2nd Nature, developer of the AgWaste Portal intelligent upcycling platform, has launched its first portfolio of AI-discovered functional ingredients, including non-calorie natural sweeteners and non-sodium umami enhancers. Discovered in the side streams of widely processed crops such as wheat, soy, rice, peanut and corn, the ingredients are designed to help manufacturers reformulate food and beverage products to reduce sugar and sodium while maintaining taste and functionality. The company has filed a patent protecting the newly identified compounds, which it describes as difficult or impossible to uncover through traditional human-led screening methods. The initial ingredient portfolio directly addresses two of the food industry’s most persistent formulation challenges: delivering sweetness without calories and enhancing savoury flavour without salt. According to the company, the natural sweeteners replicate sugar’s sensory profile without metabolic impact, while the umami enhancers provide depth and flavour amplification without sodium. “What makes these ingredients revolutionary isn’t just where they come from, but how they were found,” said Effendi Leonard, co-founder and CEO of 2nd Nature. “Our AgWaste Portal identified these compounds in the byproducts of crops that are already processed at massive scale." He continued: "These are materials manufacturers typically pay to dispose of, yet they contain high-value functional ingredients that can now be produced efficiently and at low cost”. 2nd Nature discovered the ingredients using its proprietary AgWaste Portal, an AI platform that analyses the molecular composition of agricultural processing side streams. Rather than relying on years of trial-and-error testing, the platform maps what the company describes as the 'molecular universe' of food waste, predicting functional properties of small molecules, fibres, peptides, enzymes and proteins. This approach significantly shortens development timelines, enabling the identification of natural sweeteners and umami enhancers with targeted functional performance in a matter of months rather than years. By sourcing ingredients from the side streams of globally abundant crops instead of exotic plants or animal-derived inputs, 2nd Nature positions its ingredients for scalable, cost-efficient production. Major agricultural processing operations generate millions of tons of nutrient-rich byproducts annually, much of which is treated as waste. The company’s model allows manufacturers to upcycle their own side streams into functional ingredients, effectively converting disposal costs into potential revenue while creating a shorter, more resilient supply chain. The patent protects the newly discovered compounds across a broad field of use, including food and beverage, wellness, personal and home care and pharmaceutical formulations. According to 2nd Nature, the patent reflects both the novelty of the compounds and the flexibility of the AgWaste Portal to identify functional ingredients from a wide range of waste streams. As consumer demand for reduced-sugar and low-sodium products continues to grow, manufacturers face increasing pressure to reformulate without sacrificing sensory appeal. Many existing solutions rely on synthetic additives or fall short on taste. 2nd Nature positions its AI-discovered ingredients as clean label alternatives that preserve full flavour while enabling meaningful nutritional improvements. The company believes this combination could unlock reformulation opportunities in categories where taste trade-offs have historically limited adoption. The ingredients will be available for commercial sampling in Q2 2026. Featured image: © 2nd Nature

Flora Food Group has rolled out a reformulated I Can’t Believe It’s Not Butter range in the US, as the packaged food group looks to revitalise the long-running spreads brand by emphasising cooking performance alongside reduced saturated fat. The updated NutriRich formulation is designed to improve creaminess, consistency and heat stability across applications including sautéing, baking and sauce-making, addressing a common criticism of butter alternatives in both home and foodservice kitchens. Flora Food Group said the reformulation delivers up to 70% less saturated fat than dairy butter while also adding functional nutritional benefits, including vitamins A, D, E and B12 and omega-3 fatty acids. The company is positioning the product as a more versatile cooking fat rather than a narrow butter substitute. The relaunch includes three products: an Original variant available nationwide, a Light version with reduced calories and saturated fat, and an Extra Creamy SKU containing 8% fresh cream, which is set to launch later this year in both tubs and sticks. The move comes as traditional spreads face sustained pressure from a rebound in butter consumption, increased competition from premium oils and ongoing consumer scrutiny around processing and ingredients. By focusing on functional performance in cooking, Flora Food Group is seeking to protect volumes and margins in a mature category by broadening usage occasions beyond spreading, and by appealing to consumers who want lower saturated fat without sacrificing cooking results.

Organic frozen food producer Pack'd has expanded its fruit portfolio with the launch of Organic Frozen Pomegranate. The product is made from 100% organic pomegranate and frozen at peak ripeness to preserve flavour and nutritional value. Pack'd said the launch responds to growing demand for nutritious, versatile ingredients that fit into busy lifestyles. Pomegranate seeds are commonly used across sweet and savoury applications, including breakfast bowls, smoothies, salads and cooked dishes, but are typically sold fresh with a limited shelf life. According to the company, the frozen format offers a ready-to-use alternative that allows consumers to portion as needed and store the product for longer, helping to reduce food waste. Katy Hamblin, director of marketing at Pack'd, said: “With the launch of our Organic Frozen Pomegranate, we’re leaning into the increased interest in this fruit, making it easier than ever for consumers to enjoy this nutritious ingredient without the prep, while still maintaining the quality, taste and nutritional benefits you’d expect from fresh fruit. This product is often sold in the salad aisle with a relatively short shelf life, but our frozen format offers a more convenient and longer lasting alternative. She continued: “This launch reflects our ongoing commitment to providing convenient, organic products that support healthier every day choices. Consumers can get exactly what they need, when they need it, while reducing food waste.” The frozen pomegranate seeds will be available exclusively through Ocado from 27 January, priced at £4.60.

Rowntree’s is expanding its ice lolly portfolio in the UK with two new fruit-led products, as owner Froneri looks to reinforce its position in the take-home ice cream category through flavour innovation and brand extension. The launches – Fruit Explosion and Fruit Pastilles Berries – both target continued consumer demand for fruit-forward, non-dairy frozen treats, a segment that has outperformed much of the wider ice cream market in recent years. Fruit Explosion introduces a new dual-texture sorbet format to the Rowntree’s range, combining two flavours in a single lolly with a fruit sauce core. The multipack includes apple and sour cherry sorbet with sour cherry sauce, and mango and passion fruit sorbet paired with kiwi sorbet and kiwi sauce. Froneri says the product is designed to deliver incremental growth by offering a differentiated eating experience within a crowded freezer aisle. Alongside it, the company is extending its best-selling Fruit Pastilles ice lolly franchise with Fruit Pastilles Berries, a strawberry and blackcurrant flavour shaped in the brand’s signature sweet format. The SKU builds on the strong performance of Fruit Pastilles, which is one of the largest individual products in the UK ice cream category by unit sales, according to Nielsen data. The launches form part of Froneri’s wider strategy to lean into fruit-based innovation, which has driven recent growth for the brand. The company pointed to the success of its mango ice lolly – the top-selling ice lolly new product development of the past five years – as evidence of sustained consumer appetite for bold, recognisable flavours. Fruit Explosion will be sold in 6x42ml multipacks with a recommended retail price of £2.50, while Fruit Pastilles Berries will be available in 4x65ml packs, also priced at £2.50. Rowntree’s ice lollies are produced by Froneri, the world’s second-largest ice cream manufacturer, which operates in more than 23 countries. The Rowntree’s brand is licensed from Nestlé.

British soft drinks maker Cawston Press has entered the fast-growing no- and low-alcohol drinks market with the acquisition of Loah, a fruit-led alcohol-free beer brand, as manufacturers increasingly look to blur the lines between soft drinks and beer. The acquisition marks Cawston Press’ first move into the non-alcoholic beer category and reflects a broader shift among drinks producers seeking growth beyond traditional soft drinks, as consumer demand for alcohol moderation and 'zebra striping' drinking habits becomes a year-round trend rather than a seasonal one. Loah produces beers brewed to under 0.5% ABV, using hops designed to complement added fruit flavours. Its range includes Peach Pale Ale, Blood Orange IPA and Lime Lager, all of which are gluten-free and vegan – attributes that have become increasingly important in the no/low segment. Founder Hugo Tapp will continue to lead the brand, retaining responsibility for brewing, innovation and brand development, while gaining access to Cawston Press’ supply chain, distribution and marketing infrastructure. For Cawston Press, the deal offers a route into a category that sits between soft drinks and alcohol, allowing the company to leverage its established grocery, impulse and on-trade relationships while expanding the portfolio it can offer operators. “The lines between soft drinks and no/low alcohol are blurring,” Cawston's managing director Steve Kearns said, adding that the company sees opportunities to grow Loah through retail while also supporting pubs and restaurants looking to build more varied drinks menus across multiple occasions. Industry data suggests flavour is becoming a decisive factor in alcohol purchasing, with UK drinkers increasingly prioritising taste over price – a shift that has helped premiumise parts of the no/low category, particularly fruit-forward and beer-adjacent products. Cawston Press said the acquisition follows strong seasonal interest in alcohol moderation at the start of the year, but is aimed at capturing longer-term growth as consumers increasingly alternate between alcoholic and non-alcoholic options. The updated Loah range is available to trade customers through Cawston Press with immediate effect. Financial details of the deal were not disclosed.

The Simply Good Foods Company has appointed former executive Joe Scalzo as president and chief executive officer, effective immediately. Joe Scalzo Scalzo succeeds Geoff Tanner, who is stepping down from the role. Scalzo will also join the company’s board of directors on 28 January 2026, following its annual shareholders’ meeting. Scalzo previously served as CEO until July 2023 and as executive vice chairman until August 2024. He brings more than a decade of leadership experience at Simply Good Foods and its predecessor, Atkins Nutritionals, where he oversaw the company’s 2017 public listing and the acquisition and integration of Quest Nutrition, transforming the business into a multi-brand nutritional snacking platform. The board said Scalzo’s return is intended to support renewed growth and improved profitability across the business, citing his familiarity with the company’s brands, operations and consumer landscape. James Kilts, chairman of the board of directors of Simply Good Foods, commented: “Joe is a visionary in our industry widely admired by our team and partners alike for his role as the key architect of the business over the course of the last decade. We are pleased to welcome him back as we embark on a new chapter of driving growth and creating value for our stockholders.” Scalzo commented: “I am energised to be returning home to Simply Good Foods at this critical moment. Together with our exceptional team, we have a clear view of the mission in front of us to secure Simply Good Foods’ leadership in innovation and product quality while ensuring best-in-class execution." He continued: "I have tremendous belief in the proven power of this platform and in its potential to stay on the leading edge of the nutritional snacking landscape.” Kilts added: “We greatly appreciate Geoff’s contributions in helping Simply Good Foods navigate a dynamic operating environment while keeping the Company positioned for success. We wish him all the best in his future endeavors.” Top image: © The Simply Good Foods Company

Smithfield Foods will acquire US hot dog maker Nathan’s Famous in an all-cash deal valued at approximately $450 million, moving to secure full ownership of one of its most recognisable licensed brands and strengthen growth across retail and foodservice. The packaged meats group will pay $102 per share for Nathan’s Famous, a 12.4-times multiple of the brand owner’s trailing adjusted EBITDA, according to the companies. Smithfield says the transaction will be immediately accretive to earnings and expects to generate around $9 million in annual cost synergies within two years of closing. The deal gives Smithfield permanent control of the Nathan’s Famous brand, which it has manufactured, distributed and marketed under licence in North America since 2014. That licence, covering both retail and foodservice channels, was due to expire in 2032. By bringing the brand fully in-house, Smithfield removes long-term licensing risk while gaining greater flexibility to expand the Nathan’s Famous range and push deeper into foodservice – a channel the company sees as a key growth opportunity for its higher-margin packaged meats business. “Nathan’s Famous is a natural strategic fit,” said Smithfield chief executive Shane Smith, pointing to the company’s existing manufacturing scale, distribution network and product development capabilities. Nathan’s Famous, best known for its all-beef hot dogs, distributes products across all 50 US states and more than 20 international markets through retail, foodservice and licensed restaurants. While its standalone scale is modest, the brand carries strong recognition in US foodservice, sports venues and seasonal consumption occasions. Smithfield says the acquisition would allow it to accelerate innovation under the Nathan’s Famous name, expand the portfolio beyond core hot dogs and better integrate the brand into its existing retail and foodservice sales infrastructure. The deal also strengthens Smithfield’s packaged meats portfolio, which includes Eckrich and other value-added brands, at a time when US meat producers are increasingly prioritising branded, higher-margin products to offset volatility in commodity pork markets. The transaction will be funded with cash on hand and is expected to close in the first half of 2026, subject to shareholder approval, US antitrust clearance and review by the Committee on Foreign Investment in the United States. Nathan’s Famous chief executive Eric Gatoff said the deal provided a “compelling valuation” for shareholders and positioned the brand for its next phase of growth under an owner with deep retail and foodservice reach.

McCormick & Company-owned brand Frank’s RedHot will launch four new sauces in the US, expanding its flavour portfolio as the world’s largest spice company looks to capture incremental growth from game-day eating occasions and consumer demand for bolder, hybrid flavours. The new products – including wing sauces, dips and squeeze formats – will roll out nationally in the coming weeks, ahead of the Super Bowl, one of the biggest consumption moments of the year for snacks, sauces and prepared foods. The launches underscore McCormick’s strategy of extending established brands through adjacent flavour profiles and formats rather than relying solely on entirely new concepts, a model that has helped the group maintain pricing power and defend share in a competitive condiments market. “The Big Game is one of the biggest food moments of the year,” said Valda Coryat, McCormick’s vice president of marketing, adding that consumers are increasingly looking to refresh familiar dishes with new flavour twists rather than abandon staples altogether. The four additions include Garlic Parmesan, Pineapple Hawaiian and Spicy Maple wing sauces and dips, alongside a Ghost Pepper Ranch squeeze sauce – combining mainstream comfort flavours with heat levels designed to appeal to both core and more adventurous consumers. For manufacturers and retailers, the launches reflect continued momentum behind 'flavour mash-ups' – sweet-heat, dairy-heat and global-inspired profiles – which have emerged as a key growth lever in centre-of-store and chilled categories as shoppers trade up within familiar formats. McCormick says internal consumer research shows 41% of US football fans view game day as an opportunity to experiment with new recipes, while wings and pizza remain dominant staples. The company has increasingly used such consumption insights to guide limited-time launches and promotional cycles around peak events. While positioned as consumer-facing innovations, the expansion also has implications for foodservice operators and private-label manufacturers that rely on branded flavour cues to drive menu and product development, particularly in high-volume occasions such as sporting events. Frank’s RedHot is one of McCormick’s largest brands and sits alongside Cholula, Old Bay and French’s within a portfolio the company has used to capitalise on sustained demand for flavour intensity across retail, foodservice and industrial channels.

Tetra Pak says will invest €60 million ($65 million) in a new pilot plant in Sweden to accelerate the development of paper-based barrier technology for aseptic cartons, as food and beverage producers seek lower-carbon packaging solutions that reduce reliance on aluminium. The investment will fund an owned pilot facility at the packaging group’s site in Lund, southern Sweden, enabling faster industrialisation of an aseptic carton material that replaces the traditional aluminium foil layer with a paper-based barrier. This latest move is aimed at helping large beverage and dairy manufacturers cut packaging emissions while maintaining shelf life and food safety – a long-standing technical hurdle for aluminium-free aseptic cartons. According to Tetra Pak, the new material increases the paper content of beverage cartons to around 80% and, when combined with plant-based polymers, raises traceable renewable content to as much as 92%. The company says the solution can reduce a carton’s carbon footprint by up to 43% compared with conventional aseptic packaging, based on Carbon Trust-verified lifecycle modelling. For food and beverage manufacturers under pressure from retailers, regulators and consumers to decarbonise packaging, aluminium has become a growing challenge due to its carbon intensity, cost volatility and recycling complexity. By simplifying carton structures from three materials – paper, polymers and aluminium – to two, Tetra Pak said the new format could also improve recycling efficiency, enabling higher recovery of paper fibres and cleaner non-fibre fractions within existing recycling infrastructure. The pilot plant will allow customers to test the technology across the full production chain, from barrier formation to filled package production, before committing to commercial-scale deployment. “This facility is about making the technology accessible at industrial scale,” said Joakim Tuvesson, vice president for materials and packaging at Tetra Pak. “It gives customers the ability to understand how the barrier performs in real manufacturing conditions, not just in the lab.” The Lund site was selected for its proximity to Tetra Pak’s materials research teams, its collaboration with Lund University, and access to advanced testing facilities at the MAX IV synchrotron laboratory. Tetra Pak said it expects to begin pilot production and host its first customers at the site in the first quarter of 2027. The investment forms part of the company’s wider plan to spend around €100 million annually through to 2030 on sustainable packaging development, as competition intensifies among packaging suppliers to offer fibre-based alternatives that can meet the performance requirements of liquid foods. The company launched its first aseptic carton using a paper-based barrier in 2023 in partnership with a Portuguese dairy producer. The format has since been positioned as a pathway to aluminium-free cartons for high-volume beverage categories such as milk, plant-based drinks and juices.

Alex de Vigan As food and beverage manufacturers face rising costs, tighter regulation and growing sustainability pressures, digital twins are emerging as a powerful tool for precision and performance. Alex de Vigan, CEO and founder of Nfinite, explores how real-time, data-driven simulations are transforming decision-making, resource efficiency and product quality across the industry. From energy costs to consumer demand for sustainability, few sectors operate under as much pressure and scrutiny as food and beverage manufacturing. As the industry continues its push toward automation and real-time decision-making, one challenge persists: the quality of the data used to run operations. Digital twins offer a compelling path forward. These are living, evolving models that replicate the physical world in precise digital form. By integrating data from sensors, production systems and AI models, digital twins allow manufacturers to simulate, test and optimise physical processes without interrupting them. For an industry where precision, safety and efficiency are paramount, that opens up new possibilities. And perhaps more importantly, it offers a way to bridge the persistent gap between what’s happening on the ground and the digital systems designed to increase efficiency and productivity. What is a digital twin? At its core, a digital twin is a high-fidelity replica of a physical product, system or process. But what makes it transformative is its ability to mirror reality in motion. Unlike static CAD files or isolated datasets, a digital twin is fed by real-time inputs (temperature, flow rates, pressure, viscosity, energy use) making it dynamic and interactive. In the context of F&B, this means manufacturers can simulate how a new recipe will perform under production conditions, identify where water usage can be reduced in a clean-in-place cycle or forecast how packaging changes will affect the entire logistics chain. By essence, they are operational tools. It is this blend of physics-informed modelling, live data, and spatial context that makes digital twins so powerful. Why it matters for the food and beverage industry In F&B manufacturing, precision is not optional. Whether mixing dairy emulsions or calibrating thermal treatment lines, there is little margin for error. Digital twins allow for an unprecedented level of simulation and scenario testing before any physical change is made. Process optimisation: By modelling entire production lines, manufacturers can run virtual stress tests on bottlenecks, trial different throughput levels or simulate cleaning cycles, all before implementation. This minimises downtime and avoids costly trial-and-error approaches. Resource efficiency: Digital twins can expose hidden inefficiencies in water, energy and raw material use. By correlating sensor data with real-time process flows, systems can suggest optimised configurations for resource savings, crucial in a sector under mounting environmental regulations. Predictive maintenance: By tracking the digital twin of a machine alongside its real-world counterpart, maintenance can shift from reactive to predictive. Anomalies become easier to detect, service schedules more accurate and asset lifespan extended. Quality and compliance: In highly regulated segments, digital twins offer traceability. Any deviation from predefined standards (temperature, humidity, ingredient ratios) can be flagged immediately. This strengthens food safety protocols and streamlines audits. Unlike industries that deal in discrete components or uniform materials, food and beverage manufacturing faces a unique blend of variables: biological inputs, perishable goods, tightly integrated supply chains and ever-shifting consumer trends. This complexity is precisely why digital twins are such a strong fit. Rather than treating each part of the system (processing, packaging, distribution) as isolated nodes, digital twins offer a unified view of how one decision affects the whole. For example, a formulation change in a beverage product might alter viscosity, which in turn affects flow rates, cleaning cycles, and fill accuracy. A digital twin can model all of this in advance, avoiding costly surprises during roll-out. Overcoming the barriers to scale Despite the clear benefits, deploying digital twins at scale is not without challenges. The technology sits at the intersection of engineering, data science and operations, requiring a shared language across teams that may not naturally collaborate. Common barriers include: Data integrity: Many legacy systems were not built with real-time data flow in mind. Harmonizing datasets across operations, engineering and IT teams remains a heavy lift. Model calibration: Twins must be continuously updated to stay accurate. That means constant validation against real-world measurements and processes. Sensor coverage: Without a robust network of reliable sensors, the twin’s insight is limited. Gaps in measurement lead to gaps in prediction. Change management: Perhaps most significantly, digital twins shift how decisions are made. This requires trust. Teams must evolve from intuition-led choices to model-informed strategies. These hurdles are not insurmountable, but they do require long-term commitment and a clear governance structure to fully embrace Physical AI. A practical roadmap for manufacturers For food and beverage companies exploring the potential of digital twins, a phased, pragmatic approach is best. Here are four principles that can guide implementation: Start with a high-impact use case: Choose a process or asset where the return on better visibility is clear, such as a thermal processing line or packaging station. Build strong data foundations: Ensure sensor networks are reliable, and data governance is in place. Combine physics-based and AI models: Hybrid models are often more robust than pure machine learning. They provide interpretable results grounded in domain knowledge. Measure what matters: Set technical KPIs from the start. These could include reduction in energy use, predictive accuracy, or mean time between failures. Let the metrics speak. The path forward Digital twins are not a silver bullet, but they are a compelling strategic lever. For food and beverage manufacturers navigating a world of growing complexity, evolving regulation and shrinking margins, they offer a new way to work: more precise, more agile and more data-driven. For F&B Leaders, this is an opportunity to rethink what visibility, planning, and control can look like when your systems anticipate the future.

From plant-based products to AI-driven processing, food innovation centres are quietly transforming the sector. By combining pilot-scale facilities, expert teams and collaborative ecosystems, they help manufacturers accelerate product development, reduce risk and bring tomorrow’s foods to market faster than ever. FoodBev's Leah Smith spoke with some of the UK's leading labs... Food innovation centres have become essential for companies navigating a rapidly, constantly changing market. By combining pilot-scale production, analytical testing and sensory evaluation, these centres allow manufacturers to experiment with new formulations and production methods before committing to full-scale launches. For smaller brands, they offer capabilities that would be prohibitively expensive to replicate in-house, effectively levelling the playing field. These labs also serve as hubs of expertise and collaboration. Scientists, product developers and technologists work alongside manufacturers to solve complex technical challenges, from ingredient optimisation to regulatory compliance. The co-location of skills, equipment and knowledge accelerates product development, reduces risk and ensures innovation is commercially viable and market-ready. Beyond individual companies, innovation labs strengthen the wider food ecosystem. By fostering collaboration between start-ups, multinational brands, universities and ingredient suppliers, they enable knowledge sharing, technology transfer and the rapid scaling of emerging solutions. They also support regional supply chains, attract investment and develop talent, making them a critical driver of both innovation and resilience across the food and beverage industry. Accelerating product development and collaboration The surge in plant-based foods, functional beverages and premium convenience products is accelerating both the pace and complexity of product development. Food innovation centres provide manufacturers with the laboratory facilities, pilot-scale equipment, and specialist expertise needed to bring new concepts to market efficiently and safely. Marchel Gorselink, global R&D director at FrieslandCampina, said: “In today’s fast-paced business environment, knowledge drives innovation. Insights must not only be generated but also shared and reused across all business units. Centralised knowledge creates a strong foundation for collaboration, efficiency and continuous improvement – turning information into impact in the business.” For small and mid-sized producers, building this infrastructure in-house is often prohibitively expensive. Innovation centres level the playing field, giving them access to the equipment, expertise and resources needed to develop new products and compete with larger manufacturers. “Centralised innovation centres, especially those located in universities, allow for larger collections of analytical and pilot plant kit to be made available for use, in contrast to each individual company investing in such lab and pilot facilities themselves,” noted Peter Noy from the University of Nottingham’s Food Innovation Centre. Keith Purdie, commercial director at Colworth Science Park, agreed, adding that: “Centralised centres offer significant cost and time efficiencies. Consolidating R&D and equipment into one shared space reduces duplication, accelerates decision-making and shortens development cycles, especially for perishable or fresh goods.” Subjit Jassy, asset manager at Gastronomica, highlighted that co-locating packaging, raw materials, brewing and other disciplines “gives teams direct access to leading technologies and expertise, accelerating experimentation and enabling more agile product development”. The most effective innovation centres go beyond being mere facilities – they function as ecosystems. By bringing together manufacturers, start-ups, academic researchers, retailers, investors and technical specialists, they create dynamic, interdisciplinary environments where ideas, expertise and technologies intersect to drive faster, more impactful innovation. “Building impactful innovation centres requires proactive collaboration,” said Jassy. “These spaces only work when the operator actively brings people together, aligns ambitions, and encourages partnership as part of everyday activity.” This collaborative ethos is echoed across the sector. At The Food WorksSW in Weston-super-Mare, UK, marketing and partnerships manager Rebecca Hale emphasises that a centre’s team must be “multi-disciplinary, with experience across food factories, product development, hospitality and local authorities” to meaningfully support diverse customer needs. “In our case," Noy added, "UoN's Food Innovation Centre benefits from being located within a university with a broad range of academic knowledge. There may be a fear that in a university there can be the temptation to look deeper into a project, but in some cases that is not required to answer the business question; the flip side is that if something interesting occurs during an R&D project and a company wishes to delve deeper, when you use an innovation centre at a university site, there is a high chance the right academic expertise can be found quickly.” Meanwhile, at the University of Greenwich’s Medway Food Innovation Centre (MFIC), Parag Acharya notes that cross-functional integration is essential for solving complex technical challenges. “Our specialists collaborate across sustainable processing, alternative proteins, flavour analysis, algae biotechnology and fresh produce storage. Housing these capabilities under one roof breaks down silos and supports faster, more holistic innovation.” Gorselink added: "Innovation is not a solo journey – it’s a network of ideas, expertise and partnerships. At the core of our R&D strategy is a commitment to outside-in exploration, ensuring that we stay connected to market trends, consumer needs and emerging technologies. This approach allows us to bring fresh perspectives into our organisation and transform them into impactful solutions.” Central to this network-driven approach is assembling the right team. Expertise and experience are the foundation of innovation – without people who can translate complex food science and technology into practical, market-ready solutions, even the most advanced facilities and equipment cannot deliver meaningful results. As Noy suggested: "The most important element is to get the right people, with the right expertise, those who are practitioners of applying food science and technology knowledge and who are able to understand the science but then translate it into practical solutions. The facilities and equipment can then follow when you know what the customer base using your services most requires. FoodWorks Innovation Centre Driving sustainability and emerging technology Sustainability goals are reshaping product development and manufacturing strategies. Innovation centres play a vital role in testing and validating low-carbon technologies, new ingredient streams and packaging formats. They are practical grounds for experimenting with: upcycled or alternative ingredients – something that is growing in popularity, especially with continuing supply chain issues; how to create products that are energy and water-efficient and use low-carbon manufacturing methods and ways to innovate everything from formulation to packaging. As MFIC's Acharya noted, centres like these must now prioritise elements such as “climate-resilient technologies, personalised nutrition solutions, alternative protein scaling and AI-driven food processing,” to reflect shifting consumer priorities and regulatory pressure. The ability to stay responsive to fast-changing regulations and market behaviour, Food WorksSW's Hale pointed out, comes down to purposeful collaboration: “We maintain systematic communication with customers, research bodies, networking organisations and service providers to ensure our offering evolves as the industry does”. Emerging brands remain some of the most powerful innovation drivers, yet scaling from concept to commercial production is notoriously challenging. Innovation centres reduce this risk through: Access to shared, high-grade equipment without upfront CAPEX Technical support and market-readiness programmes Links to investors, co-manufacturers and supply chain partners Flexible space and service packages that fit early-stage budgets “Start by building strong networks,” advised Hale. “Use shared facilities, attend industry events and test development kitchens before investing in your own. Many businesses manufacture with us one or two days a month; that flexibility is invaluable.” Acharya suggests smaller brands leverage academic partnerships, outsourced R&D, government-funded programmes and collaborative accelerators to stretch limited resources. MFIC’s four-month accelerator has already helped more than 120 businesses bring 36 new products to market. It’s also important to remember that while technology is helpful, it is humans who are creative. “Innovation isn’t just about technology – it’s about solving real business challenges,” said Gorselink. “Our approach combines understanding business priorities to ensure relevance and introducing new ideas that push boundaries and create growth opportunities. This synergy between business needs and creative thinking drives solutions that are both practical and visionary.” FoodWorks Innovation Centre Strengthening regional food economies Innovation centres don’t just support individual companies – they strengthen entire regional supply chains. By attracting investment and skilled talent, creating demand for local agriculture and ingredients, and enabling technology transfer into food and beverage manufacturing, these hubs build resilience across food systems while serving as focal points for clusters of complementary businesses, boosting regional economies. “Location is critical,” Colworth's Purdie emphasised. “Being in an innovation cluster like the UK’s Golden Triangle attracts talent, offers strong academic links, and makes it easier to collaborate.” At MFIC, proximity to London, Kent’s horticultural sector and the Thames Freeport offers competitive advantages ranging from market access to customs benefits for international firms entering the UK. For many emerging technologies, moving from lab to factory is the most precarious phase. This is where organisations like CPI play an essential role. “Innovation is most impactful when it’s close to the action,” said Gorselink “That’s why we also have specialised R&D teams co-located with local markets and production sites. This proximity ensures that ideas are tested, refined, and implemented where they can make the biggest difference – right at the heart of operations. He continued: “By embedding R&D throughout the organisation, centrally and locally, we enable end-to-end innovation. From concept development to market launch, our teams work across the value chain, ensuring rapid feedback loops between production and research, solutions tailored to local market needs and faster time-to-market for new products.” “One of the biggest hurdles in scaling is the investment needed for pilot-scale equipment,” Kris Wadrop, managing director – materials at CPI, explained. “Pilot plants are crucial for proving a process works, but they’re rarely economically sustainable for a single business.” CPI’s open-access model enables companies to validate processes, collect performance data and produce samples at industrially relevant scale – without the need for major capital investment. According to Wadrop, this support is crucial for helping emerging technologies “cross the valley of death” and move toward full-scale commercial production. Marty Martens, site manager at FrieslandCampina’s Innovation Centre Wageningen, told FoodBev: “Our innovation centres and hubs are strategically located near key partners, enabling seamless collaboration and knowledge exchange. This proximity fosters joint development initiatives with industry leaders and research institutes and access to specialised assets like our pilot plant at our innovation centre, resources and talent pools. To strengthen this ecosystem, we actively host conferences and initiatives that attract new talent, identify potential collaborations and showcase our capabilities as a leading innovator.” Natural Resources Institute, University of Greenwich The Future: Digitally enabled, flexible, highly integrated As AI, robotics, automation, precision fermentation and alternative proteins continue to advance, innovation centres are evolving to integrate these technologies, enabling faster, more flexible and data-driven product development. As Gorselink pointed out: “We live in a digital era where data and connectivity shape every decision. For us, the most critical step in innovation is identifying consumer and customer needs in specific regions – and translating those insights into products that truly make a difference.” FrieslandCampina's Martens agreed: “While our strategy is global, success depends on people. Each centre is powered by highly skilled employees with deep experience and specialised capabilities. Their expertise ensures that every idea is not only innovative but also feasible, scalable and impactful.” Future hubs are likely to feature Less physical lab space, as AI and virtual modelling reduce the need for early-stage physical trials More flexible, modular facilities that can be reconfigured quickly Campus-style environments with breakout spaces designed to spark interaction Smaller city-centre sites catering to next-generation scientists Stronger cross-border research networks linking UK hubs with EU and global innovation clusters “AI will increasingly be used to shorten development cycles, support food safety decisions and accelerate new ingredient development,” Noy said. At Colworth, Pioneer Group’s new Gastronomica incubator exemplifies this shift. The state-of-the-art 16,000 sq ft facility supports emerging food and drink businesses with shared infrastructure and a built-in ecosystem of established players, including new occupiers IRCA and Barry Callebaut. MFIC is also expanding into AI-driven food processing, eco-innovative protein extraction and cross-institutional collaboration, partnering with organisations such as Imperial College’s Bezos Centre for Sustainable Protein. Such initiatives highlight how food innovation centres have become central to the resilience, competitiveness and sustainability of the UK’s food and beverage sector. Gorselink summed it up perfectly: “Innovation centres are evolving from closed, company-centric hubs into open ecosystems that thrive on collaboration. The next five years will see a fundamental shift toward greater cooperation with the external world, especially with start-and scale-ups, but also companies from non-competing and competing industries. Instead of trying to build all expertise internally, innovation centres will actively invite external knowledge in-house, creating shared spaces for co-development and rapid learning.” “We’d expect some innovation centres to combine their expertise with computer scientists to accelerate the use of AI in food, and others will combine with clinical study facilities to address novel foods or nutraceutical validation," Nottingham University's Noy concluded. "In the future, we expect there will be many other frontiers of food innovation as well, but each will be at the intersections of disciplinary understanding.”

Three of the world’s largest dairy and infant nutrition companies, Nestlé, Danone and Lactalis, are facing heightened scrutiny after issuing recalls or halting distribution of infant formula products over concerns related to potential cereulide contamination. The situation first emerged in earlier this month, when Nestlé initiated a wide-ranging recall of multiple infant formula brands, including SMA and NAN, across more than 60 countries. The Swiss food group cited the possible presence of cereulide, a heat-stable toxin produced by Bacillus cereus , linked to a specific ingredient used in the affected products. While no confirmed illnesses were reported at the time, regulators such as the UK’s Food Standards Agency (FSA) advised caregivers not to feed infants with the recalled formulas as a precaution. Following the Nestlé recall, French dairy group Lactalis expanded the scope of the issue by voluntarily recalling six batches of its Picot brand infant milk formula. The affected products were distributed across at least 18 countries spanning Europe, Asia, Latin America, Africa and Oceania. Lactalis said cereulide had been detected in an ingredient supplied to the company, but emphasised that other production lots were unaffected and safe for consumption. In parallel, authorities in Singapore requested that Danone block the distribution of a batch of its Dumex Dulac 1 infant formula produced in Thailand. The move was described as a precautionary measure linked to the broader contamination concerns. Danone stated that internal testing did not identify any irregularities in the product, but the announcement nonetheless weighed on investor sentiment, with the company’s shares falling sharply following the alerts. Collectively, the actions taken by the three companies illustrate how safety concerns tied to specialised ingredients can rapidly escalate into global regulatory, reputational and commercial challenges. Cereulide is particularly difficult to manage because it is resistant to heat and may not be eliminated during standard processing, placing greater emphasis on upstream ingredient sourcing and testing. For dairy producers, ingredient suppliers and manufacturers, the recalls are prompting renewed focus on risk management, traceability and quality assurance systems within infant formula supply chains. Attention is likely to intensify around testing protocols for high-risk components – such as lipid-based ingredients, including ARA oil – as well as the speed and transparency of communication between manufacturers and regulators.