JM Smucker has appointed Woo-Sung (Bruce) Chung and David Singer to its board of directors, effective 15 April 2026, expanding the board to 11 members, ten of whom are independent.  Woo-Sung (Bruce) Chung The appointments follow what the company described as 'constructive engagement' with activist investor Elliott Investment Management. Smucker has also entered into an information-sharing agreement with Elliott aimed at facilitating collaboration to drive sustainable shareholder value. Chung currently serves as executive vice president and chief financial officer of NRG Energy, where he oversees financial strategy, capital allocation, risk management and corporate development. His background includes senior finance and asset management roles at NRG, prior service as CFO of Nuclear Innovation North America, and earlier investment banking experience at Citigroup. David Singer Singer brings extensive branded food and beverage leadership experience. He most recently served as CEO of Snyder's-Lance and previously held the role of executive vice president and CFO at Coca-Cola Consolidated, the largest Coca-Cola bottler in the United States. Singer currently serves on the boards of Performance Food Group Company and Brunswick Corporation. Mark Smucker, chief executive officer, president and chair of the board, said: “Today, we have a strong foundation in place and a clear focus on driving continued organic growth, while enhancing profitability and earnings." JM Smucker maintains leading positions across multiple centre-store and pet categories in North America, including coffee, peanut butter, fruit spreads, frozen handhelds, sweet baked goods and pet food. Its portfolio includes brands such as Folgers, Dunkin', Café Bustelo, Jif, Uncrustables, Smucker's, Hostess, Milk-Bone and Meow Mix. The company said it remains confident in its long-term strategy to drive shareholder value through disciplined capital allocation and operational execution.

PepsiCo owned Doritos is entering the high-growth protein snack segment with the launch of Doritos Protein, a new tortilla-style chip delivering 10 grams of protein per one-ounce serving while maintaining the brand’s signature bold flavour and crunch. Rolling out to select retailers next month, the product represents a strategic expansion for PepsiCo into functional snacking. A single-serve format containing 17 grams of protein per bag is slated to follow later this year. Formulated with dairy-based casein protein – listed as the first ingredient and a complete protein containing all nine essential amino acids – Doritos Protein is positioned as a snack for consumers seeking added nutritional benefits without sacrificing taste. The product contains no artificial colours or flavours. Debuting in two varieties: Nacho Cheese – the brand’s top-selling flavour, featuring its classic bold, cheesy seasoning and Sweet & Tangy BBQ – a layered barbecue profile combining sweetness, spice and tanginess. Available in 7-ounce bags (SRP $4.89) and 12.75-ounce bags (SRP $7.39), the product will see additional size expansions later this year, including the higher-protein single-serve option. “The launch of Doritos Protein marks our strategic expansion into the protein snack category,” said Hernán Tantardini, chief marketing officer, PepsiCo Foods US. “We’re elevating the bold flavour and signature snacking experience consumers expect by using novel flavour and seasoning methods.” The introduction aligns with PepsiCo’s broader strategy of enhancing legacy brands with functional ingredients. Recent launches across its portfolio include: Smartfood Fibre Pop SunChips Fibre Pepsi Prebiotic Cola Poppi Prebiotic Soda Quaker Protein Granola Bars Quaker Protein Old Fashioned Oats Together, these innovations underscore PepsiCo’s effort to meet shifting consumer preferences for foods and beverages that combine taste, convenience and functional benefits.

Aqua Theon has secured a $13 million seed funding round, including $5 million directly invested into its marine plant-based drink brand, OoMee. The company aims to redefine functional beverages through marine plant innovation. OoMee combines a “function-first” approach with satiety support and Seabiotics, making seaweed more approachable for consumers. The brand has already established a presence in over 700 retail locations and maintains a 70% repeat purchase rate online. This milestone reflects growing consumer demand for wellness products built on real ingredients with tangible results. The funding round was supported by investors, partners, and the wider community, underscoring confidence in Aqua Theon’s mission to bring marine nutrition to the mainstream functional beverage market. Top image: © Oomee

As the confectionery sector enters 2026, manufacturers face intensifying pressure to deliver greater product variety, cleaner labels and faster innovation without sacrificing efficiency or compliance. Luca Menassi, general manager Asia at TNA Solutions, examines the technical, regulatory and operational trends shaping the year ahead, from micro-batching and modular production to new packaging and traceability regulations. For much of its modern history, confectionery manufacturing has been optimised around scale and repeatability. High-volume lines producing a limited range of SKUs rewarded efficiency, consistency and long production runs. That model is now under strain. Across jellies, gummies, marshmallows and liquorice, manufacturers are being asked to do more with the same assets: introduce seasonal and limited-edition products, accommodate plant-based and reduced-sugar formulations, and respond to faster-moving flavour trends – often simultaneously. Each of these demands comes at a time when the impact of any inefficiency is amplified by margin pressure from energy costs, labour constraints and raw material volatility. The defining challenge for confectionery producers in 2026, therefore, is not growth alone, but complexity. Success will depend on how well manufacturers can manage variation without compromising throughput, quality or compliance. Micro-batching moves from niche to norm One of the clearest shifts underway is the rise of micro-batching. What was once confined to seasonal novelties or test runs is becoming a mainstream production requirement. Retailers and brand owners are increasingly demanding shorter runs to support limited editions, region-specific flavours and rapid innovation cycles. The growth of functional and wellness confectionery – often produced in smaller volumes – has further accelerated this trend. From a production standpoint, micro-batching places new demands on processing and depositing systems. Changeovers must be fast and predictable, meaning that equipment which performs well at scale but struggles with frequent stops, starts and recipe changes quickly becomes a bottleneck. Manufacturers are therefore reassessing how modularity and flexibility are designed into their lines – not as optional features, but as core performance criteria. Flavour innovation under efficiency pressure Flavour remains one of confectionery’s most powerful tools for differentiation. Berry profiles, tropical blends, layered formats and centre-filled gummies continue to drive consumer interest, alongside more experimental textures such as crunchy inclusions or freeze-dried pieces. The challenge is that flavour innovation often introduces variability into otherwise stable processes. New ingredients can behave differently during cooking, depositing or setting. Multi-layer or centre-filled products require tighter synchronisation between stages. Even minor inconsistencies can affect weight accuracy, texture or visual quality. This year, leading manufacturers will be those that prioritise precision in material handling, consistent product flow and accurate depositing. These will be the factors that enable teams to experiment without destabilising the line. Repeatability and rapid changeovers are no longer opposites Historically, repeatability and flexibility have been seen as trade-offs. Lines were either optimised for long, stable runs or adapted for frequent changeovers at the expense of efficiency. That distinction is quickly becoming outdated. The best-performing confectionery lines today are designed to deliver repeatable outcomes across changing conditions. Recipes can be switched with confidence because upstream and downstream processes remain synchronised. Depositing accuracy is maintained even as formats change. Quality parameters are controlled digitally rather than manually. This balance of repeatability with rapid changeover will define competitive advantage in the months and years ahead. It allows manufacturers to protect core SKUs while continuously refreshing portfolios, without multiplying assets or labour requirements. Regulation becomes more present While consumer trends have dominated recent discussions, regulation is set to play a more visible operational role in 2026. In the European Union, the Packaging and Packaging Waste Regulation (PPWR) and restrictions on PFAS in food-contact materials will move from policy to practice. For confectionery producers, this may mean changes to packaging materials, sealing performance or line compatibility. In the United States, FSMA 204 traceability requirements will come into force, increasing expectations around digital record-keeping and batch-level visibility. These developments extend beyond compliance teams and directly affect production design, data integration and change management. Manufacturers that have already invested in digitally connected systems will be better positioned to adapt, while those relying on manual workarounds may face disruption. Sustainability shifts from targets to engineering decisions Sustainability expectations are also becoming more concrete. Rather than high-level commitments, manufacturers are being judged on measurable reductions in resource use. In confectionery production, this often translates into practical questions: How efficiently is starch handled and contained? How much rework is generated during changeovers? How much film waste occurs during packaging transitions? How consistently are batches produced the first time? Answering these questions requires visibility across the line. Fragmented systems make it difficult to identify losses or optimise performance holistically, whereas integrated approaches, by contrast, allow manufacturers to address sustainability at the level where it is either created or prevented. Embracing a systems mindset What unites these trends is the need for an integrated systems mindset. Confectionery leaders preparing for the year ahead are increasingly stepping back from individual machines or processes and looking at how the entire line functions together. In doing so, manufacturers are asking questions and reassessing how flexibility, precision and accountability are embedded into existing operations. Confectionery’s enduring appeal lies in its balance of familiarity and surprise. Consumers expect their favourite gummies or jellies to taste exactly the same every time – until they don’t, and instead want to try a new spin on classic flavours. Manufacturers must be prepared to cater for both cases. In 2026, that balance will become harder to maintain, but also more valuable. Manufacturers that can combine consistency with curiosity, underpinned by robust and adaptable production systems, will be best placed to navigate the year ahead.

Mars has unveiled a new enterprise-level philanthropic initiative, the Mars Impact Fund, committing $85 million between 2025 and 2027 to support community resilience, scientific development and companion animal health. The fund represents a strategic expansion of Mars’ corporate social responsibility agenda, aligning with the company’s principles-driven, family-owned business model. It complements Mars’ existing sustainability and foundation activities with long-term, targeted investments designed to generate measurable outcomes in markets where the company operates. Initial grants have been awarded to Save the Children and Humane World for Animals. Save the Children will receive $3 million over three years to expand Village Savings and Loan Associations (VSLAs) in cocoa-growing communities in Indonesia, aiming to strengthen livelihoods, child protection and community resilience. Humane World for Animals has been granted $726,000 to enhance veterinary access and training in underserved communities in India and Mexico, addressing both animal welfare and public health outcomes. “The Mars Impact Fund builds on decades of investment in the communities where we operate, strengthening and scaling work already underway,” said Andy Pharoah, vice president of corporate affairs and sustainability. He added: “By partnering with organisations that bring local expertise, we can expand opportunity, strengthen resilience, and improve lives for people and pets globally”. The fund will focus on three strategic pillars: boosting sourcing community resilience, diversifying the pipeline of scientists in food, agriculture and pet care, and improving companion animal wellbeing. It will also serve as Mars’ rapid-response vehicle for disaster relief impacting communities, employees and operations. The initiative signals an ongoing trend among major multinational F&B companies to embed philanthropy directly into enterprise strategy, leveraging core business expertise to drive systemic change. Mars, which generated over $65 billion in revenue across its food, snack and pet care segments, operates globally with brands including M&M’S, Pedigree and Royal Canin. Its veterinary networks, including Banfield and Bluepearl, provide a platform to extend the impact fund’s animal welfare initiatives. From 2028 onward, the company expects to allocate at least $50 million annually to the fund. Featured image: © Mars

PepsiCo-owned soda brand Poppi will launch in the UK next month, marking its first international rollout since PepsiCo's $1.95 billion acquisition in 2025 and testing whether the fast-growing US 'modern soda' segment can translate to British consumers. The brand will be produced and distributed locally by bottler Carlsberg Britvic, with a nationwide debut on 5 March across Tesco stores and Pret A Manger outlets, before a broader rollout later in the year. Poppi’s entry underscores PepsiCo’s strategy to premiumise and diversify its carbonated soft drinks portfolio amid slowing growth in traditional colas. PepsiCo completed its acquisition of the functional soda brand Poppi for $1.95 billion, including $300 million in anticipated tax benefits, back in May last year. Positioned as a low-sugar, low-calorie soda made with real fruit juice and high fibre, the brand sits at the intersection of functionality and indulgence – a space increasingly shaped by demand for 'better-for-you' refreshment. The five-flavour range – Strawberry Lemon, Orange, Raspberry Rose, Lemon Lime and Wild Berry – will be sold in 330ml cans, both singly and in multipacks. While fibre-enhanced sodas remain niche in the UK, PepsiCo is betting that strong branding and social-led marketing, which helped Poppi scale rapidly in the US, can recruit younger consumers and unlock new occasions. For retailers, the proposition is as much about trade-up and fixture disruption as health positioning. Carlsberg Britvic said the brand’s bold design and flavour credentials offer a high-impact addition to chillers, targeting shoppers seeking flavour-led soft drinks with a modern identity. The UK launch will serve as an early indicator of whether functional soda can move beyond the US and carve out a meaningful share in Europe’s competitive carbonates market, where reformulation, sugar reduction and premiumisation remain central battlegrounds.

Figures released by charity Foodrise have revealed that beef and lamb received an estimated 580 times more common agricultural policy (CAP) subsidies from the European Union than legumes in 2020. The 2020 figures show beef and lamb received €8 billion in CAP subsidies from the EU, compared to just €14 million for legumes such as lentils and beans. Dairy also received an estimated 500 times more CAP payments than nuts and seeds (€16 billion compared to just €29 million). Overall, the EU directed three times more CAP subsidies to the production of high-emitting meat and dairy than to plant-based foods in 2020 – around 77% of total CAP subsidies for farmers (€39 billion out of €51 billion). Foodrise published the breakdown of funding for individual food types by the EU in its CAP at the Crossroads  report, published last week. It showed that meat and dairy production received over ten times more CAP subsidies than fruit and vegetable production, and over 16 times more than cereal production. Animal-derived foods are estimated to cause between 81–86% of the total greenhouse gas emissions released during product lifecycle across the EU food production sector – while only providing an estimated 32% of calories and 64% of protein consumed in the EU. The figures come as EU policymakers are due to soon make decisions on public money given to farmers through its common agricultural policy for 2028–2034. Martin Bowman, senior campaigns manager at Foodrise, said: “CAP is at a crossroads, and EU policymakers have a huge opportunity to switch course and take the action required to support a just transition to healthy sustainable plant-rich diets – which we know have the potential to boost farmer incomes, reduce reliance on imports, mitigate climate change, improve Europeans’ health and restore nature”. He added: “At the very least, plant-based foods deserve a fairer share of CAP subsidies, to compete on an equal footing. In line with the recommendations of the landmark Strategic Dialogue report, EU policymakers should urgently introduce a Plant-Based Action Plan to promote plant-based foods across the supply chain, and an Agri-food Just Transition Fund to support farmers in the transition.” The 2024 Strategic Dialogue on the Future of EU Agriculture resulted in an agreement between EU farming groups, civil society, businesses and academics, acknowledging an EU trend toward plant-based foods and stating that it is “crucial to support this trend”. The European plant-based food and beverage market is projected to grow by over 50% to $83.3 billion by 2030. However, the EU has faced criticism from those advocating for a shift toward plant-forward diets due to its delays in taking action – particularly in light of its potential introduction of a labelling ban  that would reserve words like ‘burger’ and ‘sausage’ for meat products, creating barriers for the meat alternatives category.

Beyond Meat has expanded its recently launched range of functional beverages, Beyond Immerse, with the addition of four new flavours. The brand, known for its range of hyper-realistic plant-based meat alternative products, announced its entry into the beverage market in January this year. The sparkling Beyond Immerse drinks are made from pea protein and fibre from tapioca, available in both 10g protein and 20g protein options. They also contain electrolytes for hydration and vitamin C for immune support. Building on the momentum of the initial roll-out, Beyond has today (26 February 2026) announced the addition of Cherry Berry, Strawberry Lemonade, Piña Colada and Cucumber Grapefruit flavours to the line. These join the previously announced Peach Mango, Lemon Lime and Orange Tangerine varieties. © Beyond Meat The new flavours are available for a limited time, exclusively via Beyond Meat’s online Beyond Test Kitchen platform. Ethan Brown, founder and CEO of Beyond Meat, commented on the launch: “Beyond Immerse represents a meaningful next chapter for our brand as we expand beyond centre-of-the-plate protein. We challenged ourselves to redefine the protein drink, designing a beverage that immerses the body not only in protein but more broadly in the remarkable power of plants.” He added: “We can’t wait for consumers to experience the new flavours for themselves.”

Better-for-you cereal and snack brand Catalina Snacks is broadening its lineup with two new product launches: Peanut Butter Protein Cereal and Parmesan Garlic Protein Snack Mix. Both SKUs are available now via the brand’s website, with broader retail distribution expected to follow. The launches reinforce Catalina Snacks’ positioning around bold flavour paired with functional nutrition, centred on protein, fibre and low sugar, as it continues to challenge conventional cereal and salty snack formulations. The new Peanut Butter Protein Cereal delivers 11g of protein per serving, is an excellent source of fibre and contains 0g of sugar, according to the company. Positioned as an alternative to sugar-heavy legacy cereals, the product aims to appeal to shoppers seeking indulgent flavour without compromising nutritional goals. The cereal is designed for multiple dayparts, from breakfast bowls to snacking and dessert occasions, reflecting continued blurring between traditional meal and snack usage patterns in the category. Joining the permanent portfolio after a limited-edition run, Parmesan Garlic Protein Snack Mix responds to strong consumer demand for savoury, high-protein options. The mix features Catalina Crunch cereal squares, almonds, cashews, soy wheels and gluten-free pretzels. Each serving provides 10g of protein, is a good source of fibre and contains just 1g of sugar, a formulation aimed at differentiating from traditional snack mixes often high in refined carbohydrates and added sugars. Sam Martin, chief revenue & marketing officer at Catalina Snacks, said today’s consumers expect both flavour and functionality in the same bite, noting that the new additions continue the brand’s focus on delivering “protein, fibre and lower sugar… without compromise.” Founded in 2018, Catalina Snacks has built its growth strategy around reformulating pantry staples with reduced sugar and added positive nutrition. In 2025 alone, the company says its portfolio helped remove more than 4.9 million pounds of sugar from consumers’ cereal diets. Now available in more than 30,000 retailers nationwide, the brand continues to expand distribution across grocery, mass and e-commerce channels. The addition of Peanut Butter Protein Cereal strengthens its core cereal range, while Parmesan Garlic Protein Snack Mix supports growth in the increasingly competitive better-for-you savoury snacks segment.

Sharon Bligh From climate change and biodiversity loss to public health and social inequality, the global food system sits at the crossroads of some of the world’s most urgent challenges. Sharon Bligh, director of health & sustainability at the Consumer Goods Forum, explores how, at a moment when environmental pressures, supply chain fragility and diet-related disease are all accelerating, transforming the food system is no longer optional – it is essential. Our world cannot function without food to nourish the population. The recent EAT-Lancet 2025 report offers a compelling perspective: the global food system alone holds decisive power in determining whether we can solve some of our biggest environmental and social challenges. The report shows that one-third of global greenhouse gas emissions come from food, while 40,000 early deaths could be prevented daily if more people adopted a healthier, planet-friendly diet. From supply chain stability to public health, the food industry sits at the heart of multiple interconnected issues. We can’t have healthy people on a sick planet or sick people on a healthy planet – the health of both is intimately connected. I regularly speak with leaders of FMCG and retail companies about the innovative approaches they are taking to unlock the potential of the food industry and the realities they are grappling with. I can see the huge potential for our industry to keep improving how we grow, transport and consume food. The hurdles we face are clear - and now it’s about determinedly sourcing and scaling practical solutions. Starting at the source: Farmers The journey to transforming the food system should begin at the farm level. Smallholder farmers produce 70–80% of the world’s food, yet they face immense threats from climate shocks and often struggle to meet their own food needs. The cocoa industry, for example, relies on African smallholder farmers who supply over 90% of global cocoa. Despite their central role, many live in poverty and lack access to nutritious food, resulting in poor health. Addressing these gaps through targeted nutrition and livelihood programmes can significantly improve farmer wellbeing and stabilise productivity. Workforce nutrition of smallholder farmers is not just a moral imperative, but a smart investment for businesses wanting to strengthen their supply chains. Equally important is tackling food loss at source. The Global Farm Loss Tool, developed by World Wide Fund for Nature (WWF), in partnership with the CGF, empowers growers to measure and reduce on-farm losses, helping to conserve resources, improve yields and increase profitability. Reducing waste before it enters the supply chain is one of the most efficient ways to cut unnecessary costs and emissions. Transport efficiency through collaboration Once food leaves the farm, it enters a complex web of logistics. Transport inefficiencies not only drive up costs, but they also contribute to spoilage, emissions and supply chain disruptions. To tackle this, collaboration is key. Retailers, suppliers and logistics providers must work together to streamline operations, share data and optimise routes. By aligning incentives and investing in smarter infrastructure, the whole value chain can produce less waste, ensure lower emissions and drive better profit margins across the board. In the UK, for example, Mondelēz International reduced transport emissions and costs by working with a retail partner to introduce double-decker trailers, doubling pallet capacity per truck. This simple but effective change cut the use of 2,600 trucks last year alone. In Canada, the company has enhanced logistics with another retailer by optimising the pooling pallet supply to one of their distribution centres. These initiatives are only possible through collaborations. Empowering healthier, more sustainable diets At the consumer level, the challenge is both behavioural and systemic. Diets low in nutrients are driving a global health crisis, while unsustainable consumption patterns are accelerating emissions caused by food waste. The food industry has a powerful role to play in shifting this trajectory. Reformulating products, promoting plant-based options and making healthier choices more accessible and appealing are all part of the solution. When nutritious options are seen as desirable, choosing them regularly becomes natural. The food industry can shift behaviours and create lasting change by providing consumers with clear, consistent information for making healthier choices. Labelling, marketing and digital tools can help bridge the gap between intention and action, turning healthy and plant-based eating into a habit. A compelling example comes from our supermarket and manufacturing members, who are offering fresh meal kits and promoting healthier cooking. By bundling together ingredients for popular recipes such as vegetable curries or stir-fry noodles, these companies are managing their inventory more efficiently, reducing on-shelf waste, while making healthy meals more desirable. While the exact approach will differ from shops and markets, this is a sign that targeted intervention can create concrete changes. A call for collective action Transforming how we grow, transport and consume food is not always about just doing more - it is about focusing on what matters most. To build a food system that is resilient and efficient, we must rethink how we work together. No company, government, or organisation can fix the food system alone. It is one of the most complex systems on Earth, involving farmers, manufacturers, retailers, policymakers and consumers. But this complexity only intensifies the need for collaboration. Through the CGF’s Coalitions of Actions, from Food Waste to Healthier Lives and the Climate Transition Coalition, we see firsthand what is possible when industry leaders come together to deliver change through pre-competitive collaboration. Creating a better food system together is a major piece of the puzzle to address some of our world’s biggest problems. I am confident the industry has the determination, ingenuity and capability to unleash this potential.

Innova/6, a private equity fund managed by Innova Capital, has announced the sale of its stake in Oshee, a Central European functional beverage and snack brands, to international investment firm Mid Europa Partners. The transaction marks the end of a nearly seven-year partnership during which Oshee almost quadrupled its revenues organically, surpassing PLN 750 million (approx. €170 million) in 2025. Over the same period, EBITDA increased more than fivefold, reflecting both top-line growth and operational scaling. Oshee has established itself in Poland’s isotonic and vitamin drinks market, building strong consumer loyalty among both professional athletes and everyday active consumers. Its portfolio spans isotonic drinks, vitamin beverages, energy drinks, protein bars and dietary supplements, with distribution now reaching 55 countries worldwide. During Innova Capital’s investment period, the company significantly expanded its product portfolio and played a central role in developing new market segments. These include vitamin-enriched beverages and modern hydration solutions such as water additives under the Oshee DI line, a fast-growing subcategory aligned with global trends in personalised and portable hydration. The group also strengthened its presence in the mineral water segment through the expansion of the Kinga Pienińska brand, sourced from one of Europe’s cleanest mountain regions. Production capacity increases under this label accelerated growth in the premium water category, complementing Oshee’s functional positioning. A comprehensive marketing and sponsorship strategy underpinned Oshee’s domestic leadership and international growth. Simultaneously, Oshee implemented a structured export strategy, shifting from a distributor-led approach to establishing direct sales structures in key international markets. Dedicated local marketing strategies supported this transformation. As a result, export sales increased fivefold, with the company achieving market leadership positions in countries including Finland, Lithuania and Bulgaria. Despite the ownership change, founders Dariusz Gałęzewski and Dominik Doliński will retain control of the business and remain actively involved in its development alongside Mid Europa Partners. "The history of Oshee’s development demonstrates how the entrepreneurial talent of its founders, combined with a well-conceived strategy and consistent execution, enabled the creation of a strong brand with global ambitions, "Leszek Muzyczyszyn, senior partner at Innova Capital. "We believe that, together with the new investor, Oshee will continue to strengthen its position in international markets and further expand its product portfolio," Muzyczyszyn added. The transaction is expected to close following customary regulatory approvals and standard closing conditions.

William Grant & Sons’ Hendrick’s Gin is launching a new permanent addition to its premium gin range, 'Another Hendrick’s,' marking the brand’s first line extension since 2017. The launch is positioned to reinforce Hendrick’s global premiumisation strategy and target a new generation of gin consumers. Another Hendrick’s combines the brand’s signature rose and cucumber with orange blossom and cacao, creating a distinctive flavour profile housed in a white apothecary-style bottle. Master distiller Lesley Gracie said the combination was developed to explore new sensory dimensions while remaining true to Hendrick’s characteristic complexity and lightness. From a commercial perspective, the launch expands Hendrick’s presence in both on- and off-trade channels. The product will roll out across 408 Sainsbury’s stores in the UK from February 22, with availability on Amazon from March 9, alongside selected premium bars and restaurants. The gin carries an ABV of 41.4% and a recommended retail price of £33, aligning with Hendrick’s established premium positioning. Hendrick’s parent company, William Grant & Sons, a sixth-generation family-owned distiller, has leveraged its portfolio of global spirits, including Glenfiddich, The Balvenie, and Monkey Shoulder, to reinforce the brand’s premium image. The launch of Another Hendrick’s reflects the company’s broader strategy to innovate within established premium categories and extend brand relevance in competitive gin markets. Hendrick’s marketing strategy includes the introduction of an 'Another Hendrick’s Spritz' cocktail to complement the classic Hendrick’s serve, highlighting the new expression’s versatility in mixed drinks and experiential on-trade occasions. The premium gin segment continues to grow in Europe and North America, driven by consumer demand for craft, distinctive flavours and heritage-led brands. By introducing a permanent new expression, Hendrick’s aims to capitalise on this trend while differentiating itself from competitors who rely primarily on limited editions or flavour variants. Hendrick’s Gin has maintained a reputation for innovation and creativity since its launch in 1999, with its distinctive cucumber and rose profile credited with helping to ignite a global 'gin renaissance'. Another Hendrick’s represents both a brand evolution and a tactical move to strengthen market share in the premium gin category, combining heritage credentials with new product appeal.