a bit more about how your flagship Jiro Meat product came about and walk us through the process of creating it? Jiro Meat is created by upcycling okara into a nutritious, versatile protein. The process begins with collecting okara from food manufacturers, adding a proprietary blend and incubating the mixture for a few days to allow fermentation to occur, before packing and freezing it for use in various applications. While the process may appear simple at first glance, it is elegantly simple and achieving this required significant time and effort as we finetuned our fermentation parameters and identified the optimal mix of ingredients. Do you have plans to release Jiro Meat to a wider audience or offer other similar products using the same process? With the launch of our pilot facility, we have begun meaningful business development and are seeing strong interest. Fermentation is a delicate process that can behave differently depending on the substrates used, so careful optimisation is required. We have prototypes in the pipeline that we plan to launch when they are ready. This involves using both side-streams and other ingredients, along with our proprietary blend of cultures, to develop new products and ingredients through fermentation. What key challenges have there been to securing retail slots for a product like Jiro Meat? How does the regulatory landscape look for novel foods like this? Our current focus is on B2B channels, as we believe this approach will help drive adoption in an already competitive and saturated industry. The key challenges are similar to those faced by other plant-based companies, including initial scepticism around product cost and perceptions related to ingredient complexity. These are challenges that we believe Jiro Meat and our production approach can address. In terms of regulation, it is a collaborative landscape. We work closely with regulators to demonstrate that our processes are robust, our products are safe, and everything we create is fit for human consumption. This ensures both compliance and confidence in introducing novel food products like Jiro Meat to the market. How do Mottainai’s solutions compare to other food waste processes, and what challenges have you faced in developing this solution? Many existing food waste processes either convert only a small portion of the waste into products suitable for human consumption or they treat it and produce lower-value outputs such as animal feed. In contrast, Mottainai Food Tech’s fermentation platform enables us to valorise a much higher proportion of food manufacturing side-streams directly into nutritious, functional foods for people. This means we are creating higher-value, healthier products while maximising the resource efficiency of the input materials. One of the key challenges we have faced is that this approach represents a novel application of fermentation science. Turning side-streams into high-quality food ingredients requires significant R&D and process optimisation, and we have invested a great deal of time and effort to scale our technology to where it is today. While this has been complex, it has also allowed us to build a strong technological foundation and unique expertise that set us apart in the field. For other start-ups in this industry, especially those focused on reducing waste and promoting sustainability, what advice would you offer in regards to securing patents and funding? One strategy worth considering is to carefully weigh the benefits of patents versus trade secrets. Patents can provide strong protection, but the application process is time-consuming, costly, and can expose sensitive information if unsuccessful. For some key processes, keeping them as trade secrets can be a more efficient way to safeguard competitive advantage while avoiding unnecessary disclosure. Equally important is ensuring there is a clear market fit. Too often, start-ups in sustainability and food tech focus heavily on R&D and product development but neglect early validation with customers and partners. Demonstrating commercial viability early on not only sharpens the value proposition but also makes fundraising conversations more compelling. Finally, assembling a well-rounded team is crucial. Having someone with financial expertise (whether as a co-founder, advisor, or early hire) can help navigate funding strategies, manage costs, and plan for sustainable growth and scaling. Looking ahead, what are your long-term goals at the facility, and where do you see Mottainai Food Tech in five years? In five years, we hope to expand our production capacity with a larger plant so that Jiro Meat and our other innovations can reach a much wider audience. At the same time, we envision our current facility continuing to serve as a hub for R&D, where ideas can be tested and piloted before scaling.

Keurig has launched its first branded coffee line, Keurig Coffee Collective, marking the company’s move into the premium coffee market. The launch expands Keurig’s role beyond brewing systems into producing its own coffee, a move the company says responds to growing consumer demand for higher-quality single-serve options. The range has been developed by Keurig’s in-house coffee team and is positioned as the most premium coffee the brand has offered for its brewers. Keurig Coffee Collective features five roasts. The initial blends include a medium-dark roast, a dark roast, a medium roast, a light roast and a caramel spice option, each developed by a different member of Keurig’s coffee team with backgrounds in roasting, sourcing, sensory science and sustainability. Each roast the company’s new Refined Grind technique, which increases the density of coffee grounds to fit 30% more coffee into each K-Cup pod. Keurig says the beans are selected and roasted by its internal experts, with pod design tailored to reinforce the line’s premium positioning. Becky Opdyke, senior vice president of coffee marketing at Keurig Dr Pepper, said: "Today is a big step in Keurig’s brand history as we debut our first-ever line of coffee made by our own in-house experts. Millions of loyal Keurig fans already know and love us, so introducing a Keurig-branded coffee line is a natural evolution that our fans can expect us to deliver with excellence." "The Keurig Coffee Collective is a product we know will meet consumer demand for delicious, premium quality coffee while reinforcing our leadership in the space.” The line is available via the brand's website and will roll out to national retailers in early 2026.

Genius Gourmet, an innovator in better-for-you snacks has debuted its latest product line: Protein Puffs, launching in Buffalo and Cheddar Cheese flavours. Founded by Lance Rankin, former co-founder of Premier Protein, Genius Gourmet aims to produce high-quality, great-tasting functional snacks in the protein category. The new Genius Gourmet Protein Puffs were designed for families, athletes, and flavour-driven snackers who want better options than what the category has historically offered. Each serving provides 15 g of protein and are made using a gluten-free & GMO-free formula. Whether tossed into a lunchbox, stashed in a gym bag, or kept in the office drawer, Protein Puffs give consumers a smarter, more enjoyable way to snack. “Our Protein Puffs hit that perfect intersection of taste and performance. Healthy snacks shouldn’t taste like a compromise and these don’t,” said VP of marketing, Josh Christensen. Protein Puffs are available in stores and online now.

Swiss dairy giant Emmi Group has strengthened its foothold in the premium dessert segment with its acquisition of The English Cheesecake Company. Founded in 2000 as a family business, The English Cheesecake Company focuses on artisanal quality and modern flavour profiles rooted in classic British recipes. The company generated approximately £23 million in sales in its most recent financial year, and today supplies major UK retailers and foodservice operators with a range that spans classic, vegan and frozen cheesecakes, as well as portable snack formats. The brand's retail-focused footprint offers a strategic complement to Emmi’s existing UK desserts presence through the Mademoiselle Desserts Group, which has more of a presence in foodservice. “The bolt-on acquisition increases our presence in the fast-growing premium cheesecakes segment and contributes to the global indulgence megatrend,” said Didier Boudy, EVP at Emmi Desserts. “This represents a further step towards advancing our strong market position in the global premium desserts market and creating synergies within our portfolio.” With consumer appetite for indulgent, restaurant-quality desserts continuing to rise worldwide, Emmi’s latest acquisition positions the group to capitalise on a category with strong long-term growth potential. The financial details of the acquisition were not disclosed.

Wildfarmed, a food and farming business focused on regenerative agriculture, has expanded its UK retail range with the launch of Regenerative Crumpets. The crumpets, available in packs of four, are made with Wildfarmed’s 100% regeneratively farmed flour. They offer a premium take on the British classic, described by the brand as ‘soft and extra fluffy, flavourful and indulgent’. All of Wildfarmed’s products are made using wheat that is grown regeneratively, with a focus on nature recovery. The company’s community of farmers grow wheat, oats and barley using practices designed to achieve positive outcomes for farmers, fields and consumers. The environmental benefits of these methods include improved soil health, increased biodiversity, minimised water pollution and reduced carbon. This results in high-quality food with a fully traceable impact, Wildfarmed said, while also changing the economic model for farmers. Crumpets have seen a boost in popularity this year, the brand noted, thanks to social media trends and gourmet variations of the nostalgic treat appearing on high-end restaurant menus. Edd Lees, co-founder of Wildfarmed, said: “The future of British food is being reshaped by those who are committed to modernise, innovate and elevate. We are proud to be part of the community of young British food brands that are having such a significant impact on our supermarket shelves.” He added: “Our new range of crumpets represents our continued movement towards bringing premium products made with fully traceable flour from UK regenerative farms as the category norm in the bakery aisle”. This year has seen a wave of retail product and partnership announcements from Wildfarmed, including its most recent partnership with plant-based beverage brand Minor Figures to launch a barista-standard oat milk made with Wildfarmed’s regeneratively grown oats. Wildfarmed also partnered with natural snack bar brand Tribe this summer , to launch a new line of regenerative oat flapjack bars. Wildfarmed Regenerative Crumpets are available in Waitrose stores and online at Ocado.

Keurig Dr Pepper has announced the appointment of Anthony DiSilvestro as its new chief financial officer, effective immediately. DiSilvestro succeeds former CFO Sudhanshu Priyadarshi, who will serve as a strategic advisor for the company until 7 April 2026. Priyadarshi has been with the company since 2022. In his new role, DiSilvestro will report to CEO Tim Cofer and lead the company’s finance and technology businesses. He brings more than 40 years of industry experience, including a track record of strategic leadership, cost structure optimisation and large-scale transactions. Most recently, DiSilvestro served as CFO at toy manufacturing giant Mattel. Prior to this, he worked at Campell Soup Company for nearly 24 years, rising through a series of financial leadership roles and serving as CFO from 2014–2019. During this time, he led a transformation of the company’s cost structure and oversaw major transactions, including multiple acquisitions and divestitures. Keurig Dr Pepper’s CEO Cofer commented: “As a seasoned and forward-thinking CFO with deep expertise across food and beverage and consumer goods, Anthony is a natural fit for KDP”. “He will play a crucial role in sustaining our company’s strong base business momentum, while drawing on his significant M&A experience to facilitate the successful integration of JDE Peet’s and ultimate creation of two winning companies. Anthony will be a valuable partner in launching our next chapter.” Cofer also thanked Priyadarshi for being “an integral part of KDP’s strategic evolution, accretive international contribution and strong financial performance”. Commenting on his new role, DiSilvestro said: “KDP is a world-class company with a compelling growth strategy, iconic brands and a unique opportunity to transform the beverage industry and unlock shareholder value. I’m excited to work with Tim and the Board, the management team and a strong bench of finance leaders to drive attractive results and help navigate this pivotal period for our company.”

The Magnum Ice Cream Company has announced a £50 million investment to modernise and expand its manufacturing site in Gloucester, the UK’s largest ice cream factory. The upgrade is part of the company’s wider €350–380 million global supply chain transformation programme, which aims to boost productivity, efficiency and long-term capacity across its international network. It will see a full rebuild of the site’s mix plant, the installation of advanced blending technology and the addition of new high-speed production lines dedicated to popular brands such as Twister and Solero. By 2027, the company aims to increase total output at Gloucester by 50% compared to 2023 levels. Home to UK production of Viennetta, Magnum, Twister, Solero and more, the factory already produces more than 600 million ice creams annually. Weekly output includes nearly 3 million Calippos, 2 million Viennettas and 1 million Ben & Jerry’s tubs. Founded in 1959, Gloucester is the second largest ice cream facility in Europe and remains a cornerstone of the UK’s frozen desserts market. The site currently employs more than 500 people, and supports hundreds more through regional suppliers and contractor partnerships. The company will also be upskilling its engineering and operations workforce. The Magnum Ice Cream Company's CEO, Peter ter Kulve, said: "Our investment is a clear signal of our long-term commitment to the UK, and will not only boost productivity and support growth but also ensure the site remains a centre of excellence for innovation, quality and sustainability as we enter our next chapter". Jamie Farrell, the company's head of country UK and Ireland, highlighted the importance of the site ahead of Magnum Ice Cream Company’s transition to a stand-alone business. He said: "The investment in new state-of-the-art lines for family favourites like Twister and Solero, along with sustainability upgrades including a 5% energy efficiency gain and a 20% reduction in food waste, demonstrates our renewed commitment to innovation and responsible growth." The investment aligns with the company’s wider productivity optimisation strategy, which emphasises a digital-first approach. Improvements in capacity, utilisation, service performance and manufacturing cost efficiency sit at the heart of the programme. The Magnum Ice Cream Company, currently part of Unilever, is currently on track to complete its demerger on 6 December 2025.