Raisio has revealed that its current chief executive officer, Pasi Flinkman, is leaving the group to pursue a new role with a different company. Pasi Flinkman Flinkman will continue as CEO until November 2026, or until a new chief executive has been appointed. The company confirmed that its board of directors have immediately initiated the search for a new leader. Flinkman has served as CEO of the Finnish manufacturer and plant-based ingredient supplier since 15 June 2024. Prior to joining Raisio, he held leadership roles at other food companies including Orkla and CSM Ingredients. “I would like to thank all Raisio employees as well as our customers for their cooperation and trust,” Flinkman said. “Together, we have strengthened the company’s financial performance, advanced the implementation of the strategy and built a more competitive foundation for the future. I wish Raisio continued success also in the future.” Arto Tiitinen, chairman of the board of directors at Raisio, commented: “I would like to thank Pasi Flinkman for his excellent work at Raisio. Flinkman has renewed Raisio’s operations and improved the company’s profitability in a commendable manner. Based on these achievements, Raisio has strong foundations to continue the determined execution of its strategy.” Raisio, headquartered in Finland and with additional offices in the UK, Ireland, Poland and Ukraine, employs around 350 people. Its manufacturing sites in Finland produce products for its portfolio of brands including Elovena and Benecol. The company also processes raw materials for other industrial operators. Last year, the company sold off its plant protein business – including the Härkis and Beanit fava bean brands – to fellow food industry player Valio for €7 million. Its ingredients division is now centred around its grain-based solution portfolio, with gluten-free oats a core focus. Raisio’s growth strategy, implemented last year under Flinkman’s leadership with an aim of supporting growth and improving profitability, will continue through 2027. Part of the strategy includes a restructuring of its business operations, split into three areas: breakfast and snacking, heart health, and new business. The company aims to achieve €250 million in net sales in organic growth by the end of 2027.

Austria Juice is introducing a new range of reduced-sugar fruit juice concentrates powered by a proprietary fermentation technology designed to preserve authentic fruit flavour while lowering sugar and calories by at least 30%. The company unveiled the innovation ahead of PLMA Amsterdam 2026, positioning the launch as a timely response to the European Union’s updated Breakfast Directives, which formally establish “reduced-sugar fruit juice” as a new category beginning June 2026. The technology uses a patent-pending yeast fermentation process that converts naturally occurring sugars while avoiding off-notes often associated with alternative sugar-reduction methods. According to the company, the process fully removes processing aids and maintains the sensory characteristics of the original juice, enabling beverage brands to market products as “reduced-sugar fruit juice from concentrate” without the need for artificial sweeteners. Kai Oliver Antonius, vice president at Austria Juice, said: “Consumers increasingly want the benefits of 100% juice but with less sugar and fewer calories. At the same time, brands are under pressure to keep ingredient labels clean and comply with evolving regulations.” The first commercialised products include reduced-sugar apple, orange and multifruit juice concentrates. Austria Juice says the solutions are market-ready for both private-label and branded beverage manufacturers seeking plug-and-play reformulation options. The launch comes amid growing industry focus on sugar reduction across the beverage sector. Research cited by the company from the International Food Information Council found that 66% of consumers are actively trying to reduce sugar intake, while Innova Market Insights identified high natural sugar content as a continuing challenge for juice brands. Unlike dilution or sweetener-based reformulation approaches, Austria Juice’s fermentation system aims to maintain “fruit-forward” flavour using the company’s FTNF (From the Named Fruit) expertise. The company says the process also avoids alcoholic or fermented aromas that can emerge during conventional fermentation. Founded in 1936 and part of the Agrana Group, Austria Juice supplies juice concentrates, flavours and beverage ingredients to food and beverage manufacturers in more than 65 countries.

PepsiCo’s PopCorners brand is expanding its better-for-you snack portfolio with the launch of a new protein range. The new PopCorners Protein line contains 9g of protein per serving and is available in three flavours: Hickory BBQ, Zesty Cheddar and Cinnamon Delight. The products are made with pea protein isolate, rice protein isolate and rice flour, and contain no artificial flavours or colours. According to the company, the snacks contain 140 calories per 1oz serving and retain the brand’s signature popped, never-fried texture. Tina Mahal, senior vice president of marketing at PepsiCo Foods, said the launch reflects growing consumer demand for snacks with functional ingredients. She said: “As more snackers look for protein options that fit seamlessly into their daily routines, PopCorners Protein is a convenient snack offering a good source of protein, with nine grams of protein per one ounce serving, that can be enjoyed with the great taste of PopCorners.” The launch comes as protein continues to gain traction across the snacking category. PepsiCo cited internal research showing that 73% of Americans intentionally consume protein daily, while more than half seek to increase protein intake through snacks. PopCorners Protein will launch in 5oz bags and four-count multipacks. The range will begin rolling out in select US retailers at the end of May, ahead of a nationwide launch in July.

Global natural ingredients supplier BGG Group has appointed Bharadhwaj “Bharat” Ramamoorthy as CEO of BGG Europe and head of the company’s international division. Bharadhwaj “Bharat” Ramamoorthy Ramamoorthy succeeds Jürgen Nelis, who will transition into the role of chairman of the BGG Europe board following the leadership handover. Founded in China in 1995, BGG has established itself as a leading supplier of natural astaxanthin and science-backed ingredients serving the supplements, pharmaceuticals, cosmetics, personal care and food and beverage sectors. The company has been expanding its international footprint as demand grows for functional and plant-based ingredients across global markets. Ramamoorthy, who has been associated with BGG since 2023 and became a company director in 2025, will now oversee operations outside China and Japan. His appointment comes as the company accelerates worldwide growth initiatives and strengthens its international commercial operations. Ramamoorthy said: “I’m delighted to have the opportunity to steer BGG into an exciting new era. I am deeply aligned with BGG’s values and ambitions, and I now look forward to accelerating our expansion across the globe.” He brings extensive experience in leadership, finance, strategy and mergers and acquisitions, having previously held senior roles at Givaudan and serving as a director with the Keva Group in Europe. Nelis has played a key role in BGG’s international development, including leading the launch of the company’s European headquarters in Switzerland in 2024 and expanding operations across Europe and the US to support a growing customer base. As Chairman of BGG Europe, Nelis will work alongside Ramamoorthy during the transition period before focusing on new strategic projects aimed at supporting further international expansion. Commenting on the appointments, Chunhua Li, founder and principal shareholder of BGG, said: “Through his leadership, commitment, and strategic guidance, he has played an important role in strengthening the organisation and supporting its continued success. We also congratulate Bharat on assuming these responsibilities and wish him every success in his expanded leadership role.” BGG’s ingredient portfolio includes AstaZine astaxanthin, TheraPrimE tocotrienols, ThinOgen fucoxanthin, ApplePhenon apple extract, Vitosa next-generation stevia, and liquorice extracts used in food, beverage, cosmetics and personal care applications. The company specialises in microalgae cultivation, enzymatic extraction and botanical ingredients, with a focus on health and longevity solutions. BGG says its vertically integrated operations support scalable production, traceability and quality assurance across its global supply chain.

At Vitafoods Europe 2026, FoodBev Media's Melissa Bradshaw caught up with Chris Whiting, European nutrition category manager at Synergy Flavours, to discuss the trends shaping the future of functional nutrition. From GLP-1 companion products and high-protein innovation to taste modulation and multifunctional formulations, Whiting shares how Synergy is helping brands tackle some of the category’s biggest challenges, including improving flavour, masking bitterness and creating more consumer-friendly nutrition solutions. Watch the full interview to hear more about the evolving functional nutrition landscape, from changing consumer preferences and emerging ingredient trends to the growing focus on balancing functionality with taste and overall product experience.

Beavertown Brewery is expanding its Cosmic Drop range with the launch of Cosmic Drop Tropical, a new fruit-infused lager designed to capitalise on growing demand for lighter, flavour-forward beer styles. The new variant builds on the success of Cosmic Drop Berry and combines a crisp lager base with juicy tropical fruit notes aimed at casual social occasions and warm weather consumption. Positioned as a fruit-forward twist on traditional lager, Cosmic Drop Tropical has been developed to balance clean lager drinkability with vibrant tropical flavour. Genna Burchel, head of commercial marketing at Beavertown, said: “We’re seeing strong demand for lighter, fruit-led beers, especially in summer. Cosmic Drop Tropical builds on the success of Berry, giving retailers a fresh, tropical take on lager to tap into that trend.” Cosmic Drop Tropical is launching nationwide this summer and will be available through selected retailers and pubs across the UK. Founded in 2011, Beavertown has grown from a small scale operation in London into one of the UK’s best known craft breweries, producing around 90 million pints annually from its brewery in Enfield.

Andreas Schneider Dupe culture - born in beauty aisles and amplified on TikTok - has arrived in beverages, and it is accelerating a structural shift in how retailers approach product development, private label investment and competitive differentiation. Andreas Schneider, co-founder and EVP at FedUp Foods, argues that dupe demand is converging with a deeper generational realignment: shoppers are becoming loyal to retailers, not CPG brands, and that shift is rewriting the rules for the entire beverage aisle. Walk into any grocery store, and you’ll see it happening in real time: the lines between premium brands and private label are blurring, and fast. Private label now accounts for roughly 19-20% of total US CPG dollar sales, according to NielsenIQ, and in some beverage subcategories, it’s growing even faster. At the same time, food-at-home prices remain elevated, up more than 25% cumulatively since 2020, based on US Bureau of Labor Statistics data. Out of necessity, consumers have recalibrated how they define value. And that’s where 'dupe culture' enters the conversation. The loyalty inversion For previous generations, brands ruled grocery. Shoppers were loyal to Coca-Cola, Campbell’s and Nabisco, and retailers competed to stock those brands at the best price. The landscape featured dozens of regional chains, largely interchangeable in assortment, differentiated mainly by location and weekly circulars. That landscape is fundamentally changing. Retail consolidation and the rise of e-commerce have produced a handful of dominant players, with a smaller number of regional grocers and speciality insurgents carving out durable competitive moats through distinctive store experiences. The result is that retailers have become the brands. For Gen Z and Millennial shoppers (now the fastest-growing private label adopter segments), this inversion feels entirely natural. According to McKinsey, 62% of Gen Z consumers would consider alternatives even when they have a favourite brand. They are not disloyal; they are loyal to a different thing. Dupe culture is the consumer expression of this shift: the willingness to try a retailer’s alternative is an extension of trusting the retailer itself. R&D at retail speed The dupe dynamic has fundamentally changed what retailers expect from manufacturing partners. What started on TikTok as a hunt for luxury lookalikes has evolved into something much more meaningful in food and beverage: a willingness to experiment, compare and ultimately switch, if the experience holds up. When a functional beverage goes viral, whether through a celebrity endorsement, a TikTok trend or a Super Bowl ad, the window for a retailer to have a comparable product on shelf is measured in weeks, not quarters. Traditional branded R&D pipelines, stretching twelve to eighteen months from concept to commercialisation, cannot match that cadence. This is where co-manufacturing partnerships become strategic assets. Contract manufacturers with modular formulation platforms and flexible production lines can move a retailer from trend identification to shelf-ready product up to three times faster than a conventional pipeline. Leading manufacturers have expanded their technical toolkit, enabling store brands to match quality claims that once belonged exclusively to premium independents. The retailers gaining the most ground treat private label as an innovation lab: launching limited-time offerings, iterating based on sell-through data and graduating successful SKUs into permanent assortment. Value and values: the dual mandate One of the most striking dynamics of the current market is that cost-conscious shopping and values-driven purchasing are no longer in tension. Younger consumers expect affordability, clean labels, sustainability commitments and transparent sourcing from the same product. A lower price is the entry point; the ethical and functional proposition closes the sale. For retailers, this creates a powerful flywheel. A store brand that delivers genuine functional benefits with transparent ingredients reinforces consumer trust in the retailer, which makes them more receptive to the next private label launch. Legislation is accelerating this cycle in Europe and in the United States. Retailers who treat clean-label reformulation as a brand investment rather than a compliance cost are crafting the strongest moats. Where dupes meet differentiation Here is the paradox at the centre of this trend: dupe culture starts with imitation, but the retailers winning the most are using it as a launchpad for genuine differentiation. The most compelling innovation in beverage aisles today is not retailers copying branded products. It is retailers leveraging demand signals to develop products that branded competitors have not yet brought to market. With point-of-sale data, loyalty programmes and direct customer feedback, retailers have insight into shopper behaviour at a granularity most CPG companies cannot match. Consider multi-benefit formulations, what some in the industry call 'functional stacking.' Consumers want beverages that deliver on multiple fronts: a prebiotic soda that supports energy, a protein coffee with adaptogens, a hydration drink fortified with collagen. Branded players pioneering these combinations get the headlines, but retailers with the right manufacturing partners can move faster, test more aggressively, and scale what works. The new competitive map The beverage aisle is being reshaped by two converging forces. Dupe culture has normalised the idea that a store brand can match or exceed a national brand. And a generational shift in loyalty means retailers (not CPG companies) increasingly own the consumer relationship. Together, these forces are creating a competitive map in which retailers compete through the distinctiveness of their own brands, while CPG brands compete to prove they still deserve shelf space. For B2B professionals across the supply chain, the strategic imperative is clear. The dupe effect is not a passing social media trend. It is one surface expression of a deeper structural realignment in how value, innovation and trust flow through the grocery channel. The companies that build infrastructure to meet this moment – fast formulation, flexible production, transparent sourcing – will shape what comes next.

The UK food industry has responded to alleged government proposals for retailers to cap the prices of essential grocery items such as bread, eggs and milk in return for easing certain regulations. According to reporting by the Financial Times, the government has put pressure on UK supermarkets to voluntarily freeze prices of grocery staples in exchange for incentives such as easing of packaging regulations and delays to healthy food policy changes. This comes as the latest inflation data shows the annual rate of food price rises climbed higher than the overall inflation rate last month, rising above 3%. Treasury minister Dan Tomlinson has denied claims the government is looking at bringing in price caps. Though reportedly suggested as a voluntary measure rather than mandatory legislation, several key figures in the food industry have reacted with strong criticism, including executives at retailers M&S and Ocado. A spokesperson from the Food and Drink Federation said it is “not clear how these proposals would work in practice,” commenting: “Government needs to focus on the root causes of rising food inflation, not the symptom.“ The spokesperson added: “For food and drink manufacturers, we need government to prioritise regulation so it doesn’t all come at once, and ensure it’s going to have the intended outcome. Too much regulation is too complex and too costly to implement, which is taking up businesses' time, resources and focus while they're also grappling with a global energy shock.” Jan Schneiderbanger, Partner at LEK Consulting, said a request to hold prices must be reconciled with a cost base that policy has actively raised. “If retailers comply, the cost has to land somewhere – there is limited room for further margin compression, so freezing prices on certain lines is likely to result in higher prices on the rest of the basket, or in lower payments to suppliers and farmers.” He added that supply chain resilience and cyber security are additional concerns to consider, with these areas funded from the same margin pool that a freeze would compress. “The 2025 cyber attacks on M&S and the Co-op illustrated both the scale of investment now required to operate a modern grocery business safely, and the disruption consumers face when that investment proves inadequate,” Schneiderbanger said. “Compressing margins in the short term reduces the sector's capacity to invest in the resilience that protects consumers over the long-term, including against the kind of supply shocks that current Middle East disruption is already creating.”

Italian-inspired food brand Brami has secured $33 million in Series B funding in a round led by VMG Partners, as the company looks to expand its supply chain capabilities and accelerate growth. The funding round also included participation from existing investors La Molisana, Pentland Ventures, Lerer Hippeau and Gather Ventures. Founded in 2016 by first-generation Italian American Aaron Gatti, Brami has positioned itself as a challenger brand in the better-for-you pasta category by emphasising traditional ingredients and production methods. The company’s pasta products are made using just two ingredients – durum wheat semolina and lupini bean flour, a combination designed to deliver higher protein and fibre while maintaining the taste and texture of traditional Italian pasta. Gatti said: “Our goal is for Americans to reconsider their relationship with Italian cuisine, starting with pasta. Italians eat significantly more pasta than Americans and yet consistently rank among the healthiest populations in the world. The difference is in the quality.” Brami says the new capital will support investments in manufacturing and supply chain infrastructure as demand continues to grow. The investment comes as demand for functional and protein-forward foods continues to reshape centre store grocery categories. Wayne Wu, general partner at VMG Partners, said: “We believe Brami has been able to redefine the category in part because of their high standard for real ingredients and artisan manufacturing integrity. The team is meticulously focused on ingredients, process and quality, which becomes increasingly difficult as brands scale.” A key component of Brami’s production strategy is its partnership with Italian partnership with Italian pasta manufacturer, La Moslina. The company’s growth also reflects broader consumer interest in foods that combine protein with additional nutritional benefits such as fibre.

Nestlé Professional has expanded its out-of-home bakery offering with a new range of branded muffins, developed in partnership with Cherrytree Bakery and now core listed through Sysco/Brakes. The new range features three muffin variants inspired by Nestlé confectionery brands: Aero, Rolo and Munchies, targeting growing consumer demand for familiar branded bakery products within foodservice. According to Nestlé Professional, 63% of consumers in the UK and Ireland are more likely to purchase sweet bakery products featuring a recognised brand, with Nestlé brands generating particularly strong interest. The launch comes as the UK sweet bakery market reaches an estimated value of £2.8 billion, presenting opportunities for operators to drive incremental sales through premium bakery formats. Kate Alexander, head of food & commercial channels at Nestlé Professional UK & Ireland, said: “Branded sweet bakery continues to be a strong driver of growth out-of-home, giving operators a simple way to elevate their offer while meeting clear consumer demand for familiarity and quality.” The muffins are designed to cater to multiple consumption occasions. Alexander continued: “This range has been designed to combine the strength of well-loved Nestlé brands with the convenience and consistency operators need, helping them deliver standout bakery options with minimal effort and maximum impact.” Available through Brakes, the products feature a thaw-and-serve format intended to reduce waste and improve operational flexibility.

The UK’s Competition and Markets Authority (CMA) has provisionally cleared the proposed merger between Associated British Foods’ (ABF) bakery business and Hovis across the whole of the UK, following additional analysis conducted as part of its Phase 2 investigation. ABF, owner of the Kingsmill brand, supplies bread and other bakery products across the UK through its Allied Bakeries division, competing with companies including Hovis and Warburtons. Allied Bakeries and Hovis are also key suppliers of own-label bakery products to major supermarkets. The proposed transaction was first announced in August 2025, when ABF agreed to acquire Hovis Group in a deal expected to reshape the UK bakery sector. In January 2026, the CMA fast-tracked its review of the merger into an in-depth Phase 2 investigation under new powers introduced by the Digital Markets, Competition and Consumers Act 2024. The regulator’s interim findings, published in March this year, provisionally cleared the merger in Great Britain while raising competition concerns in Northern Ireland. At the time, the CMA’s independent inquiry group believed that, had the merger not proceeded, another buyer could have acquired Allied Bakeries’ Northern Ireland operations and continued competing with Hovis in the region. However, following further evidence-gathering and analysis – including a review of Allied Bakeries’ financial performance in Northern Ireland and discussions with potential purchasers – the CMA has revised its provisional position. The regulator now considers it more likely that Allied Bakeries’ Northern Ireland business would have closed if the merger had not gone ahead, as no alternative purchaser would have continued operating the business as a competitor to Hovis. As a result, the inquiry group has provisionally concluded that the transaction would not substantially lessen competition in Northern Ireland, aligning its position with its earlier provisional clearance in Great Britain. The CMA is now provisionally minded to approve the merger across the UK. Stakeholders have until 5pm on 28 May 2026 to submit comments on the supplementary interim report, with a final decision due by 24 June 2026.

Heineken has launched Heineken Ultimate, a new lower-calorie beer variant debuting exclusively in Brazil before a wider rollout. Heineken Ultimate, the new lower-calorie beer variant. The new product contains 97 calories, 30% fewer calories than the standard Heineken offering and features a gluten-free formulation and lower alcohol content. The company said the launch is aimed at consumers seeking moderation and balance while maintaining the brand’s core taste profile. According to Heineken, the launch reflects changing consumer habits in Brazil, with growing demand for products linked to wellness and lifestyle flexibility. Mauricio Giamellaro, managing director of Heineken Brazil, said the product was developed in response to consumers seeking “more balanced relationships with consumption”. He added that Brazil being selected as the first market for the launch highlights the country’s strategic importance to the brand globally. The launch also supports the company’s broader portfolio diversification strategy in Brazil. In recent years, Heineken has expanded its offering with products including Heineken 0.0, Amstel Ultra, Sol, Praya Lager, Baer Mate and Mamba Water. Jules Macken, global innovation director for the Heineken brand, said the product was developed after identifying consumer demand for options that support both social occasions and wellbeing goals. Distribution of Heineken Ultimate will begin in May in São Paulo and Minas Gerais, before expanding to Rio de Janeiro and Espírito Santo in July, followed by a broader rollout across Brazil.