As climate instability, geopolitical tensions and price volatility expose the weaknesses of global food supply chains, clean food technologies are moving further into focus. Jim Mellon, investor and executive chairman of Agronomics, a venture capital firm focused on cellular agriculture and precision fermentation, explores how precision fermentation, cell cultivation and gene-editing could help strengthen food security and build a more resilient production system. Jim Mellon The global food system has been built on two simple assumptions: first, that nature's resources, such as land, water and fuel, are limitless, cheap and infinitely resilient; and second, that global trade networks will continue to move freely according to supply and demand. But in recent years this assumption has been proved incorrect. Climate change is making weather patterns more erratic, disrupting planting cycles, reducing herd numbers and impacting yields. Geopolitical tensions and trade disputes are disrupting supplies of inputs such as fertilisers and energy, raising costs and constraining production. The fragility of these long, complex supply chains makes clear that a system built for efficiency is not optimised for resilience. Food prices show how this is playing out. The FAO Food Price Index rose for three consecutive months, hitting 130.7 points in April 2026, while in the UK, the Food and Drink Federation has revised its food inflation forecast to at least 9% by the end of 2026. In the US, beef prices have shot up 75% since 2020. These rises aren't a blip, and analysis now suggests that food price shocks drive up prices indefinitely, meaning they don't come back down. Governments and organisations across the food supply chain are now seeking solutions that can strengthen domestic food production, reduce price volatility and improve security. Food security is being reframed, no longer simply about producing enough calories globally, but about ensuring reliable, stable and accessible supply at a national level, even under stress. The good news is that new technologies are emerging which can drastically bolster food production. Technology as a resilience strategy Next-generation food technologies, an industry I call clean food, are gaining renewed attention. Precision fermentation, for example, allows specific ingredients, such as proteins, fats and enzymes, to be produced using microorganisms in controlled environments. This approach decouples production from agricultural land, weather conditions and many of the volatile inputs associated with traditional farming. Similarly, cell cultivation enables the production of animal or other food proteins directly from cells, bypassing the need for large-scale livestock farming. And gene-editing technologies offer the potential to develop crops that are more resilient to drought, pests and changing climatic conditions, improving yield stability in uncertain environments. The common thread across these innovations is control. By shifting production into tightly managed systems, variability can be reduced, inputs can be optimised and output can be made more predictable. In a world where uncertainty is increasing, predictability itself becomes a strategic asset. From sustainability to security For many years, the primary argument for clean food centred on sustainability: reducing emissions, conserving land and water, and limiting biodiversity loss. However, a second equally compelling argument is now coming to the fore: security of supply. Producing key ingredients through precision fermentation or cultivation enables localisation of production. Facilities can be situated closer to demand centres, reducing reliance on global logistics networks and exposure to cross-border disruption. In practical terms, this means that countries facing land constraints, water scarcity or volatile import dependencies can begin to produce more of what they consume within their own borders, and with greater consistency. This is particularly relevant for ingredients that sit at the heart of many processed foods, such as oils and proteins, where even minor disruptions can have significant downstream effects on availability and price. Scaling a new production model The technologies themselves are no longer theoretical. Companies are already producing and, in some cases, commercially selling products derived from precision fermentation, gene-editing and cell cultivation. From dairy proteins and egg alternatives to speciality fats and oils, and non-browning bananas, the pipeline of products is expanding rapidly. This momentum is also being reflected in capital flows. Recent investments in companies such as Tropic, which is developing more resilient crops through gene-editing; Meatly, a producer of cultivated meat for pets; and Clean Food Group, which focuses on precision-fermented alternatives to palm oil, point to renewed investor confidence in the sector. These funding rounds underscore a broader recognition that clean food technologies are transitioning from speculative innovation to commercially viable infrastructure, attracting both strategic and institutional capital. The primary hurdle to widespread adoption remains cost. However, this is changing. Cost of production is declining as processes improve and production scales. At the same time, the comparative cost of conventional agriculture is becoming more volatile, driven by rising input prices, environmental constraints and regulatory pressures. This convergence is accelerating the transition. What might once have been viewed as a premium, niche category is increasingly becoming competitive, particularly when the value of resilience and supply stability is taken into account. Regulatory frameworks are evolving, public funding for research is increasing, and there is a growing recognition that these technologies should be treated as critical infrastructure, rather than experimental science. Complementing, not replacing, agriculture This is not about displacing traditional farming. Rather, it is about rebalancing the system. By moving the most resource-intensive and vulnerable aspects of food production into controlled environments, pressure on land and ecosystems can be reduced. This creates space for farmers to transition towards more sustainable, regenerative and higher-value forms of agriculture. In such a model, agriculture becomes more resilient by being less stretched. It can focus on quality, diversity and environmental stewardship, rather than being driven solely by volume and efficiency. A strategic inflection point The drivers of change, climate instability, geopolitical risk, supply chain fragility are unlikely to reverse. If anything, they are intensifying. The response to these pressures will define the future of the global food system. Continuing with the current model, absorbing shocks as they arise, is no longer sufficient. A more proactive approach is required, one that embraces innovations in clean food; like gene-editing, precision fermentation and cell-cultivation. By truly utilising the breakthroughs we are seeing the UK will finally be able to develop core food chain resilience. Clean food technologies offer a credible pathway forward. They provide the means to produce essential foods with greater reliability, fewer inputs and reduced exposure to external shocks. Those who recognise food security as both a risk and an opportunity, and act accordingly, will be best positioned to navigate what comes next.

GEA has relocated its Application and Technology Center (ATC) for New Food and Biotechnology to Sarstedt, Germany, aiming to help food and biotechnology companies scale precision fermentation and cell cultivation processes. The engineering and technology group has relocated the centre from Hildesheim, where it has been operating since 2023, to its established engineering site in Sarstedt, Lower Saxony. The move is intended to bring pilot-scale biotechnology capabilities closer to GEA's existing expertise in beverage processing, liquid dairy and process engineering. Backed by a €4 million investment, the transition includes the conversion and fitting out of an existing facility, with around 240 employees now based at the Sarstedt site following the relocation. The ATC enables companies developing alternative proteins and other biotechnology-derived ingredients to validate production processes before committing to commercial-scale manufacturing. Pilot facilities include bioreactors ranging from 50 to 500 litres, integrated with media preparation, separation, filtration, hygienic process design and automation systems. GEA said the centre is designed to bridge one of the biggest challenges facing the biotechnology sector: translating promising laboratory results into commercially viable industrial processes. Klaus Stojentin, CEO of GEA's nutrition plant engineering division, said: "New Food and biotechnology need places where you can find out whether a promising process can actually become a viable industrial application. In Sarstedt, we bring pilot infrastructure and engineering expertise under one roof. That gives our customers a stronger basis for their next decision." While precision fermentation and cell cultivation have gained attention for their role in producing alternative proteins, GEA noted that the technologies also have applications across a broader range of food ingredients. Biotechnological production methods can be used to manufacture enzymes, amino acids, vitamins, flavours and other functional ingredients for the food, feed and healthcare industries. The company said the centre will allow customers to evaluate process stability, product quality and production economics at pilot scale before progressing to contract manufacturing or investing in full-scale production facilities. Frederieke Reiners, vice president new food & biotech at GEA, said: "A good lab result creates interest. A solid process creates confidence. Sometimes the most valuable outcome of a test run is a clear no – because a process isn't stable enough yet, or the cost structure simply doesn't hold up. Learning that early can save a company a lot of time and capital." The opening comes as the commercialisation of precision fermentation and cultivated food technologies continues to progress more slowly than many early market forecasts predicted. Challenges around financing, regulatory approvals, production costs and manufacturing scale remain significant barriers for many companies seeking to bring new products to market. GEA said its focus is on providing the engineering infrastructure needed to support industrial biotechnology, rather than replacing conventional food production. Instead, the company sees fermentation-based manufacturing as a complementary production pathway for specific ingredients, particularly where supply chain resilience, climate pressures or raw material constraints are driving demand for alternative production methods. The company also pointed to growing political support for industrial biotechnology in Germany, where the federal government has identified precision fermentation as a strategic technology. GEA said continued investment in pilot infrastructure, alongside predictable regulation and collaboration across the value chain, will be critical to accelerating commercial deployment. Industry partners attending the opening included the Biotechnology Fermentation Factory (BFF) in the Netherlands, which is developing open-access food-grade pilot facilities, and Finnish food technology company Solar Foods, which is producing its fermentation-derived protein Solein at industrial demonstration scale. By integrating biotechnology pilot operations with its established engineering teams in Sarstedt, GEA aims to provide customers with support throughout the product development journey, from early process validation through to the design and implementation of commercial production plants.

Campbell Soup Company-owned brand Pace has expanded its Trailblazer Series with the launch of Balsamic Strawberry Jalapeño Salsa, a new flavour designed to tap into growing demand for more adventurous salsa varieties. The new salsa combines balsamic vinegar, strawberry and jalapeño, bringing together sweet, savoury and spicy flavour notes. It is positioned for use as a dip, topping or entertaining option during the summer season. The product joins the Pace Trailblazer Series, a line focused on more unexpected salsa pairings aimed at attracting younger millennial consumers to the category. According to Mintel data cited by the brand, 41% of consumers are buying more adventurous salsa flavours, while 36% are seeking more unusual flavour combinations, such as strawberry and balsamic. Pace also pointed to consumer interest in balsamic and strawberry, at 68% and 71% respectively, as supporting factors behind the launch. Pace Trailblazer Balsamic Strawberry Jalapeño Salsa is available now nationwide in the US for a suggested retail price of $3.69.

The US has declined to renew the US-Mexico-Canada Agreement (USMCA) in its current form, setting the stage for further negotiations with Canada and Mexico over the future of the North American trade pact. The Office of the United States Trade Representative (USTR) said representatives from the three countries met virtually on 1 July 2026 for the agreement’s first joint review, as required under the terms of USMCA. Following the meeting, US Trade Representative Jamieson Greer said the US had not agreed to renew the agreement in its current form. “As a result, the USMCA is not renewed,” Greer said in a statement. However, USTR said the agreement remains in force while the US continues discussions with Mexico and Canada, either until the issues are resolved or the agreement is terminated. The Trump administration said it wants to address what it described as shortcomings in the agreement, as well as US trade deficits with Canada and Mexico. USTR also said the US is due to meet Mexico during the week of 20 July for a third round of bilateral negotiations linked to the USMCA review. USMCA, which replaced NAFTA and entered into force in 2020, governs trade between the US, Mexico and Canada across sectors including agriculture, food, manufacturing, services and supply chains. The decision not to renew the agreement without changes has drawn support from several agricultural, manufacturing and business groups, as well as lawmakers from both parties. The National Milk Producers Federation and the US Dairy Export Council said that “getting USMCA right matters enormously” to the dairy sector, noting that Mexico and Canada account for more than 40% of US dairy exports by value. The groups said they supported US government efforts to address unresolved trade challenges and called for “focused, intensive work” by all three countries to resolve them. They added that a stronger and durable USMCA would be important for the long-term prosperity of dairy producers and exporters across North America. R-CALF USA CEO Bill Bullard said pursuing separate trade agreements with Canada and Mexico could provide an opportunity to address what the organisation views as long-standing weaknesses in both NAFTA and USMCA. He said those issues had contributed to the contraction of the US cattle industry. The Consumer Brands Association said the review process gives the Trump administration an opportunity to take a more ambitious approach with Mexico and Canada, while supporting North American competitiveness and US manufacturing. Several Republican lawmakers also backed the administration’s decision. Senator Pete Ricketts said Mexico and Canada are Nebraska’s two largest export markets and that existing trade relationships should be maintained, but added that issues in the current agreement need to be resolved. House Ways and Means Committee chairman Jason Smith said Mexico and Canada had not fully upheld their commitments under the agreement. He cited concerns including Canada’s treatment of US dairy farmers and Mexico’s policies affecting US investors in sectors such as energy. Representative Adrian Smith said the decision should be seen as an opportunity to strengthen enforcement rather than a termination of the agreement. Representative Claudia Tenney also said she supported USMCA but argued that concerns around Canada’s treatment of US wineries, dairy farmers and fruit and vegetable producers should be addressed before renewal. Some Democratic lawmakers have also called for changes to the pact. Representative Rosa DeLauro said USMCA had failed American workers, arguing that trade deficits with Mexico and Canada had increased and that imports had put pressure on sectors including autos, steel and aerospace. Representative Chris Deluzio said USMCA had included loopholes that benefited manufacturing in Mexico while weakening US factory towns. He said any future agreement should include stronger pro-worker reforms. The joint review now moves USMCA into a new phase of negotiations, with agriculture, manufacturing, market access, enforcement and supply chains expected to remain central issues in talks between the three countries.

Lactalis Australia has been fined AUD $59,400 (approx. $41,000) in penalties by the country’s competition regulator, after allegedly making misleading claims in the labelling of two of its milk products. The Australian Competition and Consumer Commission (ACCC) alleges that the dairy group’s Golden North ‘Country Fresh’ 2L milk and Ferguson Valley ‘WA Dairy Fresh’ 2L milk products were labelled as fresh milk, despite both containing ‘substantial’ amounts of powdered reconstituted ingredients. The regulator carried out a broader investigation into Australia’s milk processing industry, gathering information on the products of several major dairy companies and retailers. While it found that processors and retailers largely label fresh milk products accurately, Lactalis was found to have added significant amounts of reconstituted skim milk and lactose to its Golden North ‘Country Fresh’ 2L milk. It also was found to have added substantial amounts of reconstituted lactose to its Ferguson Valley ‘WA Dairy Fresh’ 2L milk. Mick Keogh, deputy chair of the ACCC, said: “Consumers should be able to trust product labels as accurate descriptions of the products they are buying, particularly for everyday groceries such as milk”. “We were very concerned that prominent ‘fresh’ claims on these products may have been misleading, as consumers would not expect fresh milk to contain substantial amounts of powdered, reconstituted ingredients.” He added that all businesses across the food processing industry should be aware of the importance of labelling food truthfully and accurately, risking “serious consequences” if they make misleading claims. Owned by the multinational Lactalis Group, Lactalis Australia produces a variety of dairy products across its portfolio of brands. These include Pauls, Harvey Fresh, Oak, Vaalia and Ice Break. The ACCC, responsible for ensuring fair trading and product safety across Australia, issues infringement notices when it has ‘reasonable grounds’ to believe a company has breached consumer law provisions. The payment of penalties does not equate to an admission of contravention of the Australian Consumer Law. Lactalis was fined $950,000 by the ACCC in 2022 for breaching the Dairy Code of Conduct by failing to meet some of its 2020-21 milk season obligations.

Somerset artisan cheesemaker White Lake Cheese has expanded its portfolio with the launch of four new cheeses, as consumer demand continues to grow for premium, seasonal and internationally inspired dairy products. The new additions, Persian Gold, English Pecorino Fresco, Tuppence and Glastonbrie, have been developed for summer occasions including salads, grazing boards and outdoor dining, with each cheese drawing inspiration from traditional cheesemaking styles from around the world. Founded by third-generation farmer Roger Longman, White Lake Cheese said the range reflects changing consumer preferences for lighter flavours and versatile cheeses suited to seasonal menus. Leading the launch is Persian Gold, a fresh lactic cheese made from Jersey cow's milk and presented in a jar of rapeseed oil infused with garlic, basil and marjoram, with thyme and peppercorns. Inspired by flavours from Southwest Asia, the cheese is designed for use in salads, starters and sharing dishes. Ahead of its commercial launch, Persian Gold secured a Gold medal at the British & Irish Cheese Awards and two Silver medals at the Artisan Cheese Awards. White Lake has also introduced English Pecorino Fresco, a semi-hard sheep's milk cheese inspired by the Italian classic. Matured for three months, the cheese is intended to deliver the nutty, savoury characteristics associated with Pecorino while maintaining a creamy texture. Completing the range is Tuppence, a small-format goat's cheese inspired by the French Crottin style. The cheese can be enjoyed young, when it offers fresh, citrus notes, or matured further to develop a firmer texture and more savoury flavours. Tuppence has already received industry recognition, winning Gold at the Artisan Cheese Awards and Bronze at the International Cheese & Dairy Awards. The fourth addition, Glastonbrie, is a Brie-style cheese made with Jersey cow's milk. Produced near the Glastonbury Festival site in Somerset, the cheese features a white rind and creamy interior, with flavour notes including mushroom, malt, strawberries and pear. It was awarded Bronze in the cow's milk category at the 2026 British & Irish Cheese Awards. The launches continue White Lake Cheese's strategy of combining traditional cheesemaking techniques with international influences to develop distinctive products for the premium artisan market. Founded in 2004, the Somerset producer manufactures a broad portfolio of goat's, sheep's and cow's milk cheeses from its purpose-built dairy at Bagborough Farm. The business sources milk from its own herd of French Alpine goats alongside locally produced sheep's and cow's milk. In recent years, White Lake has also invested in expanding its production facilities while incorporating renewable energy technologies, including solar panels and a biomass boiler fuelled with locally sourced woodland material, to support more sustainable operations. The four new cheeses became available to retail customers from 29 June, with the company targeting specialist cheese retailers, delicatessens and foodservice customers looking to capitalise on demand for premium seasonal cheeses. Top image: ©Charlotte Tolhurst Photography / White Lake Cheese

Global ingredient solutions provider Solina has acquired Denver-based Epicurean Butter, strengthening its position in dairy-based flavour innovation and expanding its capabilities across the US food manufacturing, foodservice and retail sectors. Financial terms of the transaction were not disclosed. Epicurean Butter specialises in the development and manufacture of flavoured compound butters and customised dairy-based flavour solutions for food manufacturers, foodservice operators and retailers. The company has built its reputation on rapid product development and customised flavour systems designed to help customers deliver consistent, restaurant-quality taste across a range of applications. The acquisition enhances Solina's portfolio by adding expertise in dairy innovation, flavour development and agile product innovation. Compound butters, made by blending butter with ingredients such as herbs, spices and cheeses, have become an increasingly popular format for manufacturers and operators seeking convenient, ready-to-use flavour solutions. Michael Marks, regional CEO of Solina USA, said: "Epicurean brings exactly that combination of culinary creativity, technical expertise and entrepreneurial spirit, expanding our capabilities in dairy and unlocking new opportunities to support our customers across the US market." The deal is expected to broaden Solina's culinary innovation platform by combining Epicurean Butter's dairy expertise with Solina's wider portfolio of culinary and beverage solutions. The company said the combined business will be better positioned to support product development across retail, foodservice and food manufacturing through an expanded range of customised solutions. Anthony Francheterre, CEO of Solina, said: "Epicurean represents exactly the kind of business we look for: entrepreneurial, customer-focused and driven by innovation. We will expand what we can create for our customers while supporting the continued growth of both organisations." Following the acquisition, Epicurean Butter will continue to operate from its Denver, Colorado, manufacturing facility, which will serve as Solina USA's centre of excellence for butter and dairy innovation. CEO Stephen Owens and the existing leadership team will remain with the business. Owens said joining Solina would enable Epicurean Butter to accelerate its growth while continuing to focus on innovation and customer collaboration. "Our mission has always been to help customers make everything taste better, effortlessly," Owens said. "We have a passion for bringing exceptional flavour to life through innovation, speed and close collaboration, and Solina shares those same values. Together, we see tremendous opportunities for our people, our customers and the future of the business." The acquisition is the latest move by Solina to strengthen its North American footprint and expand its capabilities in value-added ingredient solutions. Globally, the company employs more than 5,000 people across more than 50 production sites and operates R&D centres in 21 countries, serving customers in more than 75 markets.

PepsiCo has appointed Mihaela Hristea as general manager of East Balkans, following the promotion of Radu Berevoescu to general manager of East Europe. Hristea joined PepsiCo in 2023 as senior marketing manager for Beverages Romania. She was then appointed as organised trade sales director, East Balkans, where she led the commercial strategy for the entire regional portfolio. Mihaela Hristea During this time, Hristea strengthened relationships with retail partners and is credited in playing a key role in PepsiCo’s brand transformation in Romania. She also initiated partnerships with cultural platforms in the country, contributing to increasing the relevance of PepsiCo’s beverages among younger consumers. Hristea brings more than 20 years of experience in the FMCG industry, in regional and cross-functional roles including in marketing, finance and commercial operations. She will be part of the leadership team led by Berevoescu. Commenting on her appointment, she said: “I am taking on this role in a symbolic year for Pepsi in Romania. Six decades of relevance reflect the strength of a product that has remained relevant across generations of consumers and stand as proof of a solid business foundation built by a strong and motivated team.” In his new role as general manager of East Europe, Berevoescu will report to Silviu Popovici, CEO of Europe, Middle East and Africa. He will oversee operations across 20 markets and territories in Eastern Europe, prioritising driving sustainable growth, accelerating portfolio transformation and building high-performing, resilient teams. Radu Berevoescu Berevoescu, who has been with PepsiCo for more than 16 years, began his career with the company in Finance. He spent 11 years overseeing financial strategies across 30 countries, later becoming chief financial officer for PepsiCo East Balkans. In 2021, he was appointed organised trade director, and then as general manager of East Balkans in 2023. During his tenure, PepsiCo invested more than $148 million in modernising manufacturing plants and expanding production capacity. Berevoescu commented: “East Balkans is a strong organisation, supported by an outstanding team that has consistently delivered results in an ever-changing environment”. “I am confident that Mihaela will continue this direction with the same ambition and results-oriented mindset. For me, this new role represents an opportunity to contribute to PepsiCo's growth in Eastern Europe and to build on the experience I have gained while working with teams throughout the region’s 20 markets and territories.”

Tim Foster As energy costs remain volatile and sustainability expectations intensify, food and drink manufacturers are being forced to rethink how they manage power. Tim Foster, director of energy for business at Conrad Energy, explores why the traditional 'fix and forget' approach to energy procurement is no longer fit for purpose and how businesses can instead use smarter, data-driven strategies to cut costs, reduce carbon emissions and build long-term resilience. Energy has long been treated as an unavoidable overhead cost for food and drink manufacturers, typically managed through fixed-price contracts and revisited only when renewal approaches. But in today’s market, that 'fix and forget' approach is rapidly becoming outdated. The sector is uniquely exposed to energy volatility. From refrigeration and cold storage to processing, bottling and packaging, energy consumption is both intensive and continuous. Even small fluctuations in electricity prices can have a material impact on margins. Simultaneously, businesses face mounting pressure to decarbonise, driven by retailer requirements, investor scrutiny and ESG commitments. Scope 2 emissions reporting is becoming standard practice, while supply chain transparency is increasingly expected by both regulators and consumers. The challenge, then, is no longer simply securing supply at a competitive rate – but rather managing energy as a dynamic, strategic input that underpins both profitability and sustainability. This is all the more important now with energy prices subject to such volatility, with the World Bank forecasting a 24% surge in prices this year due to the conflict in the Middle East. The limits of fixed energy strategies For many businesses, fixed-price contracts have long been the default approach. They offer predictability and simplicity, and a set unit rate over a defined period, typically one to three years. In volatile markets, that certainty can be appealing. However, this model comes with clear limitations. By locking in a price, businesses lose the ability to respond to market movements. When wholesale prices fall, they cannot take advantage. When operational demands shift, the procurement strategy remains static. Reinforcing a passive mindset, energy becomes something that is 'bought and forgotten,' rather than actively managed. Without visibility into when and how energy is consumed, opportunities for optimisation are often missed. In a market that is increasingly shaped by real-time dynamics, this lack of responsiveness can come at a cost. From passive procurement to active optimisation A growing number of food and drink businesses are now rethinking this approach – adopting a more active, integrated strategy; one that combines purchasing, consumption and sustainability objectives. At the centre of this shift is data. Half-hourly metering, real-time monitoring and advanced analytics provide a far more granular understanding of energy use. Businesses can see not just how much energy they consume, but when they consume it and the cost. This visibility enables a move from passive procurement to active optimisation. Rather than simply buying energy at a fixed rate, businesses can begin to align their consumption with market conditions, adjusting usage patterns to take advantage of lower prices and lower carbon intensity. Why granularity matters Granular energy data is particularly valuable in the food and drink sector, where operational processes often have some degree of flexibility. While certain processes must run continuously, others, such as cleaning cycles, batch production stages, or pre-cooling, can often be scheduled with greater precision. By identifying peak demand periods and understanding wholesale price signals, businesses can shift non-critical loads to times when electricity is cheaper. Increasingly, these periods also coincide with higher levels of renewable generation, meaning they are lower in carbon intensity. For example, a manufacturer might adjust refrigeration cycles to avoid peak evening demand, or schedule energy-intensive processes during periods of high generation, delivering meaningful savings over time. The principle is simple: use the right energy at the right time. But achieving it requires the visibility and flexibility that traditional procurement models do not provide. Power purchase agreements: More than a sustainability badge Power purchase agreements (PPAs) are becoming an increasingly important tool for food and drink businesses looking to address both cost and carbon. By securing electricity directly from renewable generators, PPAs offer long-term price stability while supporting the development of new clean energy capacity. For brands with strong consumer-facing sustainability commitments, PPAs also provide a credible, transparent route to reducing Scope 2 emissions. They can strengthen relationships with retailers and enhance brand value in a market where environmental credentials are under growing scrutiny. To maximise value, PPAs need to be integrated into a broader energy strategy, such as one that considers flexibility, demand patterns and complementary procurement approaches to ensure that energy use and generation are aligned with as high a degree of matching as possible. Aligning cost and carbon One of the most important developments in the energy landscape is the increasing alignment between cost and carbon. Historically, businesses often faced a trade-off: lower-cost energy options were not always the most sustainable, and vice versa. Today, that relationship is changing. Periods of high renewable generation, such as windy nights or sunny afternoons, tend to correspond with lower wholesale prices: shifting consumption to these periods can reduce both costs and emissions. By embedding flexibility into operations and aligning procurement strategies accordingly, food and drink businesses can turn sustainability from a requirement into a competitive advantage. Taking the first steps The first step to moving beyond 'fix and forget' is visibility. Access to detailed, half-hourly consumption data and the tools needed to interpret it is the foundation of optimisation. The second is a review of procurement strategy, moving away from fixed contracts towards flexible or blended approaches. The third is operational, identifying where flexibility exists within processes, and how they can be time -shifted to periods when energy is cheaper. Finally, partnerships matter. Navigating energy markets, structuring PPAs and integrating on-site assets requires specialist expertise. Working with providers who can bring these elements together into a cohesive strategy is critical. A strategic opportunity Energy has become a strategic lever for transformation. Food and drink businesses that embrace data-driven, flexible approaches will be better positioned to control costs, reduce emissions and build resilience in an increasingly complex market.

Plant-based electrolyte brand Cure Hydration has expanded its hydration mix portfolio with the launch of a new Raspberry flavour, as it continues to capitalise on growing consumer demand for clean-label functional beverages. The latest addition joins the brand's range of science-backed hydration mixes and is positioned as a berry-forward option for summer, delivering functional hydration without added sugar. Made with plant-based ingredients including coconut water powder, pink Himalayan salt, lemon juice powder, monk fruit extract and organic stevia extract, the new Raspberry variety is formulated using the World Health Organization's Oral Rehydration Solution (ORS) protocol to support efficient hydration and fluid absorption. According to the company, the flavour offers a jammy, juicy berry profile while maintaining the brand's focus on clean ingredients and functional performance. The Raspberry hydration mix is available in 14-count and 28-count pouches, priced at $23.99 and $42.38, respectively. The product is available through the brand's direct-to-consumer website, Amazon and retailers nationwide. The launch follows Cure Hydration's recent expansion into Target stores across the US and forms part of the company's broader strategy to accelerate product innovation and retail distribution. The brand said additional flavour launches and retail expansion announcements are planned throughout July and August. The introduction of Raspberry reflects continued momentum within the functional hydration category, where consumers are increasingly seeking electrolyte products formulated with recognisable ingredients, low sugar content and science-backed health credentials.

Tyson Foods has expanded its Tyson Chicken Cups range with the launch of three new flavours, Garlic & Herb, BBQ and Harissa, as the company continues to build its presence in the growing convenient, high-protein snack category. The latest additions follow a strong debut for the product line, which was recently recognised as a Product of the Year winner in the Protein Snack category. The award was based on a survey of 40,000 consumers conducted by Kantar and reflects rising demand for convenient, protein-rich food options. The new flavours were developed in response to evolving consumer preferences, with Tyson Foods aiming to offer products that combine convenience, nutrition, affordability and taste. According to consumer insights from Datassential, Garlic & Herb has broad appeal, with 83% of consumers saying they like or love the flavour profile. Purchase intent is particularly high among Millennials and Gen Z, with 84% expressing interest. The BBQ variety taps into a familiar flavour profile, with 80% of consumers reporting positive sentiment. Among younger consumers, favourability rises to 81%, highlighting continued demand for classic smoky barbecue flavours. Meanwhile, Harissa introduces a globally inspired option designed to appeal to consumers seeking bolder taste experiences. Tyson Foods said the flavour aligns with emerging quick-service restaurant trends, with the harissa flavour profile projected to grow by 14% over the next four years. The fully cooked chicken cups are ready to eat after heating, offering a convenient solution for consumers looking for quick, high-protein meal or snack options. The new Garlic & Herb, BBQ and Harissa Tyson Chicken Cups are now available at select retailers across the US.

James Taylor has stepped down as chief executive of BrewDog, little more than a year after taking on the role and just months after overseeing the brewer’s acquisition by US consumer packaged goods company Tilray Brands. Taylor, who joined BrewDog as chief financial officer in November 2023 before becoming CEO at the start of 2025, has left the business with immediate effect. The move follows BrewDog’s £33 million sale to Tilray earlier this year, which saw the US-based cannabis and functional food and drink specialist acquire the brewer's operations across the world. Under the new structure, the business no longer requires a standalone chief executive, with leadership responsibilities integrated into Tilray’s international operations. Lauren Carrol, BreDog’s chief commercial officer, will continue to oversee the brand’s day-to-day operations, reporting to the president of international at Tilray Brands. A BrewDog spokesperson said: “James successfully led BrewDog through its ownership transition. We thank him for his contributions and wish him every success in the future.” During his tenure, Taylor guided the business through a significant restructuring programme before completing the sale to Tilray. The acquisition came after BrewDog appointed advisory firm AlixPartners to explore strategic options following a prolonged period of financial challenges. Founded in 2007, BrewDog has grown into one of the UK’s best-known craft beer producers with a portfolio spanning premium craft beers and low- and no-alcohol brands led by its flagship Punk IPA. Tilray said the acquisition forms part of its strategy to build a $500 million global craft beer and beverage platform. The company expects the deal to contribute approximately $200 million in annual net revenue while supporting its international expansion into new markets.