Mondelēz International, the owner of Cadbury, Oreo and other major snack brands, has revised its animal testing policy to cover all product and ingredient testing in the UK, following a sustained campaign by People for the Ethical Treatment of Animals (PETA). The changes, announced this week, remove previous exemptions that allowed testing on animals 'not required by law' for nutritional science research. The revision comes after PETA exposed experiments in which mice were force-fed human faeces and high-fat diets – practices that drew widespread public criticism. Under the updated policy, Mondelēz now applies a no-animal-testing standard across all research activities, effectively eliminating loopholes that previously permitted testing beyond regulatory requirements. The move reflects a wider global trend among multinational food and beverage companies to strengthen ethical standards and align with increasing consumer demand for cruelty-free products. Animal welfare has become a reputational and commercial consideration, with retailers and consumers prioritising brands that demonstrate transparent and responsible sourcing and testing practices. PETA’s campaign reportedly involved shareholder engagement, public protests and viral social media content, supported by more than 63,000 participants globally. The organisation highlighted that the prior policy allowed a range of ethically questionable tests, including feeding rodents a mixture of chips, candies and glucose followed by repeated blood sampling. Mondelēz’s revision underscores the potential commercial impact of activist campaigns in the food and beverage sector, particularly for companies operating in high-visibility categories like chocolate, confectionery and snacks.

Belgian bakery and chocolate ingredient group Puratos has acquired US-based Vör Foods, a producer of clean label nut pastes and nut-based fillings, as part of its strategy to expand in the fastest-growing segment of sweet goods and improve its US manufacturing footprint. Vör Foods, headquartered in Trevose, Pennsylvania, supplies pistachio, hazelnut, almond, cashew and blended nut pastes predominantly sourced from the US, offering manufacturers improved traceability and shorter lead times. The acquisition will allow Puratos to accelerate product development for industrial and artisanal bakers seeking high-quality, on-trend nut-based ingredients. “The Vör team brings craftsmanship, agility, and impressive speed,” said Andy Brimacombe, president of Puratos North America. “Their expertise and US nut facility make Vör a strong strategic fit for Puratos, enhancing our ability to support customers with reliable, high-quality ingredients and drive sweet goods innovation.” Vör Foods, founded in 2016, operates an SQF-certified facility designed for flexible production, rapid R&D, and seamless pilot-to-scale transitions. The Trevose site is located just 35 minutes from Puratos’ US operations, enabling close technical collaboration and the sharing of best practices between the two teams. Puratos plans to invest in the site’s equipment and capacity to meet rising demand for clean label nut solutions. “Joining Puratos opens an exciting new chapter,” added Frank Steck, CEO of Vör Foods. “We can now combine Vör’s nut expertise with Puratos’ scale, capabilities and global network to bring greater value to our customers.” Nut-based ingredients are among the fastest-growing categories in bakery, driven by consumer demand for indulgent sweet goods and premium fillings. Puratos said the acquisition would support manufacturers responding to emerging trends, including the growing popularity of Dubai-style chocolate and other high-value nut products in North America. Pierre Tossut, CEO of the Puratos Group, commented: “This acquisition elevates our nut-based expertise and allows us to invest at scale in advanced capabilities, innovation and long-term value creation for customers across all markets”. The financial terms of the acquisition were not disclosed.

UK-based plant-based food company VFC Foods, which owns Meatless Farm, is separating from the Vegan Food Group (VFG), formed just two years ago. Once independent, VFC and Meatless Farm will operate under the VFC Foods name, following VFG’s closure of its York offices to focus on its plant-based factory in Germany. Co-founder Adam Lyons will return to oversee operations. The move comes amid a wider reorganisation at VFG, which has also led to the closure of Clive’s Purely Plants Bakery in Dartmouth, Devon – a site that received £650,000 in investment just six months ago, including new production equipment. Speaking to Green Queen, VFC and VFG co-founder Matthew Glover said: “Decisions were made in the interest of creating a permanent, profitable operation to produce and distribute sustainable plant protein across Europe. We’re excited about the future of Meatless Farm and the work of the team in Germany to manufacture and distribute high-quality plant protein products across Europe in the decades ahead.” The closure of Clive’s Purely Plants Bakery and the York head office is said to have resulted in over 60 redundancies. In reporting from The Grocer, the separation of VFC and Meatless Farm from VFG is set to be completed in the next few weeks, with Lyons, who exited the VFG in 2024, said to be returning in a ‘hands-on leadership role’ VFC Foods operates plant-based brands Vegan Fried Chicken and Meatless Farm, which it acquired in 2023, and is now in the process of becoming an independent entity. Lyons launched the business in 2020 and left in 2024 following the merger with VFG. The business is now being funded jointly by Lyons and the Ahimsa Foundation. Speaking to Green Queen, Lyons said: “My return is centred on stabilisation across operations, finance and commercial delivery. The business is now governed, funded and managed independently with clear accountability and direct leadership.” The restructuring follows the VFC brand's withdrawal from shelves as the company prepares for product reformulation to address rising concerns around UPFs. Meatless Farm will continue to be stocked in UK supermarkets. Lyons added: “We do not want to be part of the UPF problem; we want to be part of the solution. VFC will be repositioned and relaunched in 2027 with this ambition at its core.” FodBev has reached out to the Vegan Food Group and VFC for comment.

UK snack manufacturer Proper has launched a new flavour in its lentil chip range, House Hot Sauce Lentil Chips, as demand for spicy snacks continues to surge. The in-house developed hot sauce flavour is designed to deliver 'controlled heat and a tangy finish,' the company said, reflecting a broader trend in the UK CSN (crisps, snacks and nuts) market. Spicy flavours now account for £528 million in UK sales and are growing 3% year-on-year, outpacing the overall category by more than four times. Proper’s lentil chips are marketed as a healthier, alternative snack, gluten-free and under 100 kcal per serving. The House Hot Sauce variant ware now available in Tesco stores, and will be followed by wider distribution across retailers including Nisa, Costcutter, Spar and Dhamecha from February. The new flavour builds on Proper’s track record of flavour-led innovation. The brand’s previous launches, including All the Cheese Lentil Chips and Prawn Cocktail Lentil Chips, generated over £3.2 million in retail sales value, with Prawn Cocktail driving 54% incremental sales in the CSN category. Proper Chips has grown +21% year-on-year and delivered more than £30 million in retail sales value over the past five years, making it the most successful snack launch in that period. Sandie Dilger, Proper’s chief marketing officer, said: “Our Chips range keeps going from strength to strength as more people look for non-potato alternatives to traditional crisps. We jumped at the chance to create our very own House Hot Sauce, and then translate that unique flavour kick onto a chip.” Proper Snacks, which also owns Eat Real, is now ranked among the UK’s top five snack manufacturers. Nielsen data cited by the company show that more than one in five households purchase a Proper product each year, with six packs sold every second. The business has been B Corp certified since 2018. Proper House Hot Sauce Lentil Chips – Sharing bag (85g) £2.25, Price Marked Pack (50g) £1.25.

Xavier Baker and Jim Clerkin Mermaid Gin has tapped former Moët Hennessy USA chief Jim Clerkin as CEO, aiming to accelerate the British premium gin brand’s growth in the US market. The Isle of Wight-based gin producer, which marks its tenth anniversary this year, is targeting wider national distribution and deeper trade penetration in the US super-premium gin segment, supported by a newly signed master distribution agreement with Southern Glazer’s Wine & Spirits. Clerkin, who brings more than four decades of global wine and spirits experience, previously held senior leadership roles at Guinness, Allied Domecq and The Jim Beam Company, before leading Moët Hennessy USA and later its North American business. He will also join Mermaid Gin’s board of directors. The appointment comes as gin producers look to capitalise on renewed momentum in the premium end of the US market, where super-premium gin – priced between $30 and $45 – grew 57% between 2020 and 2024, according to IWSR data cited by the company. By comparison, growth in super-premium tequila over the same period was roughly half that rate, albeit from a larger base. Mermaid Gin said the partnership brings together a group of global and US drinks industry executives and investors to support the brand’s next phase of growth, with a focus on expanding on- and off-premise distribution, strengthening relationships with bartenders and retailers, and building long-term brand equity. As part of the expanded leadership team, Pierrick Bouquet has been appointed chief operating officer, US, overseeing commercial, marketing and operational execution in the market. Bouquet previously held senior roles at premium spirits brands including 21Seeds Tequila and Provence rosé brand Whispering Angel. Investment backing for the expansion is led by Fourward Ventures founder Will Ward, who joins Mermaid Gin’s board as lead investor. Ward previously co-founded US wine brand Z Alexander Brown and has experience scaling consumer brands across beverage, entertainment and lifestyle categories. Co-founders Xavier Baker and Conrad Gauntlett will remain actively involved in the day-to-day running of the business, with Baker focusing on brand stewardship and sustainability and Gauntlett on liquid development and production. Founded in 2016, Mermaid Gin has built its brand around provenance, sustainability and design-led packaging, positioning itself within the premium London Dry gin segment. The brand is B Corp certified, packaged without plastic and uses ethically sourced botanicals, including wild-foraged rock samphire from the Isle of Wight coastline. Its US portfolio includes three core expressions – Mermaid Gin, Mermaid Zest and Mermaid Pink – retailing at $34.99 and distributed across both the on-trade and off-trade. The company said the Southern Glazer’s partnership would enable a phased national rollout across priority metropolitan markets.

Berkshire Hathaway may be preparing to unwind its long-standing investment in Kraft Heinz, signalling a potential turning point for one of the food industry’s most closely watched ownership relationships. In a regulatory filing on Tuesday, 20 January, Kraft Heinz disclosed that its largest shareholder, Berkshire Hathaway, may sell up to 325.4 million shares, representing roughly 27% of the company’s outstanding stock. The disclosure follows Kraft Heinz’s ongoing plans to separate into two independent, publicly traded companies and could mark the end of Berkshire’s more than a decade-long involvement in the food and beverage giant. Shares of Kraft Heinz fell nearly 4% following the filing, closing at $22.85, while Berkshire Hathaway shares were little changed. Berkshire chairman Warren Buffett helped orchestrate the 2015 merger of Kraft Foods and Heinz alongside Brazilian private equity firm 3G Capital, betting that the combined company’s iconic brands would generate durable growth and pricing power. At the time, the deal was seen as a defining moment in packaged food consolidation. Shifting consumer preferences toward fresher, less processed foods, the rise of private label and execution challenges, however, have weighed on performance. Berkshire recorded a $3.76 billion write-down on its Kraft Heinz stake last summer, acknowledging that the long-term value of the investment had fallen short of expectations. Buffett has publicly expressed disappointment with Kraft Heinz’s strategy, including the company’s decision to split into two businesses, a move unanimously approved by the board last September and expected to be executed as a tax-free spin-off. Kraft Heinz began formally reviewing strategic options in May, culminating in plans to break apart the company in an effort to simplify operations and allow each business to pursue tailored growth strategies. Management has said the separation will help each new company sharpen focus while maintaining sufficient scale to compete in an increasingly fragmented food and beverage landscape. The potential sale of Berkshire’s stake adds another layer of transition for the company as it works to redefine itself post-merger. If executed, a sale would represent one of the most significant portfolio shifts under Greg Abel, who assumed the role of Berkshire Hathaway CEO on 1 January, succeeding Buffett. Under Buffett, Berkshire rarely divested large equity positions, even when performance disappointed. For the food and beverage sector, Berkshire’s potential exit underscores the challenges facing legacy packaged food companies as they adapt to changing consumer demands and competitive dynamics. Kraft Heinz shares are down about 18% over the past year and more than 60% since the 2015 merger, highlighting the difficulty of sustaining growth through scale alone. While there is no indication Berkshire has begun selling shares, the sheer size of its position raises questions about how any sale might be executed and whether a strategic or institutional buyer could emerge.

Evan Quinn Dry January has become a key barometer for the beverage industry. What started as a short-term reset is now a global behavioural test, offering insights into how consumers engage with social drinking without alcohol. Evan Quinn, CEO of beverage brand Hiyo, examines what brands can learn to maintain growth through Dry January and beyond. Participation in Dry January continues to grow annually, with many people now approaching it less as a restriction and more as a period of experimentation. But for most participants, the challenge isn’t abstaining from alcohol itself; it’s navigating the social moments built around it. Dinner parties, networking events, celebrations and casual nights out don’t disappear in January. What changes is the role alcohol plays within them. From my perspective as a founder working in the non-alcoholic beverage space, Dry January consistently brings these questions to the surface. We see a growing focus on social tonics – beverages designed to support shared occasions with moderation – and how Dry January crystallises consumer behaviour, revealing gaps in traditional offerings and emerging expectations. For beverage brands, Dry January is less about sobriety and more about insight while setting the tone for the rest of the year. Social drinking is about more than alcohol Alcohol has historically served multiple roles at once. Beyond flavour, it influences mood, perception and social dynamics. It signals participation, marks a transition from work to leisure and helps structure social rituals. Drinking is closely tied to feelings of relaxation, connection and social confidence, effects that go well beyond taste alone. When alcohol is removed from those moments, the gap can become more visible. Many early non-alcoholic or functional beverages focused primarily on replication – mimicking the taste, aroma or appearance of beer, wine or spirits. While this approach satisfies some consumers, category data suggests that taste parity alone has not consistently driven sustained engagement across the segment. Dry January highlights why: social drinking is experiential, not transactional. Consumers are increasingly looking for beverages that support how they want to feel in social settings: light, present and connected. This has fuelled growing demand for functional ingredients such as adaptogens, nootropics and botanicals that support mood, focus or relaxation. We’re seeing how these ingredients are influencing consumer decisions, with many actively exploring beverages with various functional benefits – signalling a shift in expectations for what a social drink should offer. This shift is reshaping how brands approach formulation, use occasion and advertising. The rise of functional social beverages One of the clearest trends emerging from Dry January is growing interest in beverages designed around function, not just flavour. Over the past several years, there’s been a steady growth in functional beverage segments, particularly those associated with mood, stress management, and everyday wellness. Rather than asking, “Does this taste like alcohol?” consumers are increasingly asking, “Does this fit the moment I’m in?” This shift has fuelled experimentation across categories, including drinks that incorporate botanicals, adaptogens and other functional ingredients associated with relaxation or mood. This represents a move toward more intentional formulation – where ingredient selection, sensory experience and positioning are guided by how and when the beverage is consumed. However, the challenge for beverage brands is striking the right balance. Functional ingredients and innovative formulations are drawing attention, but without flavours that resonate, long-term growth is difficult to achieve. Building a brand in this space has reinforced how intentional social beverage design needs to be. Much of the early learning comes from observing how consumers integrate functional options into real-world settings, and how quickly they disengage from products that feel overly medicinal, performative or disconnected from the social moment. These behaviours are consistent across the category and underscore the importance of designing beverages that feel socially relevant, not just functionally interesting. At the same time, functional beverages introduce additional complexity. Unlike alcohol, whose effects are immediate and widely understood, functional ingredients often have more nuanced onset times and varied consumer responses. This places a premium on formulation discipline, regulatory awareness, claim substantiation, and clear communication. However, consumers are sceptical of overstated claims, particularly in wellness-driven categories. Transparency, credible sourcing and dosages, and realistic expectations have become baseline requirements rather than differentiators. Dry January as a signal, not a spike While Dry January is technically a one-month event, its influence extends far beyond January. Consumer research  increasingly points to a broader shift toward moderation, with many drinkers adopting flexible routines, choosing when and how often to drink rather than adhering to all-or-nothing patterns. Data across non-alcoholic and low-alcohol categories suggests that interest does not disappear after January; instead, it stabilises. For brands, this indicates that non-alcoholic and functional beverages are no longer seasonal experiments, but long-term portfolio considerations. Dry January may accelerate these conversations, but it does not create them. It simply concentrates consumer intent into a visible moment, offering brands a clearer view of how preferences are evolving year-round. Designing for occasion, not abstinence One of the most valuable lessons Dry January offers brands is the importance of occasion-based design. Consumers do not want to feel like they are opting out of a social experience; they want beverages that feel appropriate for the moment. This has clear implications for product development. Sensory experience remains a critical factor, as mouthfeel, carbonation, and flavour complexity all influence how consumers perceive value and whether a beverage feels appropriate for a social setting. Function, too, should be thoughtfully aligned with use occasion: drinks intended for evening gatherings may emphasise calm or relaxation, while options for daytime or professional settings should support clarity and balance. Even the language brands use matters, with products framed around inclusion, enhancement, and moderation resonating more strongly with today’s consumers. As moderation becomes normalised, beverages that give optionality for social participation are gaining relevance in a major way. What this means for beverage brands Dry January is no longer just a consumer trend; it is a strategic lens. For brands, it provides a concentrated window into evolving preferences that shape product development throughout the year. Non-alcoholic does not mean non-functional : Consumer demand continues to shift toward beverages designed with intentional benefits in mind. Credibility builds trust: Clear ingredient communication and substantiated claims and dosages are essential. Social relevance drives repeat behaviour: Products designed around real-world occasions are more likely to move beyond trial into habit. Dry January is not a temporary pause in consumer behaviour; it is a preview. It reveals how people want to show up socially when alcohol is no longer the default. For beverage brands, the opportunity is not to try to replace alcohol, but to design products that support presence, connection, and moderation in real-world moments. The brands that recognise this will build relevance far beyond January. Those that don’t will continue to treat a structural shift like a seasonal trend.

Kodiak has entered the overnight oats category with the national launch of a new protein-focused range. The line includes three core flavours – Maple Pecan, Dark Chocolate Sea Salt and Cookie Butter – and is made with 100% whole-grain oats, chia, flax and quinoa. Each serving contains 20g of protein and less than 10g of sugar, according to the company. Sonali Dalvi, vice president and head of R&D at Kodiak, said the launch responds to growing demand for convenient, functional breakfast options, while staying aligned with the brand’s focus on whole-grain, protein-rich products. The overnight oats are positioned as a ready-ahead breakfast: consumers add milk, refrigerate overnight and eat the following day. The products are also a source of fibre. Packaging for the range is certified plastic-neutral through a continued partnership with 4ocean, meaning an equivalent amount of plastic used in packaging is removed from oceans, rivers and coastlines. Kodiak Overnight Oats are sold in single-serve pouches with a suggested retail price of $3.79 and are available online and at major US retailers, including Walmart, Target and Kroger. A Walmart-exclusive Peach flavour has also launched. Further expansion is planned for 2026, including a 12-count variety pack on Amazon in February, followed by the wider rollout of Peach and the introduction of Honey Oat & Almond later in the year.

Del Monte Foods is set to close its fruit cannery in Modesto, California, marking the end of operations at a facility that has played a long-standing role in the agricultural economy of the state’s Central Valley. The shutdown will affect approximately 600 year-round employees, along with an additional 1,200 seasonal workers during the peak harvest period. Employees were informed of the decision during meetings held at the Yosemite Boulevard plant earlier this week. The closure follows Del Monte’s bankruptcy filing in July, after which the company auctioned off properties across the US. While Del Monte had previously indicated that it intended to keep the Modesto cannery operational, no buyer ultimately stepped forward to continue running the facility. The Modesto plant processes peaches, apricots and pears, providing a critical outlet for local growers. County agricultural officials warn that the closure will have significant ripple effects across the regional farming community, particularly for fruit crops that require hand harvesting and have limited alternative processing options. The nearest remaining fruit cannery is Pacific Coast Producers’ facility in Lodi. Although Pacific Coast Producers purchased millions of dollars’ worth of Del Monte’s warehoused inventory, it did not acquire or assume operations of the Modesto site. Local officials say the loss of the cannery will be felt well beyond the plant itself, impacting farm workers, growers, suppliers and the wider Modesto economy. The facility has been a major employer in the area for decades. Employees at the Modesto cannery are represented by the International Brotherhood of Teamsters. Union leaders say workers are still awaiting clarity on severance arrangements and next steps following the closure announcement. The City of Modesto has confirmed it has not yet received a WARN notice related to the shutdown and said it has no additional information at this time.

Tropical Cheese, a leading US producer of Hispanic dairy products, has acquired Cibao Meat Products, a manufacturer of premium Hispanic-style meats, as it looks to broaden its branded refrigerated foods offering and accelerate growth across the East Coast. As part of the deal, Cibao will operate as the Cibao Meat Products Division within Tropical Cheese, enabling the company to offer a more comprehensive portfolio of Hispanic refrigerated food products spanning both cheese and meat categories. Financial terms of the transaction were not disclosed. Founded in 1982, Tropical Cheese is the category leader in Hispanic cheeses across the Eastern US, serving retail customers through an integrated distribution network that includes direct-store delivery. The business is backed by Avance Investment Management and AUA Private Equity, and is focused on expanding its footprint and becoming a leading branded player across the full spectrum of Hispanic refrigerated foods. Vic Mehren, chief executive officer of Tropical Cheese, said the acquisition brings together two complementary category leaders. “With Cibao, we will significantly strengthen our Meats Division, expand our Hispanic foods platform, and broaden our reach across the food industry and Hispanic community,” he said. “This combination provides our customers with more high-quality offerings, stronger support, and additional resources behind service and execution.” Mehren added that Cibao’s premium ingredients and authentic recipes align closely with Tropical Cheese’s focus on delivering authentic Hispanic foods to a wider consumer base. Founded in 1969, Cibao Meat Products is a third-generation, family-owned business headquartered in Rockaway, New Jersey. The company manufactures a wide range of Hispanic-style meat products under the Induveca and Campesino brands and has built a strong reputation for quality, authenticity and service. The business also operates a robust cold-chain logistics platform designed to ensure freshness and consistency. Heinz Vieluf Jr, president of Cibao Meat Products, said the acquisition marks an important next phase for the company. “Joining the Tropical Cheese family gives Cibao access to greater resources and capabilities, enabling us to further invest in the business and deliver for our customers,” he stated. “We look forward to continuing to bring trusted, traditional products to the communities we serve.” Both companies highlighted their shared heritage as family-built businesses and their alignment around quality, authenticity and long-term growth. The acquisition strengthens Tropical Cheese’s position as a one-stop supplier of branded Hispanic refrigerated foods and supports its ambition to deepen relationships with retailers and distributors serving the growing US Hispanic consumer base. Top image: © Cibao Meat Products

France’s competition authority has unconditionally approved two significant transactions in the agricultural and agri-food sector, clearing the way for deeper consolidation across upstream food supply chains without imposing remedies. The Autorité de la Concurrence approved the creation of a joint venture between Belgian frozen foods group Greenyard and French cooperative Eureden, as well as the merger of agricultural cooperatives Terres du Sud and Vivadour. The rulings remove regulatory uncertainty for food manufacturers, retailers and foodservice operators reliant on French-grown produce, and underscore a pragmatic stance from regulators at a time when processors are seeking scale to manage cost pressures, climate risk and supply volatility. The Greenyard–Eureden joint venture will combine the frozen vegetable and frozen ready-meal operations of their respective French subsidiaries, Gelagri Bretagne and Greenyard Frozen France. The new entity will operate two production sites in Brittany and supply both private-label products and manufacturer brands, including D’Aucy and Paysan Breton, exclusively for Eureden. The authority examined the impact of the deal on fresh vegetable sourcing in Brittany and on frozen vegetable and ready-meal markets supplying supermarkets, specialist frozen retailers and the out-of-home catering sector. It concluded the venture would not significantly alter competitive dynamics, citing the presence of alternative suppliers such as Bonduelle and Ardo Foods and inter-regional competition for key crops. Regulators also ruled out the risk of coordinated behaviour between Greenyard and Eureden in markets where they will continue to compete independently. Separately, the Autorité cleared the merger of Terres du Sud and Vivadour, creating what will become France’s 20th largest agricultural cooperative by consolidated turnover, representing around 9,000 member farmers across south-west France. The authority assessed the combined group’s influence across a wide range of markets, including grain collection, agricultural inputs and poultry supply chains. It concluded that farmers would retain sufficient alternatives for crop collection and that the merged entity would not be able to exert undue pricing pressure on slaughterhouses or downstream customers. In poultry, the Autorité said competitive constraints from other French production basins and imports – particularly for standard chicken – would continue to limit market power. The decisions were issued less than six weeks after notification, a timeframe the authority attributed to extensive pre-notification discussions. Over the past four years, all 20 notified agricultural cooperative mergers in France have been cleared unconditionally in Phase 1, with only one transaction – involving duck fattening activities – abandoned following competition concerns. Featured image: ©Eureden

UK-based ice cream brand Magnum is expanding its Signature range with two new flavours, pistachio and peach, as it looks to capitalise on rising consumer demand for indulgent, trend-led frozen desserts. The launches, available from January across major grocers and wholesalers, feature a premium shell with pistachio or peach inclusions, a gelato core and Magnum’s signature cracking chocolate coating. La Pistache combines caramelised, salted pistachio pieces with pistachio gelato and ice cream, while La Pêche pairs a peach-flavoured shell with peach gelato. The pistachio variant responds to a surge in consumer interest, with UK ice cream sales of the flavour up 74% in 2025, driven by social media trends. Peach, by contrast, remains underrepresented in ice cream sticks, giving Magnum the chance to address a gap in the market. The new Signature range builds on Magnum’s recent innovation success, including 2025 launches Double Cherry and Double Hazelnut, which were the category’s two best-selling new products. The launches are part of the brand’s first NPD under the standalone Magnum Ice Cream Company, signalling a strategic focus on premiumisation and flavour-led growth. The products are sold in 90ml single sticks and 3x90ml multipacks. The launch reflects broader trends in the ice cream market, where premium, ingredient-driven formats are driving category growth and offering opportunities for retailers to capture higher-margin sales.