Olivia Gautier After several years of strong growth, some suggest that the low and no alcohol category is slowing. Initial consumer enthusiasm was driven by a surge in health consciousness and the rise of mindful drinking trends, yet recent data suggests that demand has plateaued or even declined in some markets. Saturation, limited innovation and a disconnect between consumer expectations and product experience may be contributing factors. Olivia Gautier, senior principal at Verlinvest explores how brands can maintain the trend. As global consumers increasingly embrace mindful consumption, innovation is happening across all beverage categories beyond just no and low alcohol (nolo) alternatives. Consumers are redefining their drinking habits and embracing a broader range of health-conscious, functional and adult-oriented alternatives. This transformation is blurring the lines between alcohol substitutes, soft drinks and functional beverages, introducing challenges around consumer education, retail strategy and market positioning. To stay relevant and build mainstream appeal, zero-proof alternatives must elevate beyond just being alcohol-free and become aspirational brands in their own right: creating unique flavours, storytelling and rituals which resonate with consumers. The next generation of nolo and adjacent beverage brands will need to adopt a similar mindset – not just removing alcohol but adding something deeper and more interesting to the experience. Blurred lines: The challenge for nolo brands The growing focus on self-optimisation, balance and intentional consumption is redefining social drinking, with younger consumers increasingly prioritising function over form. Late nights are giving way to early evening gatherings and mindful social activities, forcing brands to reconsider their role in these moments. The opportunity for innovation is significant – not just for No/Lo brands but across the entire beverage industry: Functional soft drinks with adaptogens, nootropics and botanicals are blurring the line between wellness and indulgence, creating new ways for consumers to unwind. Adult sodas are evolving from mere mixers into sophisticated standalone drinks that rival traditional non-alcoholic aperitifs. Energy drinks are becoming popular among younger consumers seeking a boost on a sober curious night out. Speciality coffee brands are targeting early-evening consumption, with decaf, matcha and functional coffee blends. However, as categories converge, brands face increasing challenges around positioning and consumer perception: Retailers struggle with placement: Should these drinks be categorised alongside soft drinks, alcohol, or a dedicated nolo section? Consumers are unsure where these drinks fit: Are they a treat, a wellness product or a direct replacement for alcohol? The value-for-money equation is unclear: Why should consumers pay a premium for a non-alcoholic option when sophisticated, flavour-led soft drinks are readily available? Without clear positioning, many no-alcohol replacement brands risk lacking both mainstream relevance and premium appeal. Success will come from creating distinct, compelling brands that consumers actively want, rather than just accepting as a substitute. The value equation: More than just alcohol-free   When a consumer buys a premium spirit, they are paying for far more than just the alcohol – it is about the brand’s heritage, craftsmanship, sensory experience and cultural significance. The same must be true for nolo brands. Simply removing alcohol isn’t enough; these drinks need to offer something compelling, memorable and desirable. A report by Club Soda and Boldspace reinforces this point, advising No/Lo brands to move away from labels like 'alcohol free' or 'mocktail,' which imply they are secondary to their alcoholic counterparts. Instead, nolo brands must define themselves on their own merits, crafting a unique identity that isn’t tied to the idea of replacement. This is particularly important for standalone No/Lo brands, which lack the recognition of an established alcoholic parent trademark. The future of nolo is not about taking something away, it’s about adding something new.  Winning strategies for nolo brands   So, how can No/Lo brands differentiate themselves and win? Instead of defining themselves by what they lack, No/Lo brands should focus on what they bring to the table: distinctive sensory experiences, cultural relevance and new drinking rituals that fit evolving social habits.   Own the occasion, not just the product:  Nolo brands must establish what function they serve in key consumption moments. Take Vita Coco  – by positioning itself as a hydrating companion for yoga sessions, post-workout recovery and tropical-inspired mixology, it sidestepped direct competition with sugary sports drinks or juices and transformed coconut water from a niche health product into a $2.4 billion lifestyle staple. The key to brands like Vita Coco is meeting consumers where they are: whether in their health-conscious moments with the original product or in an indulgent mood with Vita Coco Treats. Identify and own key drinking occasions – whether it is celebrations, casual socialising, pairing with food, at home unwinding of high-tempo events – and define what solutions your product brings to these occasions (eg, hydration, energy, relaxation or a social buzz). Shape new consumption habits through compelling storytelling, strategic partnerships and consumer education, ensuring your brand becomes an indispensable part of these moments.   Build an aspirational brand:  The strongest brands go beyond the product. They become social badges and lifestyle choices. For example, Tony’s Chocolonely  didn’t just market itself as fair trade chocolate  – it built an entire movement around sustainability, ethics and quality, making it a cult-favourite brand with mainstream appeal.   Set the bar with unique blends and flavour profiles. Smaller brands have the unique ability and freedom to innovate in more daring and bold ways that established brands cannot. Create an emotional connection through sustainability, craftsmanship or a strong mission. Brands that stand for something resonate more deeply.   Create compelling rituals & experiences:  This adds depth to the drinking experience. Nolo brands should seek to elevate everyday moments into something special by crafting unique rituals and experiences. Inject 'specialness' and a sense of exclusivity into the drinking experience – through a distinctive signature serve and ritual, special glassware or garnishes – but also through sensory-evocative language and imagery on pack, limited editions or seasonal flavours. Connect the product back to a story, an experience or a brand home to discover. Sula, for example, successfully created a wine-drinking culture in India where wine consumption was traditionally low, by leaning into brand and experimental tourism through vineyard tours, wine-tasting sessions and the SulaFest music festival, successfully transforming the brand into a premium lifestyle experience.   Future of nolo: Function over ABV   As we look towards 2026 and beyond, traditional beverage categorisations between alcoholic and non-alcoholic will become increasingly irrelevant. Instead, the consumer is moving towards a holistic view of beverages as functional tools for different occasions and needs  – whether that's energy, relaxation, celebration, social connection or health optimisation. In this evolving landscape, the future success of nolo brands will depend not on merely substituting alcohol but on redefining how people engage with beverages across different occasions. The brands that achieve mainstream relevance will be those that go beyond replicating alcoholic drinks and which instead craft unique experiences and rituals, establishing themselves as aspirational choices in their own right.

Suntory Beverage & Food France has confirmed the impending closure of its La Courneuve production facility as part of a strategic restructuring initiative aimed at enhancing operational efficiency and competitiveness in the challenging French market. This decision is part of a broader plan that includes an investment of over €170 million by 2030 to adapt to market dynamics and address rising production costs. The La Courneuve plant, a longstanding site for Suntory since the 1970s, has faced operational constraints due to its urban location, which limits its capacity to meet modern production demands. The plant primarily produced a variety of beverages, including popular brands such as Orangina and Schweppes. These products typically encompass carbonated soft drinks, fruit beverages and other non-alcoholic drinks that cater to the French market. The facility has been a significant part of Suntory's production network, contributing to the company's overall output of beverages consumed domestically in France. The closure is set to take place by the end of 2026, with production gradually shifting to the Donnery plant, as well as reallocations to other facilities in Meyzieu and Châteauneuf-de-Gadagne. Alexis Daems, CEO of Suntory Beverage & Food France, highlighted the necessity of this move: “The decision to close La Courneuve reflects the need to resize our industrial network to better serve our customers and ensure sustainable development in a market that has seen declining sales since 2022”. The company has been grappling with significant challenges, including inflation and increased taxation on sugary drinks, which have adversely impacted consumer purchasing power and overall sales. The transition will affect approximately 56 jobs, with management committed to supporting employees through this process. Daems assured that the company will prioritise employee mobility and development opportunities, adding: “Throughout the project, our priority will be to support every employee affected, particularly our teams in La Courneuve”. The restructuring plan is currently subject to a consultation process with employee representatives, with a focus on facilitating a smooth transition for those impacted. The company aims to implement the changes over a 15-month period, allowing for adequate support and dialogue with stakeholders. Suntory Beverage & Food France produces a range of popular beverages, including Orangina and Schweppes, with 97% of its products consumed in France manufactured domestically.

Premier Foods is set to delight UK consumers this winter with the introduction of Mr Kipling Mince Pie Ice Cream, a limited-edition product that brings the beloved festive flavour of mince pies to the frozen food aisle. This latest offering is designed to cater to the growing consumer demand for unique and seasonal ice cream flavours, positioning Mr Kipling as a key player in the competitive frozen dessert market. The new Mince Pie Ice Cream features a creamy dairy base infused with spiced fruit and delectable sweet pastry pieces, providing shoppers with a novel way to enjoy the traditional taste of mince pies. This launch reflects Premier Foods' commitment to expanding its ice cream range, which has already successfully integrated several of its iconic treats into the frozen dessert category. Dan Jalalpour, marketing director for desserts at Premier Foods, said: "Our Mr Kipling Ice Cream range has already seen us bring some of our most loved treats into the frozen aisle. Mr Kipling Mince Pie Ice Cream will provide shoppers with the chance to enjoy the festive flavour they know and love in a whole new way with our exceedingly good ice cream." The product will be available exclusively at Asda starting October 13 2025, in a 475ml tub, with a manufacturer’s recommended selling price of £3.00. As a limited-time offering, this seasonal ice cream is expected to attract both loyal Mr Kipling fans and new customers looking for festive indulgences. Premier Foods, one of the UK's largest food producers, operates with a portfolio of well-known brands including Ambrosia, Batchelors, Bisto and Oxo.

Death Wish Coffee Co has initiated a trademark infringement lawsuit against Liquid Death, a brand known for its edgy marketing of canned water and beverages. The suit, filed in federal court in California, aims to prevent Liquid Death from launching a new line of coffee products that Death Wish claims infringes on its established 'Death' trademarks. Death Wish, founded in 2012 and based in New York, argues that Liquid Death's proposed coffee products, including a 'Deathuccino,' would confuse consumers and dilute its brand identity. The complaint highlights the "nearly identical aesthetic" shared by the two brands, both of which leverage a "death-themed" branding strategy that has garnered significant media attention. Death Wish's legal filing states that the similarities in trade dress and branding could lead to consumer confusion, particularly as both brands may appear on retail shelves side by side. The controversy arises as Liquid Death, which has gained popularity for its unique marketing approach to canned mountain water and sparkling beverages, recently filed trademark applications for "Liquid Death" and "Liquid Death Deathuccino" to enter the coffee market. Death Wish contends that this expansion into coffee represents a direct threat to its business, which has established a strong foothold in the ready-to-drink coffee segment, selling products through major retailers such as Walmart, Target and Kroger. In its 20-page complaint, Death Wish asserts that it has long held trademark registrations for various coffee-related products and has cultivated a distinct brand synonymous with high-caffeine coffee offerings. The company’s filings note that it has successfully coexisted with Liquid Death thus far due to their differing product lines – until now. Death Wish claims that Liquid Death's venture into coffee could lead to "reverse confusion," where consumers might mistakenly believe that Death Wish's products are affiliated with or inferior to those of Liquid Death. Before pursuing legal action, Death Wish says it attempted to negotiate with Liquid Death to abandon its trademark applications, but the latter reportedly expressed intentions to move forward with its coffee launch. The lawsuit not only seeks to block Liquid Death from using any 'Death'-formative marks in connection with its coffee products but also demands punitive damages and reimbursement for legal fees. Death Wish's legal representation includes the firm BraunHagey & Borden LLP. In response to the lawsuit, Liquid Death issued a statement asserting that it has no current plans to launch a ready-to-drink coffee product, although it is exploring future innovations within its brand. The company highlighted its view that no single brand can corner the term 'Death,' pointing to the existence of multiple brands using similar themes in various markets. This legal battle underscores the complexities of brand identity in the beverage market, particularly as companies increasingly explore cross-category expansions.

Nestlé has confirmed its withdrawal from the Dairy Methane Action Alliance, a global initiative aimed at reducing methane emissions from dairy farming. The decision raises questions about the company’s commitment to collaborative efforts in tackling climate change, particularly as the dairy industry faces increasing scrutiny over its environmental impact. Nestlé's departure comes as a surprise, especially given the growing emphasis on sustainability within the food industry and the pressing need to address methane emissions, which are nearly 30 times more potent than carbon dioxide in terms of global warming potential. While Nestlé did not provide specific reasons for its exit, the company highlighted its ongoing commitment to reducing greenhouse gas emissions across its supply chains and reaffirmed its goal of achieving net-zero emissions by 2050. Nestlé stated: "As part of our regular review of external partnerships, we have decided to discontinue our membership of the Dairy Methane Action Alliance". The company reported a nearly 21% reduction in methane emissions by the end of 2024 compared to 2018 levels, showcasing its efforts in this area. The exit from the alliance reflects a broader trend of corporations reassessing their commitments to environmental coalitions amid shifting political and economic landscapes. Recent developments, such as the rollback of climate initiatives by the US administration, have contributed to a more fragmented approach to sustainability among major companies. Earlier today (Thursday 9 October), the food giant did announce a partnership with the World Farmers' Organisation (WFO) in an effort to help make food systems more resilient to climate change. The partnership is described as a first-of-its-kind, marking the first alliance between a global food company and the largest global farmers’ association. The EDF, which played a pivotal role in establishing the methane alliance, noted that agriculture is responsible for nearly 40% of human-caused methane emissions, predominantly from livestock. Nestlé’s logo has been removed from EDF's main webpage, although the company’s name still appears elsewhere on the site. According to Reuters, EDF has confirmed that Nestlé ended its membership following a review of its external partnerships but did not disclose the reason for the withdrawal. “We appreciate Nestlé’s ongoing commitment to acting on dairy emissions through its Dairy Climate Plan and Net Zero Roadmap," said Katie Anderson, senior director, business, food & forests at the EDF, in a statement to Reuters.

Philadelphia Cream Cheese is poised to enhance the holiday dessert landscape with the launch of its first-ever Frozen Cheesecake and a new Cinnamon Cream Cheese Frosting. With over 50 million pounds of cream cheese sold each holiday season, Philadelphia is a staple in American kitchens, particularly during festive gatherings. This year, the brand introduces its Frozen Cheesecake in two popular flavours: Original and Strawberry Swirl. This innovative product is crafted with Philadelphia cream cheese as the primary ingredient and features a golden graham cracker crust. The cheesecake is designed for convenience, offering a pre-sliced, thaw-and-serve format that eliminates the need for baking, thus catering to the busy holiday season. The development of the Frozen Cheesecake represents three years of research and formulation, underscoring Philadelphia's commitment to quality and consumer satisfaction. Each cheesecake is free from artificial flavours and dyes, aligning with growing consumer preferences for clean label products. In addition to the Frozen Cheesecake, Philadelphia is launching its Cinnamon Cream Cheese Frosting, which follows the successful introduction of its refrigerated cream cheese frosting last year. The new frosting is made with real milk and cream, delivering a rich flavour profile that complements a variety of baked goods, from carrot cakes to cinnamon rolls. Kelli Srivastava, senior brand manager for Philadelphia cream cheese, highlighted the importance of convenience in today’s fast-paced environment. "Dessert is a daily ritual for many, but not everyone has the time to create holiday classics from scratch," she noted. The new products are designed to help both home cooks and professional chefs deliver homemade quality without the time investment typically required for traditional recipes. Rolling out now, Philadelphia Frozen Cheesecake and Cinnamon Cream Cheese Frosting will be available at select retailers nationwide in the US.

As consumer pressure and corporate responsibility around plastic use in agriculture intensify, it’s never been more crucial to include food systems in policy discussions on plastics. Louis Sentenac, head of global supply chain, and Kunal Mehta, global head of marketing, communications and brand at DSM-Firmenich’s Animal Nutrition and Health division, discuss how governments and businesses can help protect food security from plastic pollution. Louis Sentenac (left) and Kunal Mehta (right) There is no denying that plastics are deeply ingrained in modern life. They keep food safe, protect patients in hospitals and make products affordable and accessible. Yet the same material that helps feed and care for us is also polluting rivers, oceans and even our own bodies. So, we can even say that plastics are both a marvel and a menace. Every year, 460 million tonnes of plastic is produced, out of which only 9% is recycled and the rest leaks into the environment. As a result, plastic pollution has reached even the most remote corners of this beautiful planet. A challenge that affects us all Research shows that, without action, the volume of plastic entering aquatic ecosystems could nearly triple between 2016 and 2040. This is no longer just an environmental problem. It is a human one. Recognising this, the United Nations recently brought together more than 180 countries to develop the world’s first legally binding treaty on plastic pollution. It was an ambitious effort, aiming to create a single framework that would cover the full lifecycle of plastics from production and design to use, reuse and disposal. But after days of talks, no agreement was reached. Countries clashed over how much to curb plastic production, how strict design rules should be and how the financial burden of tackling the crisis should be shared between richer and poorer nations. What was supposed to be a moment of global progress became instead a reminder of how difficult it is to balance environmental responsibility with economic realities. This breakdown has consequences that stretch far beyond conference rooms. In the absence of global consensus, the world faces a future of fragmented national policies, patchwork regulations and uneven action. For companies and communities alike, this creates uncertainty at precisely the moment when clarity and leadership are needed most. What the stalled treaty shows is that progress cannot be left to governments alone. Leadership matters from policymakers, yes, but also from producers, industries and communities willing to think long term and act responsibly. The choices made now will shape not just markets or supply chains, but the health of families, the security of our food and the future of our planet. Food systems on the frontline Food systems are uniquely vulnerable to the consequences of plastic pollution. Plastics play an essential role in food systems, from helping extend product shelf life and preserve nutritional quality to maintaining hygiene from farm to fork. Simply, they are a vital tool in safeguarding food security, ensuring global distribution and keeping products affordable and accessible. But the food systems that sustain us face growing pressures, from climate change to supply chain volatility. Addressing plastics is one part of a much larger conversation about how we plan for long-term resilience. Future policies must take a holistic approach, balancing food safety, availability and affordability with the need to reduce environmental impact. That requires forward-looking investment in recycling infrastructure, support for innovation in materials and design and context-appropriate solutions that can be applied across diverse markets. This is not only about managing today’s challenges, but also building sustainable systems that will feed future generations. Governments, businesses and communities must work together to ensure that global food systems remain secure, affordable and environmentally responsible for the decades ahead. Rising expectations and shared responsibility This long-term thinking coincides with increasing consumer awareness of the environmental footprint behind the food that they eat. They want to know not just what is on their plate, but how it was produced, packaged and delivered and, importantly, what impact it left on the planet. For producers, this means that transparency and accountability are no longer optional. Corporate social responsibility now extends from sourcing raw ingredients through to packaging and post-consumer waste. Marketing leaders must champion storytelling that reflects real progress with the aim of building trust with consumers and resilience into their supply chains. That means moving beyond greenwashing to showcase measurable actions: reduced plastic use, regenerative farming practices, circular packaging and credible ecolabels. Governments, too, are responding with tighter restrictions on single-use plastics and stronger waste management requirements. As these pressures mount, the most forward-thinking businesses are not waiting to be regulated, they are stepping up to drive solutions that benefit both people and the planet. Building a way forward The collapse of the latest global treaty negotiations should not be seen as the end of the road, but as a stark reminder of the scale of the challenge. Plastic pollution is no longer a niche environmental concern. It is a public health risk, a food security issue and an economic challenge with human consequences that will outlast us if we do not act. Future negotiations and the actions businesses take in the meantime must reflect this urgency. Four priorities stand out: Put food systems first. Plastics in agriculture and aquaculture directly affect the safety and security of what we eat. Global policies should consider the full life cycle of plastics in food systems, from farm inputs to packaging and disposal. Set clear, practical rules for farming and food production. Governments must strengthen waste management in rural areas, provide funding for alternatives, train, incentivise and help farmers transition to practices that reduce reliance on plastics. Look beyond packaging. Producers should consider every stage of their supply chain, from how crops are grown to how products are delivered. Credible ecolabels, lifecycle assessments and transparent reporting can help consumers make informed choices and push the market toward better practices. Build coalitions for change. Industry groups, NGOs and governments must collaborate to pilot solutions, share data and advocate for harmonised standards. A human issue, not just a policy issue Plastics are part of modern life, but so is our responsibility to use them wisely. The decisions we make today will shape the quality of the food we eat, the health of our children, the integrity of our brands and the resilience of our communities for generations to come. The failure of the global treaty should not be an excuse for inaction. It is a call for governments, producers and citizens to take shared responsibility and to think beyond short-term profit or convenience. Because this is not just about plastics. It is about people, and the planet we all depend on. True progress will only come when leadership is measured not by quarterly results or narrow national interests, but by a willingness to think decades ahead. That means investing in innovation, backing new systems that reduce waste and creating policies that put food security and public health at the centre of environmental planning. It also means building trust with consumers by being transparent about impacts and committed to long-term improvement. History shows that when industries, governments and communities unite around common purpose, transformational change is possible. We stand at such a moment now. If we can seize it, we will not only protect ecosystems but also create a fairer, more resilient food system that works for everyone. If we fail, the cost will not just be measured in pollution, but in the wellbeing of future generations.

Steve Schmitt PepsiCo has announced today the appointment of Steve Schmitt as executive vice president and chief financial officer, effective November 10 2025. Schmitt will succeed Jamie Caulfield, who is set to retire after more than 30 years with the company. Caulfield will remain in his role until the transition date and will assist Schmitt in an advisory capacity until May 2026. Schmitt arrives at PepsiCo from Walmart, where he has served as CFO for Walmart US, overseeing financial operations for the retail giant's multi-billion-dollar omni-channel business. His tenure at Walmart has been marked by significant contributions to the company's digital transformation and cost discipline initiatives, positioning him as a key player in the evolving retail landscape. Ramon Laguarta, chairman and CEO of PepsiCo, expressed confidence in Schmitt's ability to drive the company's financial strategy. "Steve has a strong track record of proven results and brings critical expertise that aligns with PepsiCo's growth strategy," Laguarta said. He also highlighted Schmitt's experience with complex supply chains and operational excellence as essential assets for the company as it seeks to enhance profitability and shareholder value. Schmitt's background also includes roles at Yum! Brands, where he developed expertise in the quick-service restaurant sector and evaluated long-term growth strategies. His career began at UPS, where he spent over a decade, further enriching his financial acumen. As PepsiCo navigates a rapidly changing market characterised by shifting consumer preferences towards healthier and more sustainable products, Schmitt's leadership will be crucial. The company, which generated nearly $92 billion in net revenue in 2024, aims to capitalise on these trends while maintaining operational efficiency. Laguarta also acknowledged Caulfield's significant contributions to PepsiCo, highlighting his role in guiding the company through transformative periods. "We are grateful for his contributions throughout his tenure," Laguarta noted, as the company prepares for this pivotal transition.

Premier Foods’ Oxo stocks brand has unveiled several new lines this month: Bone Broth, Signature Ready-to-Use Stock, and Stock Powder. The Bone Broth products are made using British meat and bones, launched as bone broth continues to grow in popularity in the UK following rapid growth in the US. Bone broth accounted for more than 10% of sales in the ambient stock category in the States during 2024, according to Kantar data. Oxo’s venture into this trending space aims to appeal to customers seeking more nourishing benefits from their meal choices. The chicken bone broth contains 15g of protein and 5g of collagen per pack, while the beef bone broth has 18g of protein and 12g of collagen. Both flavours are made with natural ingredients and no preservatives, designed to provide rich, wholesome flavour alongside wellness benefits. They can be used to add depth as a base for soups, ramens and risottos, as well as on their own as a warming drink. They are available in resealable packages, designed for easy pouring. Oxo’s new Signature Ready-to-Use Stocks have been slowly simmered for up to 15 hours, extracting deep flavours that can be poured into a dish to enhance everyday meals such as gravies, pies, ragus and ramens. They are available in chicken, beef, and vegetable flavours, also launching in the resealable format for flexibility and ease. Finally, Oxo describes its Stock Powder line as a ‘category-first’ proposition, with the brand identifying a gap in the market for multifunctional offerings that provide great taste as well as effectively thickening dishes like soups. It is launching in three varieties: chicken and herb, garden vegetable, and mediterranean vegetable. The products come in a fully recyclable drum, made from 55% recycled content. Mark Alldred, senior global marketing director of flavours and seasonings, said: “At Oxo, our vision is to keep evolving our range to meet the needs of modern consumers, ensuring it remains a must-stock in every kitchen. Our three new launches use quality ingredients to add delicious flavours that elevate a wide array of meals and provide nutritional benefits.” The new lines will be available in selected retailers from 13 October 2025.

Calm drinks brand Trip is expanding its functional wellness range with the launch of its first Magnesium + Electrolyte Powder, marking the brand’s entry into the functional hydration category. Available from October across stores and online, the new Peach Yuzu blend combines natural electrolytes from Himalayan pink salt and coconut water extract with magnesium, vitamin D and Ashwagandha, in a clean, sugar-free formula designed to support calm and hydration. Each pouch contains 20 single-serve sachets. Olivia Ferdi, Trip’s co-founder and CEO, said: “We are always innovating to bring our community exceptional new ways to find calm in the everyday chaos. This new Magnesium + Electrolyte Powder offers a convenient, functional format for today’s busy consumers – uniquely delicious, with the authentically functional blends that Trip is known for.” The launch builds on Trip’s success in the premium drinks and supplement space and consumers can enjoy a free three-month subscription to Calm’s mental health well-being app with each purchase.

Rude Health has launched a new premium barista milk alternative range, debuting in two varieties – pistachio and hazelnut – this month (October 2025). The line is claimed to offer two first-to-market innovations for the UK alt-milk category – the pistachio variety positions itself as the only pistachio barista drink in the country that is made with real pistachios, while the hazelnut is claimed to be the only one made with real hazelnuts. Each of the premium drinks is crafted by blending real nuts with oats and a pinch of salt to create a ‘luxurious, nutty and decadently creamy’ offering, Rude Health said. They aim to stand apart from other nut drinks in the category, which often rely on flavourings, oils and additives to create a nutty taste and texture instead of using real nuts. Sam Maguire, Rude Health’s UK country lead, said the new drinks contain no flavourings, oils, gums or added sugar, aligning with growing demand for cleaner label products in the plant-based beverage – and broader F&B – category. “We’re seeing big shifts in demand for taste, transparency and premium options,” Maguire commented. “Our new range delivers on this, stepping up to match premiumisation in the coffee aisle.” The launch follows alt-dairy company Oddlygood Group’s acquisition of Rude Health last year , and is backed by insights from the company’s recent Plant-based Glass Ceiling Report.   The research highlights strong potential for category growth, with flavour innovation and quality perceptions emerging as key drivers. Maguire added: “By pairing Rude Health’s deep understanding of UK consumers with the scale and innovation power of the Oddlygood Group, we can bring products to market that help push the boundaries of the category – offering a premium clean-deck Barista range that’s free from oils, gums and syrups, yet still delivers a truly luxurious experience.” The Plant-based Glass Ceiling Report found that interest in flavoured options is particularly high, with 66% of low users and 58% of lapsed users ken to explore new varieties such as trending pistachio. Natural ingredients are also front of mind, with more than a quarter of low users (27%) actively seeking them. By combining flavour-led innovation with a focus on clean, premium ingredients, Rude Health aims to re-engage lapsed and low users while also providing exciting new options for its existing customers. While the plant-based drinks market has dropped 0.8% value in the last year, Rude Health reported 22% year-on-year growth. This reflects the growing demand for clean label, natural formulations within the category, with Rude Health’s innovation centering around simple ingredients and additive-free products. Nina Gilsvik, global CMO at Oddlygood Group, said: “The festive season is one of the biggest moments of the year for consumers to explore new tastes and treat themselves, which makes it the perfect time to launch our new premium barista range. We see good headroom for growth in everyday indulgence and the festive season gives us a unique opportunity.” The new premium barista products will be available at Waitrose stores across the UK from 12 October, with an RRP of £3.95 per 1L carton.

Nestlé has teamed up with the World Farmers' Organisation (WFO) in an effort to help make food systems more resilient to climate change. The partnership is described as a first-of-its-kind, marking the first alliance between a global food company and the largest global farmers’ association. Nestlé and the WFO will advocate for fair policies and practical solutions, such as regenerative agriculture, that can empower farmers and help the adapt to climate change. The two organisations will collaborate to understand farmers’ challenges, to promote awareness of regenerative agriculture, to strengthen farmers’ capacities, and to co-develop viable farming models that can inspire the next generation of farmers. Arnold Puech d'Alissac, president of the WFO, said: “"Farmers are facing the challenges of climate change every day, but they are also driving the solutions. Real change demands holistic approaches and collaboration across the value chain.” He added: “This partnership with Nestlé aims to lead by example, showing how farmers and industry can work together, with trust and respect, to build food systems that are fair, resilient and sustainable for people and the planet”. The WFO represents over one billion farmers globally from national organisations and agricultural cooperatives in more than 50 countries. Nestlé’s global head of public affairs, Chris Hogg, commented on the partnership: “Nestlé relies on 600,000 farmers globally to ensure a sustainable supply of its raw materials. Farmers, who are deeply aware of today's crop production challenges, are highly proficient at adapting and finding ways to work with the planet's natural resources to produce food.” “By partnering with the WFO, we want to put farmers at the center and share their insights and concerns to help inform food policies.”