Pure Genius Protein has expanded its portfolio of high-protein nutrition shots with the launch of a new Pink Lemonade flavour, adding to its range of portable, ready-to-drink protein supplements. The new variety delivers 23g of complete protein in a 3.38fl oz bottle, while containing 100 calories, zero sugar and zero fat. According to the company, 92% of the product's calories come from protein, positioning it as a convenient solution for consumers looking to increase protein intake without the volume of a traditional protein shake. Co-founded by bestselling author and podcast host Mel Robbins, the brand has focused on developing compact, juice-like protein shots that aim to address consumer demand for convenient, on-the-go nutrition. The latest launch taps into the continued growth of the protein category, where demand for portable formats has accelerated alongside rising consumer interest in high-protein diets and functional beverages. Unlike conventional ready-to-drink protein beverages, Pure Genius Protein's shots are designed to be consumed in seconds and are packaged in TSA-friendly bottles intended for travel, commuting and busy lifestyles. The company also highlights the products' smooth, juice-style texture as an alternative to thicker protein shakes. Pink Lemonade joins an existing flavour portfolio comprising Lemon Lime, Blueberry Lemonade, Strawberry Guava, Pineapple and Watermelon Berry. Pink Lemonade is available through the brand's direct-to-consumer website and selected online retail channels.

Unifying Spirits has raised $2.238 million through a successful equity crowdfunding campaign on Wefunder, with the funding set to support manufacturing expansion, retail growth and new product development for its Boba Pops alcohol-filled popping boba brand. The campaign attracted 462 investors, bringing the company's total equity financing to approximately $8 million. According to Unifying Spirits, around half of the capital raised to date has come from experienced beverage industry investors. The company said the latest investment will accelerate production capacity, national distribution and innovation as it seeks to build on the rapid growth of its patented beverage alcohol product. Boba Pops, described by the company as the first and only alcohol-filled popping boba, generated $2.8 million in revenue in 2025, representing 3.6-times year-on-year growth. The product is now stocked in more than 10,000 retail locations across 75 national retail chains in the US. Protected by patents through 2035, the product is designed to add alcohol-filled flavour pearls to cocktails, sparkling wine, hard seltzers and other alcoholic beverages, tapping into growing demand for interactive and experiential drinking occasions. Ray Rozycki, CEO of Unifying Spirits, said: "This campaign represents much more than capital; it represents a community of people who believe in where we're headed. The enthusiasm we've seen from both consumers and investors reinforces that people are looking for new experiences in beverage alcohol. We're excited to build on this momentum as we expand our production capabilities, introduce new products and bring Boba POPS to even more consumers nationwide." The newly secured funding will be used to increase US manufacturing capacity by fivefold, expand national retail distribution, strengthen partnerships with bars, restaurants and entertainment venues, and support the development of an upcoming ready-to-drink (RTD) beverage range. As part of the expansion, Unifying Spirits is investing in its production facility in Pittsburgh, Pennsylvania, where proprietary manufacturing equipment is expected to significantly increase output while improving supply chain control. The company believes the investment will position Boba Pops to meet rising demand as it continues to expand across both retail and on-premise channels, while further developing what it describes as a new category within the beverage alcohol market.

Good Good has expanded its no-added-sugar preserves portfolio with the launch of a Mango Habanero Jam, combining sweet mango with chilli heat. The product marks the Iceland-founded, Austin-based brand’s entry into the growing “swicy” flavour trend, which combines sweet and spicy profiles. Good Good said the jam has been developed for a range of culinary applications beyond traditional breakfast occasions, including burgers, tacos, marinades, grilled dishes and cheese boards. Creating a spicy jam without added sugar required the company to introduce new ingredient-sourcing, formulation and production capabilities. The recipe uses habanero peppers grown in Poteet, Texas. Founder and CEO Gardar Stefansson said the launch forms part of Good Good’s strategy to modernise the jam category by introducing bolder flavours that appeal to younger consumers and encourage use beyond toast. Mango Habanero Jam is initially available through Good Good’s website, with a wider retail rollout planned for later in 2026.

B&G Foods has announced that president and CEO Kenneth 'Casey' Keller will retire after five years in the role. Casey Keller Keller will step down as chief executive and leave the company’s board of directors today, 7 August 2026. He will continue to support B&G Foods during the leadership transition. The company’s board has selected a successor, who currently holds a senior leadership position at another publicly listed company. However, their identity has not yet been disclosed at their request. B&G Foods said it expects to announce the incoming CEO and provide further transition details shortly, in coordination with the reporting requirements of the executive’s current employer. During Keller’s tenure, B&G Foods began reshaping its portfolio through a series of acquisitions and divestments, aimed at sharpening its focus, simplifying operations and improving margins and cash flow. Keller said: “It has been an honour to serve as the CEO of B&G Foods. I am proud of our accomplishments as we have navigated through difficult trends in the consumer packaged foods industry". "Importantly, we have begun to reshape our portfolio through our recent divestiture and acquisition activity, and I believe the dedicated and resilient team at B&G Foods will guide the company towards a bright future.” Stephen Sherrill, chair of B&G Foods’ board of directors, added: “On behalf of our entire company, I want to thank Casey for his contributions to B&G Foods, including his efforts to begin reshaping our portfolio to sharpen focus, simplify our portfolio, improve margins and cash flow, and maximize future value creation". "Casey helped guide B&G Foods through challenging times for our industry, including post-Covid supply chain disruption, price inflation and unprecedented tariffs. I wish Casey the best of luck in his retirement and continued success in all his future endeavors.” Top image: © B&G Foods

Grace Foods UK has expanded its Dunn's River seasonings portfolio with the launch of Jamaican Green Seasoning, a new marinade designed to capitalise on the growing consumer appetite for 'fricy' Caribbean flavours. Positioned as a versatile everyday seasoning, the new Jamaican Green Seasoning is made with a blend of scallions, thyme, garlic, onion and mild Scotch peppers. The product is inspired by one of Jamaica's most widely used culinary flavour bases and is designed for use across chicken, fish, meat and vegetable dishes, as well as barbecues, curries and stews. Grace Foods UK said the product reflects the growing popularity of 'fricy' flavours in the UK – a trend characterised by aromatic, subtly spiced and lightly fruity flavour profiles inspired by Caribbean cuisine. Unlike some Eastern Caribbean green seasonings, which often include cilantro or shadon beni, the Jamaican-style recipe focuses on everyday ingredients such as scallion, thyme, onion, garlic and peppers to deliver a distinctly Jamaican flavour profile. A spokesperson for Grace Foods UK said: "With the launch of our new Jamaican Green Seasoning and the refreshed look for our seasonings range, we're giving the Dunn's River brand an even stronger presence on shelf. The bold new design better reflects the vibrancy and authenticity of Caribbean food while making it easier for shoppers to discover the breadth of the range. "At the same time, our new Jamaican Green Seasoning captures the balanced, aromatic flavours at the heart of Jamaican cooking in a way that's versatile and approachable for everyone. It also taps into the growing UK trend for 'fricy' Caribbean flavours – aromatic, slightly fruity and subtly spiced blends that bring exciting, vibrant taste to everyday meals." The new launch joins the existing Dunn's River range, which includes Chicken, Fish, All Purpose, Jerk, Curry Goat and Barbecue seasonings, alongside herbs, spices and fry mixes. The new Jamaican Green Seasoning will initially be available through cash and carry wholesalers and convenience retailers.

Döhler Group has expanded its North American operations with the establishment of Döhler Canada, a new legal entity based in Toronto, Ontario. The move is designed to bring Döhler closer to its Canadian customer base, enabling faster response times, greater local market expertise and closer collaboration on product development projects while leveraging the company's global innovation and production network. Canadian manufacturers will gain direct access to Döhler's portfolio of natural ingredients, ingredient systems and integrated solutions, including ingredients for taste, colour, health and nutrition, fruit and vegetable applications, plant-based products and customised ingredient systems for food and beverage formulations. In addition to its ingredient offering, Döhler will provide end-to-end product development support, covering market and consumer insights, concept creation, formulation, sensory evaluation, application support, scale-up and supply chain services. The company said this integrated approach is intended to help customers accelerate innovation, streamline product development and bring new products to market more efficiently. Paul Graham, president of the Americas at Döhler, said: "Establishing Döhler Canada reflects our strategy of combining strong regional capabilities with the expertise and resources of our global network." Graham continued: "Our customers need partners who understand their markets, respond quickly and help them translate changing consumer expectations into successful products. With a dedicated Canadian organisation, we can work even more closely with customers and support them from the first idea through to commercial implementation." The launch of Döhler Canada forms part of the company's broader investment strategy across North America and is expected to strengthen its ability to support Canadian food and beverage manufacturers with local expertise backed by its global capabilities.

The European Food Manufacturing Summit proved to be a cornerstone event for the food and beverage manufacturing industry. Held on 29-30 April at the Plaza Hotel Düsseldorf in Düsseldorf, Germany, the summit convened senior leaders for two days of strategic dialogue, high-impact networking and exchange of critical insights shaping the future of F&B manufacturing. This year’s programme offered deep engagement across key topics – from supply chain resilience and food safety and quality to operational excellence and innovation. We’re deeply grateful to all who helped make this year’s gathering so impactful. A special thank you to our emcees, speakers and sponsors whose expertise and presence brought cohesion, energy and momentum to every session. It was an honour to have you lead the conversations. Day 1: Opening the summit with fresh ideas and insights The summit kicked off with welcoming remarks from its hosts, Yvan Tomaselli, global head of food safety at Nestlé and Rodney Jack, editor at Food and Drink Technology. Noeleen Donegan, chief operating officer for Europe at Kerry, delivered the opening keynote, 'Operational excellence: Designing for agile, consistent and compliant food manufacturing at scale'. Noeleen highlighted how food and beverage manufacturers can improve agility, consistency and compliance by redesigning end-to-end processes, reducing production bottlenecks and building stronger standards for high-mix manufacturing environments. The session also explored how quality-by-design, connected plant data and continuous improvement can help teams protect product integrity, reduce downtime and respond faster to changing demand, labor pressures and food safety expectations. Ryohei Tsuji, executive corporate officer, president and chief operating officer at Kikkoman, delivered an excellent plenary on how food and beverage leaders can blend deep heritage with modern science to drive meaningful innovation. His session explored how Kikkoman is decoding “oishisa” beyond taste, using data to turn intuition into a scalable innovation asset and bridging R&D with mass production through more agile industrial launch strategies. It was a standout session that offered a thoughtful look at how tradition and innovation can work together to shape the future of food manufacturing. Rounding out the morning, Abdallah Maazi, sales director for France at Uncountable, took the stage for an insightful session on building closed-loop quality from formulation through batch release. He shared how consolidating food R&D and QC into a single structured data environment can improve formulation optimisation, scale-up, product approval and audit readiness, while giving teams the visibility needed to spot trends, anticipate quality issues earlier and support more efficient, AI-ready operations. The morning set an energising tone for the summit, with practical insights and forward-looking discussions carrying into the networking break and structured 1:1 meetings. Attendees used the momentum to build new connections, exchange ideas and continue the conversations sparked throughout the opening sessions. Expert-led sessions: Mixing quality, performance and innovation Attendees broke into two focused streams – process optimisation and quality & safety – enabling smaller, more targeted conversations around the operational strategies that matter most to their organisations. In the process optimisation stream, Sandra Irene Jørgensen, VP, of product and innovation at Arla Foods, shared an insightful session on the role food producers must play in supporting public health. Her presentation explored how companies can redesign product portfolios around nutrition, encourage healthier food habits and collaborate across the wider food system to make better choices more accessible, desirable and easier for consumers. Across the hall in the quality & safety stream, Paulo Simonetti, SVP of operations for Europe, and Rodrigo Cerejeira, director of manufacturing excellence for Europe and Africa at Barry Callebaut Group, explored how integrated working systems can drive measurable improvements in line performance. Drawing on a recent case study, they shared how stronger process controls, real-time data, traceability and cross-functional collaboration can help teams improve consistency, reduce variability and keep quality at the center of manufacturing excellence. The morning sessions concluded with two focused workshops. Rossen Ivanov, managing director for EMEA at Armstrong International, explored how Circular Thermal can help food and beverage manufacturers improve energy efficiency, reduce primary energy use and unlock heat recovery opportunities. In parallel, Lukas Biedermann, co-founder of Sparetech, led a session on scalable MRO, highlighting how connected spare parts data, inventory transparency and cross-functional workflows can reduce surplus stock, mitigate risk and free up working capital. During lunch in the exhibition hall, attendees joined small-group Lunch & Learn roundtables hosted by AICON X-RAY, TraceGains, Spirax Sarco, EZ Factory and Velotic. The sessions covered intelligent inspection and full quality assurance; cross-functional NPD as a driver of faster innovation and lower risk; right-sizing the thermal foundation of production ecosystems; operator-led performance gains through accessible digital tools; and smart factory strategies that connect plant-floor execution to boardroom priorities. Day 1 afternoon highlights: A recipe for smarter F&B manufacturing Kicking off the afternoon, Sagi Ben Rimon, VP of operations at Strauss Group, examined what it takes to build efficient, sustainable operations across a multi-category food and beverage business. He highlighted the value of streamlined structures, Centers of Excellence, aligned execution, people-focused transformation, automation and digitisation in driving agility, consistency and long-term growth. In the quality & safety stream, Roberto Buttini, VP of global quality, food safety and R&D strategy at Barilla, delivered a forward-looking session on reimagining quality and food safety through digital transformation. He highlighted how standardised processes, strong data governance, real-time analytics and operator-focused adoption can improve transparency, accelerate issue resolution and strengthen consumer trust. The afternoon continued with workshops on the technologies and facility strategies shaping the next generation of food production. Sonja Meijerink, CCO at Cobotx, explored how cobots can deliver practical impact on the factory floor, from palletising and case packing to easing repetitive tasks and scaling automation across multiple lines. While Tobias Rosenbaum, managing director at IE Food, examined the future food factory, highlighting smart design, scalable logistics, sustainability, digital planning and risk management in complex production environments After a second networking break, 1:1 meetings and a happy hour sponsored by Inexto, attendees reconvened for the final plenary session. Sebastian Gottschalk, SVP of supply chain strategy, technology and operations excellence at Barry Callebaut Group, led 'Transforming Global Supply Chains Through Customer-Centric Operations'. He shared insights on resilience, customer-centric network design, functional excellence and end-to-end value creation from bean to bar. Day 1 closed on a high note with a final panel discussion on “Overcoming barriers and scaling innovations in process optimisation'. Sebastian Gottschalk of Barry Callebaut Group, Marcin Klimas of ARYZTA QSR, Silviu Calin of FrieslandCampina, George Chantoumakos of Coca-Cola HBC and Paul Lammers of Nestlé shared perspectives on breaking down barriers to technology adoption, balancing cost with long-term innovation, strengthening workforce readiness and scaling new processes through digitalisation, AI, sustainability and cross-functional collaboration. The day concluded with a vibrant Networking Drinks Reception, with lively conversations to close out a high-impact first day. Day 2: Powering the future with quality, innovation and operational intelligence Day 2 began on a high note with an inspiring keynote from Carla Serpa, chief quality officer at The Magnum Ice Cream Company, who shared her perspective in “Quality, trust and transformation: Building the future of food manufacturing”. Her session explored how quality is evolving from a compliance checkpoint into a strategic driver of innovation, resilience and consumer trust, with AI, digitalisation, predictive analytics and stronger supplier partnerships helping manufacturers improve consistency, traceability, sustainability and long-term operational excellence. The momentum continued with Christian Borg, VP of sustainable operations tower at Oatly, who presented 'Innovating sustainable operations across the food value chain”. He explored how responsible sourcing, regenerative practices, lower-carbon logistics, resource-efficient factories and circular thinking can help food and beverage manufacturers build more sustainable, credible and future-ready operations. To close out the morning, attendees moved into two engaging workshop sessions focused on workforce modernisation and real-time quality intelligence. In room 1, Tommy Schroeder of Indeavor and Paula Wilkinson of Nestlé shared Nestlé’s journey from Excel-based scheduling to a centralised labour operations model, while in room 2, Maximiliano Moreira and Hauke Rapold of Mettler Toledo explored how connected quality metrics, sensor integration and science-backed weighing practices can support stronger consistency, compliance and data-driven decision-making across the food value chain. The mid-morning break gave attendees a chance to continue the conversation beyond the stage, reconnect with exhibitors and exchange perspectives with peers. With fresh insights from the morning sessions, participants headed into the afternoon energised for the discussions ahead. From plant floor to plate: Raising the bar on F&B manufacturing The afternoon programme resumed with a highly insightful plenary from Marie Suzette Joachim, VP of health and safety at McCain Foods, on redefining safety excellence in food manufacturing. Her session highlighted the critical role of leadership, continuous improvement, change management and smart factory technologies in building safer, more resilient operations across thermal processing, packaging, sanitation and other high-risk environments. Attendees then moved into two focused workshops exploring how smarter factory visibility and workforce readiness are shaping the future of food manufacturing. Finn Boysen, chief revenue officer at NavVis, shared how spatial intelligence and accurate 'as-is' plant data can improve collaboration, reduce risk and support more sustainable production planning, while Rick van Echtelt, CEO of AG5, highlighted how digital skills visibility can strengthen compliance, reduce errors and ensure the right people are prepared for the right roles. The energy continued across the dedicated stream sessions, with Yvan Tomaselli, global head of food safety at Nestlé, examining how stronger raw-material qualification, in-process controls, traceability and data-led insights can help manufacturers protect food safety against rising risks such as mycotoxins and climate change. In the quality & safety stream, Nada Galesne-Armand, group director of quality at Refresco, explored how global beverage manufacturers can move beyond compliance by building a 'quality-always' culture rooted in leadership engagement, continuous improvement and shared ownership across every plant. Over the summit’s final lunch, attendees took part in focused Lunch & Learn roundtable discussions covering some of the most timely topics in food and beverage manufacturing. Led by speakers from Dr. Oetker, AAK, NoPalm Ingredients and Nomad Foods / iglo, the discussions explored sustainability across manufacturing, smarter quality systems, protein supply chain resilience and AI-powered digitalisation on the factory floor. Wrapping up with bold perspectives on people, planning and progress Attendees also had the opportunity to hear from an inspiring women in leadership panel featuring Leila Abdli, director of quality and food safety at ADM; Marie Suzette Joachim, VP of health and safety at McCain Foods; Chrystel Stouvenel, plant director at JDE Peet’s; and Carla Serpa, chief quality officer at The Magnum Ice Cream Company. Their thoughtful discussion on mentorship, visibility, inclusive leadership and diverse perspectives was a powerful reminder of the role strong women leaders play in driving innovation, strengthening teams and shaping more equitable pathways across food manufacturing. Johnny Petersen, VP of planning at Tine SA, shared valuable insights on optimising planning to build more resilient supply chains. His session explored how food manufacturers can balance shifting customer demand with long-term production needs by improving forecasting, strengthening cross-functional visibility, connecting planning with manufacturing and commercial teams and aligning sustainability goals with capacity planning. The day concluded with a dynamic panel on shaping the future of food manufacturing for SMEs and innovators. Featuring Thomas Brinkmann of GAEA Products, Andres Cuka of Marbelize, Jeroen Hugenholtz of NoPalm Ingredients and Marion Schaefer of AAK, the discussion explored how emerging and mid-sized companies can navigate market volatility, finance innovation, overcome regulatory barriers, build resilient supply chains and scale through strategic partnerships in a rapidly changing food landscape. From farm to future: A look at what’s next in F&B manufacturing The European Food Manufacturing Summit brought together senior leaders for two energising days of fresh ideas, meaningful connections and timely conversations shaping the future of food and beverage manufacturing. With momentum already building for next year, including familiar voices set to return to the stage, we look forward to welcoming the industry back for another standout summit in 2027. Secure your place and join the conversations driving what’s next in food & beverage manufacturing. Learn more and reserve your seat here.

UK flavour house I.T.S has launched a new caramelised banana flavour solution, tapping into the rise of what it calls ‘one of summer’s biggest flavours’. The company highlighted Tastewise data showing that in the UK, social media conversations about caramelised banana rose by 24% between June 2024 and June 2026, while banana product launches with protein have seen 103% yearly growth and with fibre, 129%. I.T.S pointed to the success of Starbucks’ Caramelised Banana Matcha Latte in fuelling the summer flavour trend, noting that caramelised banana is one of its current most requested flavours from customers connecting banana to health and wellness – even in indulgent categories such as bakery and desserts. The new flavour solution blends sweet, ripe banana with ‘gooey’ caramel and warm cooked notes, creating a rich and indulgent flavour profile suitable for a wide range of applications. These include flavoured milk and milk-based drinks as well as plant-based alternatives, bakery, ice cream and desserts, porridge and breakfast foods, protein powders, shakes and snack bars. Paschalina Papadogkona, senior performance, health and wellness specialist from I.T.S, commented: “With their well-known nutritional benefits, bananas are having a renaissance, but consumers are increasingly seeking flavours that take banana into a more indulgent space. These include roasted banana, baked banana, banana bread and, the most requested from food and drink manufacturers, caramelised banana.” She added that I.T.S wanted to keep banana “at the heart of the profile” but with added depth, warmth and richness, aiming to provide “a much more sophisticated option than Banoffee” that works well across many applications. Banana flavours are also gaining traction in the US, with plant-based beverage brand Califia Farms recently launching new Banana Crème Almond Milk Latte and Organic Banana Crème Almond Milk Coffee Creamer products in response to the trend. The brand noted that banana-flavoured lattés and café-inspired at-home recipes are growing in popularity on social media platform TikTok, bringing a 'fun and fresh twist' to coffee and creamer aisles.

Americana, the American-inspired bakery brand from Lantmännen Unibake UK, has expanded its foodservice portfolio with the launch of the Gourmet Black & White Seeded Burger Bun, designed to help operators capitalise on demand for premium burger experiences. The new 4-inch brioche-style bun has been developed for quick-service restaurants, pubs and restaurants, combining a premium glaze with black and white sesame seeds to create a distinctive appearance while delivering the soft texture associated with brioche. According to Lantmännen Unibake UK, the launch responds to continued growth in the UK burger category, with operators increasingly seeking menu innovations that justify premium pricing without increasing kitchen complexity. The company cited its own consumer research, which found that more than half (52%) of respondents described the bun as "visually appealing" on first impression, while 32% associated it with high quality and 31% with a premium or gourmet offering. The research also found that, when shown a range of burger buns, 36% of consumers consistently selected the black and white seeded brioche over classic sesame, plain brioche and glazed alternatives. Holly Holt, brand manager at Lantmännen Unibake UK, said: "Consumers eat with their eyes and first impressions sell burgers. Consumers are looking for eating experiences that feel special and are worth the spend, and the new Gourmet Black & White Seeded Bun gives operators that wow factor straight from the box, with no extra prep, skill or cost in the kitchen. For busy kitchens under pressure on margins, it is a simple way to elevate a burger and command a premium price whilst meeting the growing demand for high-quality burger experience." The bun is fully baked, pre-sliced and supplied frozen, thawing in around one hour before service. Lantmännen Unibake UK said the format helps operators reduce labour requirements and minimise food waste by thawing stock as required. Suitable for a broad range of menus, the Gourmet Black & White Seeded Burger Bun is vegan, Halal-certified and compliant with the Food Standards Agency's 2024 salt guidelines. The launch is the first in a series of new product developments planned for the Americana brand this year as Lantmännen Unibake UK continues to expand its premium foodservice bakery offering.

Frances Musgrave Matcha has moved from niche tradition to global phenomenon in recent times, fuelled by wellness trends, social media and rising demand for premium, functional beverages. Once largely associated with Japanese tea culture, the bright green cup can now be found everywhere from supermarket shelves to cafes to the runway. Fresh, fruity twists like Blank Street’s blueberry matcha shared the spotlight with high-fashion pop-ups such as Loewe x Tease Matcha, while recent launches, like own-brand matcha sachets, show how the category is moving into consumers’ homes. Frances Musgrave, tea sourcing manager at Finlay Beverages, explores what this drastic rise in popularity means for global tea supply chains. Projected to grow from $234.97 million in 2025 to $462.32 million by 2035, the UK matcha tea market has been driven by rising health consciousness and the popularity of online trends, such as 'Matcha Tok.' It’s a clear example of how social media can expand access to diverse cultural influences, turning once regional specialities into global favourites. However, behind the instagrammable green cup lies a more complex supply chain. As demand increases, growers, processors and manufacturers face mounting pressure to scale production while maintaining quality standards, improving traceability and meeting higher expectations around sustainability. How matcha's growth is reshaping sourcing strategies and quality standards Producing authentic, high-grade matcha is labour-intensive and highly specialised, involving specialist cultivation and processing. Roughly six weeks before harvest, farmers gradually decrease the amount of sunlight allowed to shine on the plants; this encourages the leaves to develop the vibrant colour, umami flavour and nutritional profile associated with high-quality matcha. The highest grade matcha is grown in near darkness by the time harvest rolls around. After harvesting, the leaves are then picked, steamed, dried, destemmed and slowly ground on granite mills into fine powder. Each stage has an impact on the final product. Even the smallest of changes to variables like sunlight exposure, leaf selection and milling speed can impact the colour, flavour, texture and nutritional profile. This precision is part of matcha’s appeal, but it also makes the product difficult to scale. Unlike some beverage ingredients, matcha simply cannot be produced faster or in greater volumes without careful consideration of quality. However, as demand grows, lower-quality powders have been entering the market. Production pressures combined with climate-related shortages in Japan have pushed brands and cafes to increasingly rely on lower-grade powders to meet consumer appetite and maintain profit margins. Important quality indicators can include colour vibrancy, flavour balance, bitterness, texture, freshness, solubility and consistency. At the same time, matcha cultivation requires careful environmental management. From shading techniques to soil health, production depends on conditions that need to be protected for the long-term. Like many agricultural supply chains, tea production is greatly exposed to climate change, labour challenges and pressure on natural resources. If the market only focuses on short-term availability, there is a risk that growers and processors are pushed to increase output without enough support for sustainable practices. That’s why businesses need to consider how their sourcing strategies can support long-term land stewardship, farmer livelihoods and environmental protection. Customer desire to know where exactly matcha comes from, and the importance of long-term partnerships The rise of matcha also reflects a broader shift in consumer expectations. People increasingly want to understand where their food comes from, how ingredients are produced and whether sourcing practices are responsible. This, alongside increased demand, is pressurising growers and suppliers to improve traceability. Manufacturers will need confidence in where their matcha comes from, how it has been processed and whether it meets the required quality and safety standards. This may also push growers, processors and suppliers to strengthen documentation, testing and chain-of-custody systems. The surge in demand is also strengthening the need for long-term relationships between growers, processors and manufacturers. Partnerships enable a more stable supply and stronger forecasting. They also give producers greater confidence to invest in capacity, training, processing capability and sustainable farming practices. The strongest supply chains will be those built on collaboration, rather than short-term purchasing decisions. And so, the ability to work closely with trusted partners will become a competitive advantage. What the wider beverage sector can learn from matcha's rapid rise Matcha’s rise shows how quickly a culturally rooted ingredient can become a global innovation platform. When a trend gathers momentum, supply-chain considerations need to be built into product development from the beginning. That means understanding availability, quality, processing requirements, traceability and sustainability before launching at scale. For beverage brands, tapping into the momentum around matcha is a clear opportunity. However, doing so responsibly requires more than a new flavour variant or an eye-catching product format. It requires a sourcing strategy that protects quality, supports producers and builds resilience for the long term.

The US Senate has released a continuing resolution (CR) that, if passed, would extend the federal hemp THC ban from 12 November to 11 December. The ban, passed in last year’s spending bill, is set to significantly restrict products containing hemp-derived THC that can be legally sold in the US. This includes a range of THC food and beverage products such as gummies and beverages – a market that has grown rapidly in recent years. THC (tetrahydrocannabinol) is a psychoactive compound found in cannabis plants. Drinks containing THC have surged in popularity in the US adult and functional beverages market, as consumer drinking behaviours evolve and young adults seek alternatives to alcohol. Under the new legislation, hemp products would be limited to a maximum of 0.4mg of THC per container. This will mean that most THC beverages, which typically contain between 2-5mg per can, will no longer be permitted for sale on the market. The new CR would expire on 11 December, with the government funding extension providing opportunities for hemp farmers and product manufacturers to negotiate with lawmakers on a long-term solution – a move that has been welcomed by members of the industry. If the new legislation is passed, only a ban on synthetic cannabinoids (rather than those naturally derived from the cannabis plant) will come into effect on the November date. The US Hemp Roundtable praised the extension, writing in a statement: “We are grateful to bipartisan coalition of lawmakers who worked to ensure the hemp industry was not left behind in these critical funding negotiations”. “This action provides Congress with additional time to develop a thoughtful, long-term approach to hemp policy rather than allowing a sweeping ban to take effect without fully considering its impact on American agriculture, small businesses and consumers.” Tina Smith, US Democratic Senator from Minnesota – who pushed for a delay of the ban – commented: “Minnesota has created one of the strongest, most carefully regulated systems in the country to allow the sale of hemp products. The initial ban set to take place was ill-advised and would have hurt both hemp farmers and Minnesota breweries alike.” She added: “While helpful to hemp farmers, brewers and consumers, we still need to work towards a long-term solution that will allow for the industry to move forward.” Commenting on the news, Blake Patterson, chief revenue officer at THC beverage brand Keef, said: "We at Keef are thrilled that the tireless efforts of so many have provided this important step for the industry. Guardrails and regulations are going to be the backbone that sets the tone for everyone in the value chain, including retailers and wholesalers, to make sensible plans." Meanwhile, Joe Gerrity, CEO and co-founder of THC beverage brand Crescent Canna, said Senate leaders did the "responsible thing" – but highlighted the "unsurprising, immediate resistance from a small group of special interests and lawmakers". In particular, he pointed to the pushback from US Senator for North Carolina, Ted Budd, who has called for the amendment to be stripped from the CR – calling it a "dangerous loophole" and accusing hemp beverage brands of placing public health at risk through marketing that "appeals to children". "If a substance causes intoxication like marijuana, it should be regulated as such – not given a free pass as 'hemp'. There is no loophole worth putting a child’s wellbeing at risk," he stated. Gerrity described this as "par for the course," commenting: "As popular as these products are, there will always be entrenched interests trying to lock out the competition". He added: "It's now up to constituents to make sure their elected representatives know that the federal government has no business banning products millions of law-abiding adults enjoy and benefit from. Consumers want these products, states have shown they can regulate them responsibly, and lawmakers have bipartisan frameworks in front of them. Congress needs to use this window to pass regulations."

Belgian bakery group Vandemoortele has completed the final phase of its acquisition of US-based Banneton Bakery, taking full ownership of the New Jersey manufacturer as it strengthens its North American production footprint. The transaction concludes a strategic integration process that began in April 2024, when Vandemoortele acquired an 80% majority stake in Banneton Bakery. Based in Swedesboro, New Jersey, the company manufactures premium artisan-style croissants, Danish pastries and other laminated dough products for the foodservice and retail sectors. Vandemoortele said the acquisition marks a significant milestone in its North American growth strategy by establishing a domestic US manufacturing base. The company expects the facility to complement its existing European import infrastructure, creating a hybrid production and supply model designed to improve logistics, increase flexibility and respond more quickly to customer demand. Curt Coolidge, general manager of Vandemoortele North America, said: "Completing the acquisition of Banneton Bakery is an exciting step forward that reinforces our unwavering commitment to being a trusted partner to our North American customers." He added: "We are excited to fully integrate the Swedesboro facility into our operations, allowing us to deliver the ultimate one-stop-shop experience for authentic, premium freezer-to-oven croissants and pastries." As part of the transition, Alexandre Bloch, previously with Vandemoortele France, has been appointed operations manager for the site. The Banneton brand will continue to operate within Vandemoortele's US portfolio alongside Banquet d'Or, with the company confirming that operations and customer service for its retail and foodservice partners will continue uninterrupted. The acquisition expands Vandemoortele's manufacturing capabilities in the US as the European bakery specialist continues to grow its presence in the North American frozen bakery market. The family-owned company operates manufacturing facilities across 12 European countries and exports bakery and plant-based food products to 90 countries worldwide.