Multi-layered textures, unique inclusions and luxurious, premium flavours are elevating today’s ice cream innovations, transforming them from basic summer snacking staples into immersive, sensory-led eating experiences for all occasions. FoodBev brings you the scoop. Few dairy categories master indulgence quite like ice cream – a category in which creamy, rich mouthfeel and sweet syrupy swirls reign supreme, continuing to tempt consumers over to the frozen treats aisle despite growing health-consciousness. Though interest in lower-fat, lower-calorie frozen dessert options has risen over the years, the ice cream market’s biggest purchase drivers continue to be indulgence, taste and enjoyment. Ice cream is a prime example of the kind of small luxury consumers seek in this so-called ‘treat economy,’ whereby people choose to seek comfort in affordable indulgences amid times of uncertainty. Mintel research found that in the UK, nearly half (49%) of consumers find it easier to justify indulgent treats following the Covid-19 pandemic. Matthieu Rouvillain, ice cream lead at Cargill, said: “Even amid continued pressure on household budgets, consumers seemingly continue to prioritise small indulgences, although often less frequently”. “The emphasis is increasingly on ‘fewer but better’ moments of treat consumption, where consumers expect a premium experience that feels worth the purchase.” Peter Howard, North Europe processing specialist at Tetra Pak, agreed: “In response to uncertain socioeconomic times, consumers are seeking playful, comforting and multi-sensory pleasures that ground them in the present. Low-cost unique products that engage the senses offer consumers a much-needed break from everyday stresses.” Texture as a differentiator Flavour will always be important, but more than ever, texture is playing a significant role in developing ice cream products that stand out. “Consumer expectations around food have evolved beyond taste alone,” noted Cargill’s Rouvillain. “People are increasingly seeking experiences that engage multiple senses…in ice cream, this is translating into a stronger focus on texture as a point of differentiation.” “These formats move beyond traditional ice cream structures to deliver a more dynamic and interactive eating experience.” According to Cargill’s own research, 85% of consumers are seeking multi-sensory experiences, with texture ranking only second to taste among their priorities. “This is reflected in growing demand for layered formats and contrasting textures,” he commented, adding that the use of ingredient solutions such as texturizers, chocolate solutions, inclusions and fillings are enabling the development of multi-textured experiences across every layer of an ice cream product – from the ice cream body itself to coatings, sauces and inclusions like fruit, nuts and confectionery. Mintel’s data reflects this growing interest in variety, with 32% of UK ice cream buyers prompted to try new packaged ice cream products when offered a unique texture. “When it comes to innovation, manufacturers increasingly need to think beyond just flavour to deliver total, multisensorial experiences that combine taste, texture, sound and visual appeal,” said Louise Morley, ice cream marketing director for UK and Ireland at The Magnum Ice Cream Company. The company’s new Volcanix product line, launched under its Wall’s brand, offers an example of this – described by Morley as a “bold new ice cream architecture” designed to fulfil demand for exciting taste experiences. “It blends different layers of complimentary tastes and textures: a crunchy chocolatey biscuit coating, smooth vanilla and chocolate ice cream, a core of rich caramel sauce, and chocolate-coated caramel rocks,” Morley said. Texture brings added novelty to the eating experience and provides added stimulation for consumers seeking out food for enjoyment, most of whom are when buying ice cream products. And as Morley pointed out, even factors like sound play a significant role – research studies have highlighted the psychological effect that all sensory attributes, including sounds, can have on consumer perceptions of flavour, food quality and satisfaction. “Multisensorial experiences have always been central to the Magnum brand and have been a key driver of its enduring popularity…We’ve even done acoustic tests in our factories to ensure that every Magnum product delivers that signature Magnum crack,” she said, referring to the cracking experience delivered by the iconic treat’s hard chocolate shell. Cargill’s Rouvillain noted that innovation is expanding in coatings and inclusions – “particularly with the use of alternatives to traditional ingredients that enable new sensory profiles while supporting evolving sourcing and formulation needs”. Ingredients companies are providing alternatives to chocolate coatings and inclusions, enabling an indulgent and multi-textured sensory experience while adapting to the ongoing volatility in the cocoa supply chain. Cargill has launched NextCoa in the US, in collaboration with cocoa-free chocolate start-up Voyage Foods, suitable for ice cream inclusions alongside other applications. The solution is made from upcycled grape seeds and sunflower kernels, based on Voyage’s patented technology. Elsewhere, CSM Ingredients has recently introduced Nuaré, a carob-based cocoa alternative range suitable for bakery and ice cream applications. In ice cream, it can be used to create smooth, chocolate-like coatings, optimised for viscosity and adhesion with a smooth, glossy finish. The rise of ‘gourmet’ ice cream with unique inclusions also drove the launch of a new ingredient dosing solution from Tetra Pak last year, enabling manufacturers to precisely dose ice cream inclusions consistently across each scoop. It is suitable for a range of inclusions, from large cookie pieces to sticky fruits. Image: MaraZe/Shutterstock.com This year’s launches respond to the growing demand for unique mix-ins and textural diversity – Ben & Jerry’s has recently expanded its Sundaes range in the US, with products that feature layered ice cream with whipped toppings. Inclusions include shortcake cookies, graham crackers and fudge chips, while in the UK, recent launches from the brand include indulgent inclusions such as doughnut-style dough chunks and cinnamon swirls. US-based frozen novelties brand Chipwich has also recently introduced two indulgent textural-led ice cream cookie sandwich innovations, featuring premium nut pieces rolled around the outside. The brand spotted a gap in the market, responding to research from the Dairy Foods Association that found nuts are ranked above sprinkles and chocolate chips among the top five most popular ice cream toppings – yet have remained ‘notably absent’ from ice cream sandwich formats. These launches also tap into nostalgic flavour trends, adding further comfort for consumers. “Flavour-wise, there is a strong interplay between nostalgia and novelty,” said Cargill’s Rouvillain. “Classic profiles like chocolate and vanilla remain dominant, but are being reinterpreted through more modern, layered or globally inspired combinations, often referred to as ‘newstalgic’ experiences.” Taste and premium positioning Sensory-led indulgence is reinforcing the premiumisation trend, with the gourmet ice cream sector projected to grow by $13.96 billion between 2023 and 2028 according to data cited by Tetra Pak. Niina Gerritsen, customer development manager at Valio, commented: “Premiumisation, social media influence and the desire for indulgence and new experiences all play an important role in raising consumer interest…global exposure to artisanal and speciality desserts has raised consumer expectations.” Chef-led, high-end product positioning and rich, complex flavour profiles are on the rise in this category, with premium flavour profiles driving differentiation and creating more meaningful experiences for consumers. Image: New Africa/Shutterstock.com Chef Yotam Ottolenghi’s range of ice creams, launched at Waitrose, tap into this demand with innovative flavours designed to reflect his culinary style. These include Madagascan vanilla and miso salted caramel; roasted pistachio and sour cherry; coffee and cardamom; strawberries and cream with sumac; and Ecuadorian chocolate with toasted malt and sea salt. The Magnum Ice Cream Company has also built on its premium Magnum Signature range this year – Magnum La Pistache features a pistachio-enriched shell with caramelised, salted pistachio pieces and a pistachio paste-based gelato core, while Magnum La Pêche offers a peach-led shell with peach-flavoured sugar pieces and a peach gelato core. Valio’s Gerritsen told FoodBev: “Premium ice cream is often expected to be richer in taste and superior in texture, and expected to create a memorable, happy moment. Artisanal ice cream often gives perception of craftsmanship and quality.” “Consumers justify higher prices when products deliver indulgence and originality, making texture a key value driver alongside flavour.” Cargill’s Rouvillain acknowledged the formulation challenges around delivering a high-quality sensory experience – texture, flavour release, melting behaviour and stability are all interconnected, with small changes in formulation significantly impacting the final product, he said. “Key challenges include maintaining creaminess and mouthfeel while adapting formulations for cost, nutrition or alternative ingredients. For example, reducing sugar or fat affects not only taste but also structure, freezing behaviour and texture,” he said. “In plant-based or hybrid formulations, replicating the functionality of dairy proteins and fats adds further complexity, particularly in achieving the same smooth texture and melting profile.” Tetra Pak’s Howard highlighted the importance of mouthfeel: “Mouthfeel is essential to the delivery of a high-quality ice cream and is underpinned by four key elements: structure, body, eating properties and creaminess,” he explained. “For producers, the challenge is to adjust these parameters to create the optimal mouthfeel for the product and target consumer.” “The different elements of mouthfeel can be created – and adjusted – in different ways but they are all interconnected, meaning that changing one will influence the others.” Ultimately, Rouvillain concluded that the challenge is ensuring that the entire ingredient system works together cohesively. “The most important point is that sensory innovation in ice cream is no longer about isolated elements. It is about how the entire formulation works together to deliver a consistent, high-quality experience,” he said. “Consumers are raising expectations across the board. They want indulgence, but they also expect products to align with their broader preferences around nutrition, transparency and value.” Top image: Wirestock Creators/Shutterstock.com

SlimFast is repositioning itself as a broader functional nutrition brand, with new owner Supreme investing £5 million in the UK business. The investment will support the transformation of the heritage weight management brand into an everyday nutrition proposition targeting consumers seeking products for protein intake, digestive health, hydration, recovery, healthy ageing and weight management. SlimFast will retain its established 3-2-1 weight management plan, including meal replacement powders, ready-to-drink shakes, bars and snacks, while expanding its portfolio with seven new functional nutrition products. The new range, set to launch through major retailers and Amazon from mid-August, includes Protein Plus + Fibre in Raspberry Ripple and Caramel Cookie flavours, Collagen Plus Creatine, Clear Collagen Protein, Creatine Hydration, Daily Boost Fibre and Glucomannan Weight Management Capsules. The products will retail at between £8.99 and £12.99. Supreme acquired SlimFast in October 2025, with the company aiming to leverage the brand's established consumer recognition and retail distribution while applying its expertise in sports nutrition and wellness. The £5m investment will fund an integrated marketing campaign spanning in-store communications, out-of-home advertising, PR, digital and influencer activity, alongside wellbeing education. According to Supreme, the campaign will target a younger, health-focused audience while continuing to engage SlimFast's existing customer base. Dan Clark, head of health & wellness at Supreme, said the business was “evolving SlimFast into a broader health and wellness brand built around functional nutrition that fits modern lifestyles”. “While weight management remains an important part of our heritage, consumers today aren’t simply trying to lose weight,” he said. “They want trusted advice and convenient nutrition that supports protein intake, digestive health, hydration, healthy ageing, muscle maintenance and overall wellbeing.” Clark added that the company sees weight management, healthy nutrition and everyday wellness as interconnected areas of consumer health. The expansion also reflects the growing influence of GLP-1 weight-loss medications on the nutrition market. According to figures cited by Supreme, 6.3% of UK households – equivalent to around 1.9 million households – now include at least one GLP-1 user, up from 2.4% in 2024. A further 3.3 million people in the UK are reportedly considering weight-loss medication. SlimFast said its expanded portfolio has therefore been designed to appeal not only to consumers pursuing traditional weight management, but also those using GLP-1 medications and consumers seeking to improve their everyday nutritional intake. Supreme has also recently invested in a new wellness manufacturing facility in Manchester. The company said the site will provide greater flexibility to develop, manufacture and launch products in response to emerging health and wellness trends. The investment strengthens Supreme's position in the functional nutrition market, with the company also owning sports nutrition brand Sci-Mx, which produces creatine and soy protein products under the V-Gain brand.

International Delight has expanded its autumn portfolio with the launch of a limited-edition Apple Butter Coffee Cake Creamer. The new product combines sweet apple butter flavours with notes of freshly baked coffee cake. Alongside the launch, the Danone-owned brand is bringing back its seasonal pumpkin spice range. Returning products include Pumpkin Pie Spice Creamer in traditional and zero-sugar varieties, Pumpkin Pie Spice Cold Foam Creamer and ready-to-drink Pumpkin Pie Spice Iced Coffee. Julia Adams, vice president of International Delight Coffee Creamers at Danone USA, said: "For so many people, the flavours of fall aren't just something you taste, they're something you look forward to all year". "From the warm aroma of pumpkin spice to the cozy comfort of apple butter and coffee cake, these flavors have a way of instantly setting the mood for the season. We're excited to bring back our fan-favorite Pumpkin Pie Spice while giving coffee lovers a delicious new way to savour fall with Apple Butter Coffee Cake Creamer." International Delight’s autumn products are rolling out at major retailers across the US for a limited time.

Premier Protein has entered the sparkling soft drinks category with a new protein-fortified soda designed to offer consumers an alternative to traditional creamy protein shakes. The new Sparkling Protein Soda is a clear, carbonated beverage containing 15g of whey protein isolate per can. It is made with five ingredients and contains 90 calories and 3g of sugar per serving. The beverage is sweetened with cane sugar and stevia extract and contains no artificial colours. Premier Protein has launched the product in four fruit-inspired flavours: Lemon Lime, Grapefruit, Black Cherry and Pineapple Orange, with the latter available exclusively through Walmart. The new range is set to roll out to retailers nationwide in the US from August, including Walmart and Amazon. Chelsie Niehoff, associate director of innovation at Premier Protein, said: “Protein drinks have traditionally been associated with thick, creamy shakes, and while our core business delivers on that important category, we saw an opportunity to be one of the first major brands that creates something entirely different." She added: “With so many protein products on the market, our new Sparkling Protein Soda offers a light, vibrant and genuinely enjoyable-to-sip option, opening up an entirely new way for people to enjoy protein throughout their day, beyond traditional morning and post-workout routines.” Premier Protein said the product was developed in response to demand for more convenient and varied protein formats, positioning the beverage for occasions such as afternoon breaks and on-the-go consumption. The launch follows research from Mintel, cited by the company, which found that 53% of soda drinkers rely on soft drinks for an afternoon pick-me-up. The company is positioning Sparkling Protein Soda around these consumption occasions, combining the sensory characteristics of a carbonated soft drink with the nutritional proposition of a protein beverage. The launch highlights the continued blurring of boundaries between the soft drinks and functional nutrition categories, as brands seek to incorporate protein into more mainstream formats. Premier Protein is part of BellRing Brands, whose portfolio also includes sports nutrition brand Dymatize. BellRing said its brands are distributed across more than 90 countries through retail, foodservice, e-commerce, convenience and specialist channels. The new Sparkling Protein Soda will be available across US retailers from August 2026.

UK soft drinks manufacturer Nichols has acquired Irish functional vitamin beverage brand VitHit in a £64 million deal, aligning with its strategy to strengthen its portfolio by investing in differentiated soft drinks brands. The Vimto maker said that VitHit is an ‘excellent fit’ given its strong market position in a ‘structurally attractive’ soft drinks sub-category, asset-light operating model, established profitability and significant growth opportunities. The company said the deal, which encompasses 100% of VitHit’s share capital and its subsidiaries, is expected to be ‘immediately earnings enhancing’. VitHit was founded in Dublin in 2001, offering a range of low-calorie and low-sugar beverages fortified with vitamins and other functional ingredients. Its products contain 100% of the Recommended Daily Allowance of eight essential vitamins, spanning formats including ready-to-drink bottled beverages, sparkling cans and effervescent products. Nichols praised the brand’s leading position in the UK and Ireland, along with a presence across 13 additional markets internationally. Its network in the UK and Ireland spans grocery, convenience, foodservice and specialist retail channels. For the financial year ended 31 December 2025, VitHit generated revenue of €26.5 million. The transaction aims to support Nichols’ growth strategy, strengthen its UK packaged business and provide exposure to attractive growth categories, particularly the health and wellness soft drinks segment. Nichols’ board noted opportunities to accelerate international growth for VitHit by leveraging Nichols’ international operating model. VitHit’s office in Dublin will be retained through the deal. Nichols confirmed that some of VitHit’s management team will ‘step away after a smooth transition,’ while chairman and founder Gary Lavin will step down immediately. Andrew Milne, CEO of Nichols, said: “The brand has built strong market positions in both the UK and Ireland, supported by a differentiated consumer proposition, high levels of customer loyalty and – above all – a great tasting portfolio of functional soft drinks”. “Nichols is ideally placed to accelerate VitHit's development through our commercial capabilities, customer relationships, route-to-market expertise and international infrastructure. A significant opportunity exists to expand distribution across the Group’s existing customer base.” Lavin commented: “Since launching VitHit more than 25 years ago, our ambition has always been to build a distinctive health and wellness drinks brand with broad consumer appeal. We are proud of what the team has achieved and consider Nichols the ideal partner to support the next stage of the brand's development.”

WK Kellogg is accelerating plans to eliminate artificial colours and the preservative BHT (butylated hydroxytoluene) from its entire portfolio of cereals and cereal packaging. The company said production of cereals using the new recipes will begin later this year, with products expected to reach retailers before the end of 2026. The transition will include popular colourful cereal brands such as Kellogg’s Froot Loops and Apple Jacks. As part of the reformulation programme, WK Kellogg will replace artificial colours with colours derived from natural sources, including fruit and vegetable juices and other plant-based ingredients. The company said it has made a significant investment in its manufacturing facilities to enable the use of natural colours at scale, while maintaining the taste and quality of its products. Extensive consumer testing was carried out during the reformulation process, with WK Kellogg saying it had identified natural alternatives capable of maintaining the distinctive colours associated with its cereal brands. Doug VanDeVelde, chief growth officer at WK Kellogg, said: “More and more consumers are looking for foods made with simple, recognisable ingredients and we are proud to meet those expectations, even sooner than planned." The accelerated move follows a series of steps by the company to simplify its cereal portfolio. WK Kellogg has already reformulated foods served in schools to remove artificial colours and stopped launching new products containing artificial colours from January 2026. The company said the reformulation programme forms part of a wider effort to respond to changing consumer expectations around nutrition and ingredients. WK Kellogg recently introduced its SPOONS on-pack nutrition guide, which highlights attributes including simple ingredients, fibre and protein. The company is also working to increase whole grains and fibre across its cereal portfolio, while reducing sugar and sodium and providing vitamins and minerals. Jean-Baptiste Santoul, chief operating officer at WK Kellogg Co, said: “We have always evolved our food and packaging to meet the needs and preferences of our consumers and today’s announcement is just the latest evidence of that long-standing practice.” The reformulation comes as food manufacturers continue to face pressure to simplify ingredient lists and respond to growing consumer interest in recognisable and naturally sourced ingredients. WK Kellogg said the updated recipes are intended to deliver a “simplified” ingredient proposition without compromising on the taste or visual appeal of its cereal brands.

Finnish food group Raisio has appointed Elli Siltala as its new chief executive officer, effective 1 September 2026. Elli Siltala Siltala will succeed Pasi Flinkman, who has served as Raisio’s CEO since June 2024. The company announced in May that Flinkman had decided to leave the business. He will remain in the position until Siltala takes over on 1 September. Siltala will join Raisio from SOK, the central cooperative organisation of Finland’s S Group – which is Finland's largest retail and service cooperative network – where she serves as chief loyalty and media officer and sits on the group executive team. She brings more than 25 years of experience across the international food and retail sectors. Before joining SOK, Siltala held several senior roles at Finnish dairy and food company Valio, spanning business management, sales, marketing and international operations. She was also a member of Valio’s group executive team. Raisio chairman Arto Tiitinen said Siltala’s appointment would support the company’s plans to pursue growth through both acquisitions and the expansion of its existing business. “Elli Siltala brings significant expertise to Raisio,” Tiitinen said. “She has a strong track record in strategic leadership, building profitable growth and developing international business.” He added that her experience across the Finnish food value chain would be valuable as Raisio enters its next stage of development. Commenting on her appointment, Siltala highlighted Raisio’s established brands, financial position and workforce as foundations for further international growth. “Together with our employees, customers and the board of directors, I want to build an even stronger international company focused on wellbeing and healthier food,” she said.

Michael J Skoler The science behind your morning cereal and after-dinner cookie could have more in common with a cigarette than most consumers realise, says Michael J Skoler, chief executive officer of Sokolove Law. In this opinion piece, he explores how formulation expertise migrated from 'Big Tobacco' into the food industry, and why that history is now central to a growing wave of litigation. There is a moment, well-documented in neuroscience, when the brain's reward circuitry is activated by a product specifically engineered to trigger it. For decades, that moment was understood primarily in the context of nicotine. Increasingly, it is being studied in the context of breakfast. Same science, different product The neurological mechanisms that make cigarettes difficult to quit are biological constants, features of the human brain that can be engaged by any stimulus calibrated precisely enough to reach them. What food scientists discovered is that the right ratio of sugar, fat and salt can activate the same dopaminergic pathways that nicotine exploits. This is not a coincidence; it is lineage. When tobacco companies acquired their way into the food industry, they did not merely purchase brands. They transferred institutional knowledge, laboratory infrastructure and a consumer manipulation methodology refined over decades. Understanding that lineage is now essential context for anyone watching the emerging wave of ultra-processed food litigation. Big tobacco buys a seat at the breakfast table The acquisitions are a matter of public record. In 1985, Philip Morris purchased General Foods for $5.8 billion, absorbing Post cereals, Jell-O and Maxwell House. Three years later, it acquired Kraft for $12.9 billion, which became the largest non-oil acquisition in US corporate history at the time. When the Kraft-Nabisco merger followed, Oreo entered the Philip Morris empire. On a parallel track, RJ Reynolds, founder of the R J Reynolds Tobacco Company, acquired Nabisco Brands for $4.9 billion in 1985, placing cigarette executives in operational control of Ritz crackers, Chips Ahoy and dozens of other snack staples. What the historical summary often misses is the nature of the integration. These were not passive holding structures. Tobacco parent companies had built some of the most sophisticated consumer behaviour research operations in the world, focused on a single question: how do you make a product people cannot stop using? When they acquired food divisions, that research infrastructure came with them. A 2026 study in the American Journal of Public Health documented how tobacco-affiliated food divisions applied behavioural science to product development in ways that would have been unusual in the independent food industry of the same era. The formulation science The concept most cited in ultra-processed food engineering is the 'bliss point,' the precise calibration of sugar, fat and salt at which palatability peaks. At that threshold, the product is maximally pleasurable, and the body's satiety signals are suppressed rather than activated. Sandwich cookies like Oreos are engineered to hit this exact sugar-to-fat ratio. Cereals are formulated with glycaemic profiles that produce rapid glucose spikes and accelerated hunger, driving repeat consumption and habitual purchasing. The parallel to nicotine delivery engineering is direct. Both disciplines are going for the same goal: finding the threshold at which a product overrides the body's natural stop signals. In tobacco, that signal is discomfort and nausea. In food, it is satiety. In both cases, the commercial objective is its suppression. The mechanisms are documented across peer-reviewed literature in nutritional biochemistry, neuroscience and behavioural economics. What is newer is their application in a legal context. What internal research may eventually show The defining evidentiary turn in tobacco litigation was a key research document. When internal research materials became available through litigation and congressional inquiry, they showed that companies had internal awareness of addiction mechanisms that their public positions flatly denied. That gap between what they knew and what they said became the foundation for fraud and suppression claims, producing some of the largest civil settlements in American legal history. Food litigation attorneys are operating on an analogous hypothesis that internal R&D records at major processed food companies will show documented awareness of overconsumption dynamics and deliberate formulation strategies designed to exploit them. Areas of anticipated focus include targeting of children and lower-income consumers, and the use of behavioural research to optimise products for habitual use. A May 2026 expert panel report from Healthy Eating Research underscored that current regulatory frameworks have not kept pace with the science, a gap that litigation has historically been called upon to address. The litigation parallel is more than metaphor The attorneys bringing ultra-processed food cases largely come from tobacco, opioid and pharmaceutical litigation, applying proven frameworks to a new product category. The legal theories in play are recognisable from prior mass tort dockets, which include failure to warn, deceptive health and wellness marketing, product design liability and predatory targeting of children. Corporate knowledge is the crux, as it was with tobacco. Courts are still working through foundational questions, such as what causation standard applies when harm is gradual and mediated by consumer choice? A 2025 analysis noted that causation standards applied in early cases, like Martinez v Kraft Heinz, represent just one of several emerging defence approaches – a signal that the litigation has not yet found its settled shape. But the structural conditions that preceded major tobacco verdicts are visibly assembling. Accumulating scientific consensus, a motivated plaintiffs' bar and early discovery producing documents are just some of the key elements of this litigation. What the food and beverage industry should be watching The tobacco precedent is instructive as a timeline warning. The science establishing tobacco's harms preceded legal accountability by decades. The ultra-processed food conversation is accelerating far faster, driven by social media, a scientifically literate public and a post-pandemic focus on metabolic health. For industry stakeholders, the question is not whether scrutiny will deepen, but how quickly regulatory and legal frameworks will catch up to the existing science. Companies proactively engaged with reformulation, transparent labelling and honest marketing will be in a fundamentally different position than those managing the issue defensively. The shared science between cookies, cereals and cigarettes is not a theory. It is a documented institutional history with a traceable evidentiary record and active legal implications that the food and beverage industry can no longer afford to treat as a distant concern.

Lotus Bakeries has announced plans to invest at least €500 million in expanding global production capacity for its flagship Biscoff brand, marking the largest capital investment programme in the company's history. The announcement came as the Belgian snacking group reported strong first-half 2026 results, driven by continued double-digit growth for Biscoff and its Natural Foods portfolio. The five-year investment programme, spanning 2026 to 2030, will fund major capacity expansions at Biscoff manufacturing facilities in Belgium, the US and Thailand. The projects are designed to support rising global demand for the brand while increasing manufacturing flexibility across Europe & the Middle East, the Americas and Asia-Pacific. The programme includes an expansion of the company's Mebane, North Carolina facility, where a new production hall for Biscoff cookies and spread is expected to come online by mid-2028, with additional capacity available in 2029. In Thailand, Lotus Bakeries has already completed the first phase of its new Chonburi production plant and has begun work on a second production hall, with its first new production line scheduled to become operational before the end of 2027. Meanwhile, construction has started on a new production hall at the company's Lembeke site in Belgium following the receipt of all necessary permits. Jan Boone, CEO of Lotus Bakeries, said: "We are committing to the largest Biscoff expansion programme in our company's history, investing at least €500 million across three continents between 2026 and 2030." The announcement accompanies a strong financial performance for the first six months of 2026. Lotus Bakeries reported revenue of €749.1 million, up 14% year-on-year, while underlying operating profit increased 19.4% to €131 million. Net profit rose 23.5% to €98.1 million. Biscoff remained the group's standout performer, with revenue and volume increasing by more than 20% during the period. The brand delivered broad-based growth across international markets, with Europe generating the largest absolute revenue increase. In the US, Biscoff continued to be the fastest-growing brand in both the cookies and spreads categories, with household penetration now exceeding 10%. Lotus Bakeries also highlighted progress in its partnership with Mondelēz, which has expanded the range of Biscoff co-branded chocolate products to include Toblerone, Suchard, Freia and Marabou following earlier launches under Cadbury, Milka and Côte d'Or. The companies are also exploring additional co-branding opportunities involving Biscoff cookies layered with branded chocolate. Beyond Biscoff, the group's Natural Foods division, including brands such as nākd., Trek, Bear and Kiddylicious, continued its strong performance, posting double-digit growth across all brands. In the UK, nākd. and Trek ranked among the top five cereal bar brands, while Bear continued to expand distribution in the US fruit snacking category. Looking ahead, Lotus Bakeries expects to spend more than €250 million in capital expenditure across 2026 and 2027 as it accelerates its expansion plans.

Meat giant JBS has partnered with Danantara Investment Management (DIM), an arm of Indonesia’s sovereign wealth fund, to establish a new joint venture that will manage JBS’ operations in Australia and New Zealand. The long-term partnership includes a $2.5 billion investment from DIM for a 25% stake in the new JV. DIM said the JV is also expected to raise up to $2.5 billion in additional investment financing, bringing the total capital available to $5 billion. Aiming to support the development of Indonesia’s protein ecosystem, the financing will be used to fund acquisitions and greenfield investments across Indonesia, Southeast Asia, Australia and New Zealand. Gilberto Tomazoni, global CEO of JBS, said that the partnership marks a key step in its long-term growth strategy in Southeast Asia. He commented: “As a key pillar of the JBS global platform, our businesses in Australia and New Zealand boast operational excellence, world-class standards and significant growth potential”. “Together with Danantara, we are well-positioned to expand our presence in Indonesia and Southeast Asia, strengthening the regional protein supply chain, expanding market access and accelerating the development of the Indonesian protein sector." Pandy Patria Sjahrir, chief investment officer of Danantara Indonesia, said: “This strategic partnership reflects Danantara Indonesia's commitment to building collaborations with global partners that align with our investment mandate”. “In addition to gaining access to an established business ecosystem in a developed international market, this partnership is expected to leverage the experience and distribution channels of leading global protein companies, which can contribute to the long-term development of Indonesia's protein sector.” The transaction is subject to closing conditions, including relevant regulatory approvals.

Thermo Fisher Scientific has introduced Thermo Scientific InstaFlux, an integrated media-on-demand enrichment workflow aiming to help food microbiology laboratories simplify media preparation, improve productivity and enhance sample traceability. The launch comes as food testing laboratories face growing pressure to process more samples, meet faster turnaround expectations and maintain consistent quality while managing staff constraints, sustainability goals and complex workflows. According to Thermo Fisher, the InstaFlux workflow allows laboratories to prepare media on demand in less than 30 minutes, supporting a simplified process to sample incubation. The company said its new solution can help reduce media prep labour by more than 80%, support cost savings of over 35%, and lower water and energy use by up to 90%, depending on laboratory workflow and operating conditions. Laboratories can prepare only the media they need when they need it using the new solution, rather than preparing and storing large batches. This sets the process apart from traditional batch-based media preparation, which often requires advanced planning, autoclaving, bottle handling and media storage. The technology is designed to boost workflow efficiency by helping reduce hands-on media preparation steps while supporting barcode-driven workflows, digital audit trails and LIMS-ready data integration when preparing food samples. It supports gravimetric dispensing across 10-125g workflows in accordance with ISO 11133, ISO 6887-1 and ISO 7218, when validated by the laboratory. InstaFlux is designed for high- and mid-throughput food microbiology labs, including contract testing laboratories and food manufacturers seeking to improve throughput, standardise workflows across sites and reduce operational burden. Thermo Fisher Scientific noted its particular relevance for laboratories using buffered peptone water in routine enrichment workflows, where staffing, space, preparation time, traceability and waste can create constraints. Claribel Purcell, interim president of the microbiology business at Thermo Fisher Scientific, said: “As food testing demands continue to grow, laboratories need solutions that help them do more with the resources they have”. “Thermo Scientific InstaFlux reflects our commitment to helping customers modernise enrichment workflows through a simpler, on-demand approach that supports productivity, traceability and long-term operational sustainability.”

US food-tech company Plantible Foods has received a new loan from X-Caliber Rural Capital, a US Department of Agriculture (USDA)-backed lender, to significantly expand production of its plant-based Rubi Protein ingredient. The $25 million loan, in addition to a $10 million equity investment from RA Capital and existing investors, will allow Plantible to quintuple annual production capacity for Rubi protein at its ‘Ranchito’ facility in Eldorado, Texas. Rubi Protein is made from RuBisCO protein derived from Lemna (also known as duckweed, or water lentils) and has already been proven at the company’s 100-acre enclosed aquafarm site. The company’s technology uses an aquatic, controlled crop cycle, limiting exposure to seasonal volatility and extreme weather events to allow steady harvests and stable income for local, rural communities. According to the start-up, the debt and equity financing will allow it to build up to 50 new greenhouses and increase annual production capacity to over 1,000 metric tons. The funding win follows a series of commercial and regulatory milestones for the company. In February, the US Food and Drug Administration (FDA) issues a ‘No Questions’ letter confirming Rubi Protein’s Generally Recognized as Safe (GRAS) status – the first US government approval for isolated RuBisCO protein in food applications. Customers including ICL Food Specialties are already using Rubi Protein as a binding agent in formulations. The ingredient aims to meet growing demand for stable and clean-label plant-based proteins, providing manufacturers with a functional ingredient that contains all nine essential amino acids, vitamin B12, and a neutral taste with no known allergens. Plantibel said the funding will enable its expansion into new markets and support fulfilment of its existing customer pipeline. Maria Buitron, a principal at investor Piva Capital, said: “Plantible has translated breakthrough science into consistent, scalable production, and this expansion is the next proof point”. “Reducing water consumption and expanding protein production is a holy grail for an industry that is facing consistent constraints on available, healthy protein alternatives.” X-Caliber Rural Capital provided the $25 million in debt financing through its USDA OneRD Business & Industry Program, with the loan originated by vice president Sean Stehr. Anna West, president of X-Caliber Rural Capital, noted that innovative companies often face financing challenges as they scale – despite clear long-term potential. “USDA's Business & Industry Loan Guarantee Program helps bridge that gap, and we're proud to provide the maximum financing available under the program to support Plantible Foods' continued growth and investment in rural America,” she added.