Releasing across major retailers from the beginning of January, the new flavour delivers an indulgent and on-trend taste, combining crunchy pillows with a smooth white chocolate and caramelised biscuit flavour filling. Caramelised biscuit is proving to be an increasingly trending flavour. In the breakfast category alone, caramelised biscuit cereals have seen a 52% value sales growth year-on-year. Freya Knight, Kellogg’s marketing manager, said: “We know that consumers are looking for variety when it comes to their morning meal and for those moments when only indulgence will do, Krave delivers just that.” Each 375g/410g pack has a recommended retail price of £3.50/£4. Krave Caramelised Biscuit and White Chocolate Flavour will be available nationwide at the start of 2026 and joins a line-up of chocolate-flavoured cereals.

Tom Hayes Ocean Spray Cranberries has announced that president and chief executive officer Tom Hayes will retire on 2 March 2026, following more than five years in the role. Hayes joined Ocean Spray in 2020, bringing decades of industry experience and a mandate to modernise the nearly 100-year-old farmer-owned cooperative. Before joining Ocean Spray, Hayes built a more than 30-year career leading some of the food industry’s most recognisable brands. His executive roles included leadership positions at Tyson Foods, Hillshire Brands, Sara Lee, ConAgra and Kraft Foods. He currently serves on the boards of Maple Leaf Foods and Basic American Foods. Hayes said: "The decision to retire is never easy, but I step down knowing this cooperative and brand are stronger than ever". During his tenure, Ocean Spray delivered consistent year-over-year results and continued to evolve its brand and innovation pipeline. “More than just business performance, [Hayes'] legacy is the team he shaped, leaders and employees united in their commitment to the farmer-owners that make up this historic brand cooperative,” Peter Dhillon, Ocean Spray’s board chairman, commented. Ocean Spray’s board of directors has initiated a comprehensive search for Hayes’ successor. In the interim, he will remain in an advisory role to the board until a new CEO is appointed. Founded in 1930, Ocean Spray is a global agricultural cooperative owned by approximately 700 family farmers across the US, Canada and Chile.

John Hanlin John Hanlin, PhD, vice president of R&D and food safety and quality management systems at Ecolab, explores how food and beverage companies can strengthen food safety by examining attitudes, behaviours, leadership and engagement with best-practice techniques at every level of the business. Every food and beverage company has a culture around food safety. But only some of them are actively shaping and strengthening it. When it comes to defining what, exactly, a “strong food safety culture” looks like, a surprising number of operations struggle to define it comprehensibly and in actionable terms. Many opt to define food safety in terms of what isn’t happening. For example: 'Food safety means successfully avoiding product contamination, excess scrap/rework and recalls'. Avoiding incidents is obviously a key outcome of strong food safety practices. But what’s often missing is a deeper look at how leading food and beverage manufacturers create the culture that drives those results. In its ideal form, food safety culture is the foundation of your food safety and quality management system. It is the vehicle through which a strong HACCP (Hazard Analysis Critical Control Point) plan translates into consistent, concrete food safety wins at every level. At the heart of food safety culture are four central pillars – attitudes, behaviours, leadership and engagement – that food and beverage manufacturers can use to build and maintain a strong foundation for their food safety and quality goals. These pillars offer a direct path toward a stronger food safety culture with concrete action items leaders can put into place. Pillar 1: Attitudes The way your team acts begins with the way they think. In the same way, a strong food safety culture begins with the attitudes held by its employees and the emphasis the company places on food safety. Ultimately, the sign of a good culture is what your teams do when no one from management is watching. Putting attitudes into practice Build an enthusiasm for food safety into every training programme. Remind the people working production lines that they are doing more than just producing a unit to fulfil a quota: they are creating real food that real people are going to eat or drink. Building this awareness into food safety training is the first step toward setting teams up for success. Tailor on-the-job food safety training to the specific requirements of a given task or responsibility as opposed to offering generic platitudes, eg. 'remember to prioritise food safety'. Demonstrate respect for your employees' time and perspectives by incorporating their feedback and suggestions into the continuous improvement of food safety procedures. Pillar 2: Behaviours Effective food safety requires clear communication, consistent action and real accountability. Strong cultures ensure teams follow well-defined, enforced standards. Putting attitudes into practice Clearly define parameters for hygiene practices (handwashing, proper clothing, work boots and PPE) when entering production areas. Create guidelines for further action when employees violate these hygiene practices. Create a centralised repository for the collection of data concerning SSOPs, complete with documentation on whether a cleaning and sanitation activity was performed, traceable to each individual. Build a centralised repository that can serve as a go-to source for job-specific food safety instructions and procedures. Pillar 3: Leadership Proper food safety behaviours are put into effect by floor operators, but they must be modelled by leaders and supervisors. Why? Because at the end of the day, leaders are responsible for drawing the clear connection between strong food safety and good business, an end result that benefits team members at every level. If it appears to be unimportant to supervisors, it will be viewed as unimportant to production associates. Putting leadership into practice Regularly incorporate food safety talking points into leadership communications and take care to directly connect them to positive customer and employee outcomes. Make food safety ambitions concrete by setting food safety goals each year. It is far easier to rally a team around a specific target as opposed to vague rhetoric. Demonstrate respect for food safety procedures by holding yourself accountable to the same standards as floor operators whenever you are observing onsite. If they can't wear their watch on the floor, neither can you! Pillar 4: Engagement Food safety is not a one-and-done endeavour, nor is food safety culture. By continuously engaging with floor operators and team members of all kinds, leadership can leverage the on-the-ground expertise pulsing throughout their teams toward smarter, more efficient and more effective food safety practices. Putting engagement into practice Create a regular cadence for soliciting employee feedback on food safety procedures. Gauge employee opinions on how well current procedures are being followed, whether new rules and restrictions are required, etc. Consider an always-on means of collecting anonymous feedback through a digital tool. Celebrate food safety wins, both big and small. Actively recognise the work of food safety leaders and other employees who bring food safety initiatives to life - through a recurring spotlight in an internal newsletter, for example. Prevent missteps. Prioritise safety. Build a lasting culture. The above four pillars provide a foundation for deploying your HACCP plan and delivering high-quality, food-safe products consistently. As you continue to fine-tune your food safety culture, it’s also useful to keep an eye out for the warning signs of a weak culture, all of which fall under what we like to call ‘The Four Cs’: Conflicting priorities : Teams aren't working as a cohesive unit. Warning signs: Preventive maintenance is consistently pushed back; sanitary design is deprioritised. Complacency: Teams don't have the tools or training they need. Warning signs: There is no desire to seek out pathogens within the plant; damaged equipment and utensils go unreplaced. Carelessness: Teams don't understand how seemingly small actions connect to food safety. Warning signs: Pre-op teams release visually soiled equipment to production; damaged equipment and utensils go unreplaced. Consequences: Teams lack accountability and motivation. Warming signs: Responsibility for food safety is passed around like a hot potato; employees aren't being recognised for achieving food safety and quality metrics. Remember: Your food safety culture is the foundation of your food safety and quality management system, and a genuinely motivated, educated and empowered team is the foundation of your food safety culture. When the people who keep your operations running share an understanding of food safety’s central role and a commitment to meeting food safety goals, there is no limit to how powerful your food safety function can grow.

British plant-based food brand Bosh has expanded its retail product range with three new ambient seasonings, launching into Ocado in February 2026. The new additions include Sweet & Smoky BBQ Seasoning, Citrus & Spice Zesty Seasoning, and Rich & Savoury Umami Seasoning. All are debuting in 120g tubs, rolling out from the week commencing 16 February. Each product offers a source of protein and fibre, and are claimed to be 25% lower in salt compared to similar conventional seasoning blends. Bosh said it developed the seasonings range with ease and versatility in mind. They can be used to add depth in cooking, or sprinkled onto dishes – such as meat alternatives, vegetables, soups, stews and scrambles – before serving, to add a finishing touch of flavour.   The products are all priced at an RRP of £4.00 per 120g tub.

A new class action lawsuit has been filed against PepsiCo and Walmart, alleging a decade-long anti-competitive pricing scheme. Filed on 15 December in the US District Court for the Southern District of New York, the complaint claims that PepsiCo engaged in discriminatory pricing practices that advantaged Walmart, while artificially inflating prices for rival retailers. According to the lawsuit, PepsiCo provided preferential wholesale pricing and promotional incentives to Walmart for Pepsi products, allowing the supermarket chain to offer lower prices than other retailers. Meanwhile, PepsiCo is accused of withholding similar pricing advantages from independent and regional retailers, which, plaintiffs say, stifled price competition and led to higher consumer prices at non-Walmart outlets over a sustained period. The complaint further alleges that this coordinated pricing approach effectively neutralised retail competition among sellers of Pepsi’s beverage portfolio. The lawsuit is the latest development following earlier regulatory scrutiny of PepsiCo this year. In May, the Federal Trade Commission (FTC) dropped a related price discrimination case under the Robinson-Patman Act against PepsiCo after initiating action earlier in the year. That prior case alleged unfair pricing practices but was dismissed before trial. PepsiCo denied any wrongdoing. Another separate lawsuit was filed in August by plaintiff Michael Giannasca , also referencing Walmart – though Walmart is not named as a defendant in that case. This latest class action, brought against the companies by Martin Gelbspan, covers all US consumers who purchased Pepsi soft drinks from non-Walmart retailers since 2015.

Free-from snack brand Crave is set to expand its frozen bakery range with the launch of Choccy Dodoughs in Morrisons stores from 4 January 2026. The new product comprises gluten- and dairy-free doughnuts, partially coated in chocolate, sold in a three-pack with a recommended selling price of £2.95. It joins Crave's existing Dodoughs range, which includes the original sugar ring variant. Crave said the launch builds on demand for more indulgent options within the free-from category. The chocolate-coated doughnuts were developed following the performance of the original Dodoughs, which the company identified as its bestselling product across UK grocery retail. According to the brand, the frozen format allows the doughnuts to be defrosted shortly before consumption, a feature it says can help reduce waste associated with stale bakery products. Rob Brice, founder of Crave, said: “Chocolate doughnuts are universally loved, but many have long been off-limits for people avoiding gluten, dairy or eggs. Choccy Dodoughs are about democratising indulgence – giving everyone access to that rich, fluffy, chocolatey experience without compromise." He continued: “Our sales data shows that Millennials and Gen Z are the driving forces behind doughnut consumption. They’re actively seeking small indulgences and are highly influenced by aesthetic food trends on social media.” “Our mission is to deliver uncompromised joy to restricted-diet consumers. This product is a direct answer to what shoppers have been asking for – indulgent, exciting NPD that doesn’t feel like a compromise.” The launch forms part of Crave's broader strategy to grow its presence in frozen bakery and develop new products for the free-from market.

GNT has opened a new application laboratory in Dubai, developed to support manufacturers using its plant-based Exberry colours in the Middle East, North Africa and Indian subcontinent. The facility is located alongside GNT’s commercial and marketing teams in the United Arab Emirates. It features state-of-the-art instrumentation and local formulation expertise, with services including colour matching and stability testing. The laboratory also serves as a hub for product demonstrations, training programmes and technical consultations. GNT said the new site marks a key milestone in its commitment to delivering localised technical assistance and a faster turn-around. It joins GNT’s existing network of application centres, with multiple others located in Europe, Asia and North America. Santhosh Thankappan, sales director at GNT Middle East, said: “Our goal is to empower food and drink manufacturers with local access to global expertise – giving them a space for innovation where ideas, technology and people come together”. “Our new Dubai laboratory was created to help our customers perfect their processes and ensure exceptional results with plant-based Exberry colours.” GNT’s Exberry range, made from non-GMO fruit, vegetables and other plant-based ingredients, are available in a complete spectrum of shades. They can be used to replace synthetic dyes in ‘almost any’ food and beverage application, GNT said. The expansion of its production network comes as demand for natural alternatives to artificial ingredients, including colours, rises around the world due to increasing awareness of ultra-processed foods and their potential health impacts. Thankappan added: “The demand for natural, plant-based colours is increasing all over the world – and this region is no exception. This expansion reinforces our dedication to helping manufacturers achieve vibrant, stable shades while maintaining completely natural ingredient lists.” GNT, founded in 1978, is headquartered in Mierlo, The Netherlands, with additional offices in Europe, North America, Asia and the Middle East.

Metsä Group’s innovation company, Metsä Spring, has introduced a new wood fibre punnet series designed for fresh berries, fruits and vegetables. The new moulded fibre innovations are part of the company’s Muoto Uncoated Fibre Series. Available in two different size options, the punnets have been developed to meet the requirements of the new Packaging and Packaging Waste Regulation (PPWR). According to market research conducted by Muoto, the overall packaging unit volume for fresh products in Europe is billions of units annually. Firm berries alone, such as strawberries, blueberries and raspberries, require billions of units of packaging each year. By replacing current plastic packaging with products such as Muoto’s new punnets, the industry can significantly decrease the volume of single-use plastics. Made from renewable wood pulp, Muoto is fully recyclable and biodegradable. The technology applied in the products converts wet wood pulp into three-dimensional packages without any intermediate steps, meaning the new low-carbon footprint products would be ready to ship to end customers as such. Tarja Heikkilä, product manager at Muoto, said: “We welcome packers to join our pre-commercial sales phase, test and co-develop the right solution for their needs”. “Our Muoto punnets are durable, plastic-free, fully recyclable, and meet the strict requirements of the upcoming PPWR regulation. As the new legislation will most likely come into effect in 2030, this is the prime time to start testing other solutions for packing fresh product.” The Muoto solution is lightweight and strong, and can be moulded easily into different shapes. It can be used in various applications, from takeaway foodservice to industrial packing. The new punnets will be ready for market testing starting from January 2026.

Campari Group has agreed to sell its Averna and Zedda Piras liqueurs to Italian spirits group Illva Saronno, owner of the Disaronno brand. The €100 million deal comes as part of ongoing efforts from Campari Group to streamline its portfolio and focus on its core brands. This aims to reduce business complexity and support financial deleverage. Expected to complete during the first half of 2026, the transaction includes Campari’s production plants for Averna in Caltanissetta, Sicily, and for Zedda Piras in Alghero, Sardinia. The two companies will enter into a transitional manufacturing agreement in Italy for blending and bottling of Amaro Averna in Campari’s Canale production site. A transitional distribution agreement will also see Campari continue to distribute Amaro Averna and Zedda Piras products in certain markets, such as Germany, Austria and Switzerland, initially before transferring to Illva Saronno’s commercial network. In addition to the renowned amaretto liqueur Disaronno, Illva Saronno owns historic Sicilian wine brands Florio and Duca di Salaparuta, among others. Sicilian amaro liqueur Averna was created in 1868 and acquired by Campari Group in 2014, though its acquisition of the brand’s previous owner Fratelli Averna. Italy remains Amaro Averna’s primary market, accounting for around 30% of net sales, followed by Germany, the US and Austria. Zedda Piras was acquired by Campari in 2002 as part of its acquisition of Sella&Mosca. The brand was founded in the 19th century and is regarded a key contributor in the popularisation of myrtle liqueur across Italy, where most of its sales are concentrated. In the 12 months ended 30 September 2025, net sales of Averna and Zedda Piras amounted to €26 million. Simon Hunt, CEO of Campari Group, said: “We are very pleased to execute this transaction with Illva Saronno, a strong player in the alcoholic beverages market and the best possible fit for the future development of these brands, especially given their long-standing history of working with Sicilian brands.” Illva Saronno’s CEO, Marco Ferrari, commented: “The acquisition of Averna and Zedda Piras is another step towards strengthening our role as a global spirits player. With their recognised quality and heritage, the two brands are a great addition to our international portfolio and will significantly reinforce our position in three of our priority markets – US, Germany and Italy.” As part of Campari’s streamlining strategy, the group announced the disposal of its Australian production facility and co-packing business in March, and of the Cinzano brand in June. In October, through Dioniso Group (its 50/50 joint venture with Moët Hennessy) it also announced the sale of Tannico to a private industry player. Tannico is an Italian e-commerce platform for wine and spirits. Total proceeds from these divestments, including this latest sale of Averna and Zedda Piras, are more than €210 million in total. Top image: © Amaro Averna

PepsiCo has unveiled a series of senior leadership and organisational changes aimed at strengthening its global commercial capabilities, accelerating integration across its North America businesses and advancing its long-term growth strategy. The changes follow a year of transformation for the company, during which PepsiCo unified its North America operations, invested in advanced technology and artificial intelligence, modernised manufacturing, and expanded warehouse and distribution capabilities. According to the company, the latest moves are designed to build on that progress and position PepsiCo as a more agile, future-ready organisation. Effective 28 December 2025, Steven Williams, currently CEO of PepsiCo North America, will assume the role of executive vice president and vice chairman, global chief commercial officer and corporate affairs. In the newly created position, Williams will focus on building a unified global selling organisation, accelerating growth in PepsiCo’s away-from-home business, and strengthening engagement with stakeholders in the US and international markets. Williams’ transition opens the door for Ram Krishnan, who will become CEO of PepsiCo North America on the same date. Under Krishnan’s leadership, PepsiCo North America will continue to emphasise end-to-end, consumer-first execution across categories and channels. His organisation will include Rachel Ferdinando, who remains CEO of the US Foods category; Mike Del Pozzo, who will be promoted to president of the US Beverages category and join the PepsiCo Executive Committee; and Gregg Roden, who will continue to lead the North America Supply Chain organisation. Additional functions reporting to Krishnan will include Foods and Beverages Field Sales, Strategic Partnerships and Franchise, PepsiCo Canada, Global Foodservice and the Texoma region, where PepsiCo is piloting a combined Foods and Beverages operating model. The company also announced changes in its Latin America Foods leadership. Athina Kanioura has been appointed CEO of Latin America Foods, in addition to her current role as chief strategy and transformation officer, effective 28 December 2025. She succeeds Paula Santilli, who will retire after a 35-year career with PepsiCo. Santilli will remain with the company through July to support the leadership transition. During Santilli’s tenure, PepsiCo’s Latin America Foods business delivered significant growth while strengthening talent development and inclusion initiatives. Kanioura brings deep experience in enterprise transformation, technology and AI, and is expected to continue driving digital-first innovation and new culinary initiatives across the region. PepsiCo said the organisational changes are intended to sharpen execution, enhance leadership focus and enable the company to capture new growth opportunities across geographies and channels. With an increasingly integrated structure and expanded commercial capabilities, the company aims to deliver sustained value for customers, consumers and shareholders in a rapidly evolving food and beverage landscape.

Malaysia’s Islamic authority has issued a landmark ruling allowing cultivated meat to be considered halal, marking a first for a Muslim-majority country. The Department of Islamic Development Malaysia (Jabatan Kemajuan Islam Malaysia, JAKIM), through its National Muzakarah Committee, released a fatwa stating that cultivated meat is permissible under Islamic law if certain conditions are met. These include sourcing cells from animals slaughtered according to Shariah and ensuring that all growth media and biological components come from halal sources, avoiding substances such as blood serum or other haram ingredients. The announcement follows Malaysia’s recently completed National Cultivated Meat Feasibility Study, part of a broader government initiative, supported by the prime minister, to explore 'the potential of future foods'. The ruling aligns with similar decisions by Singapore’s Islamic council, the Korean Muslim Federation, and the International Islamic Fiqh Academy (IIFA), signalling growing regional consensus on the permissibility of cultivated meat. The Good Food Institute (GFI) APAC contributed to the deliberations by providing technical presentations on the science of cultivated meat and sharing industry survey data showing that 87 percent of producers prioritise compliance with halal standards. Mirte Gosker, CEO of The Good Food Institute APAC, said: “As one of the world’s largest halal markets and an influential voice in multilateral standard-setting, Malaysia’s fatwa will have far-reaching implications and signals an emerging global consensus on the permissibility of cultivated meat". "By providing clear guidance for start-ups, scientists and regulators, this ruling sets the stage for greater collaboration between Malaysia, Singapore and other forward-looking countries as we build a more secure and sustainable protein supply for Asia and beyond.”

At this year’s Food Ingredients Europe event, FoodBev caught up with Giulia Bulai, project manager R&D food, hydrocolloids and technical sales for Faravelli, about the team’s latest innovations, including confectionery formulated with monkfruit. With an increased demand for sugar reduction across F&B, monkfruit is an ingredient that is rapidly gaining traction for its clean taste profile and promising performance in reduced-sugar development. Until October last year, monkfruit was seen as a novel food, meaning producers and manufacturers had to seek regulatory approval for its use in ingredient development. Since gaining approval for human consumption, Faravelli has used monkfruit not only in the confectionery prototypes available at FIE, but also in gummy formulations, promoting its higher sweetening potential than other sugar alternatives alongside its natural credentials. Alongside the monkfruit confectionery, Faravelli continues to promote Fara, the company’s proprietary line of customised functional systems. Developed with the philosophy of every formulation challenge deserving its own dedicated solution, Fara is the result of years of technical refinement and collaboration and has become a strategic tool for improving texture, stability, structure and performance across a range of applications. In our conversation with Bulai, she emphasises the importance of continuous ingredient evolution and development while remaining focused on creating something that tastes great. This particular edition of FIE not only showcased what Faravelli can do with ingredient innovation but also laid the groundwork for its centenary celebrations, which kick off in 2026. Over the years, Faravelli has paved the way for innovation across a broad range of sectors, something it hopes to continue for another 100 years.