Synlait Milk has confirmed that chief executive officer Richard Wyeth has resigned and will remain with the company until 30 June 2026 to oversee an orderly transition. Richard Wyeth Wyeth joined Synlait in May 2025 and has served as CEO through a period focused on operational, quality and financial stabilisation. The board said he made a strong contribution during his tenure, particularly in addressing key performance issues and supporting efforts to rebuild customer relationships. Before joining Synlait, Wyeth held senior leadership roles including chief executive of Westland Milk Products from 2021 to 2025 and chief executive of Miraka Limited from 2010 to 2021. The board thanked him for his leadership and commitment and wished him well for the future. Leon Fung has been appointed acting chief executive with immediate effect from 14 May 2026. He is based in New Zealand. Fung brings nearly 30 years of experience across manufacturing, operations, capital investment and market development. His previous senior roles include chief executive of NIG Nutritionals and operations director for Danone Oceania. He joined Synlait as a director in June 2024 and has served as chair of the company’s People, Environment and Governance Committee since November 2025. Synlait said this has given him detailed insight into its operations and current challenges, positioning him to lead the business during the transition period.

Plant-based beverage brand Califia Farms is expanding its UK ready-to-drink (RTD) range with the launch of Blueberry Matcha Almond Latte, tapping into the rising demand for matcha across the country. The popularity of matcha in the West has surged in recent years, with Califia Farms noting its rapidly growing presence as a staple both in cafés and at home in the UK. This latest innovation, building on the success of the brand’s original Matcha Latte product, is positioned as a ‘first-to-market’ flavour innovation for the UK. It combines premium 0.4% single-origin Japanese matcha with a subtle blueberry profile, made from almond milk and designed to deliver a more ‘authentic and consistent’ flavour compared to blended alternatives. Califia Farms developed the product to meet growing demand for plant-based alternatives, convenient café-style drinks at home, and flavour innovation in the matcha segment. The SKU was specifically designed to drive trial among lifestyle consumers seeking premium, customisable beverages. It is also positioned as a lighter option within the RTD space, with low sugar content and containing 93 kcal per serving. Damien Threadgold, UK and EU general manager at Califia Farms, said: “Matcha has become one of the most relevant trends in the UK drinks category, but there is still significant headroom for innovation in retail”. “With our Blueberry Matcha Latte, we’re bringing something genuinely new to shelf – combining authentic Japanese matcha with a distinctive flavour twist to help retailers tap into that demand. It’s about delivering a premium, café-style experience in a convenient format that meets the needs of today’s shopper.” The 750ml multi-serve drink will be rolling out from 18 May 2026, available exclusively at Tesco for three months and priced at an RRP of £3.25.

Spanish circular economy ingredients specialist Alvinesa Natural Ingredients has appointed Olivier Lavaud as its new chief executive officer. The leadership change comes as demand continues to grow across the food and beverage industry for traceable, naturally sourced ingredients with strong sustainability credentials. Based in Daimiel, Spain, Alvinesa specialises in the valorisation of by-products from the wine and olive oil industries, converting residual raw materials into high-value-added ingredients for food, beverage, nutraceutical, cosmetic and animal nutrition applications. The company operates under a circular economy model and maintains production and sourcing operations across Spain and Latin America. According to the company, Lavaud brings extensive international management experience within B2B industrial businesses, with expertise spanning strategic growth, operational excellence and business transformation. In a statement announcing the appointment, Olivier Lavaud said: "Alvinesa has a unique value proposition: transforming by-products from the wine and olive oil industries into high-value-added natural ingredients. My objective will be to reinforce this competitive advantage, accelerate our international growth and continue building strong relationships with our customers and partners." The company said the appointment signals a new phase focused on expanding its international footprint and reinforcing its role as a global supplier of sustainable ingredients produced through circular production systems. Alvinesa’s international platform includes operations in Spain as well as subsidiaries Dervinsa in Argentina and Vinicas in Chile, supporting sourcing, manufacturing and customer service capabilities for global markets. Its portfolio includes branded nutraceutical ingredients such as Hytolive, Vintera and Teralive, alongside food preservation solutions, animal nutrition ingredients, natural tartaric acid, grape seed oil and natural colour products.

Vicky Grinnell-Wright Vicky Grinnell-Wright, director of food tech and futures lead at Lloyds Corporate & Institutional Banking, suggests the UK reframes how it looks at food security – and what measures the country can put in place to enhance resilience. Food security is often framed through agricultural output. Farm viability is fundamental, but for food and drink manufacturers, resilience also depends on energy, processing capacity, storage, logistics, working capital and global trade. Food security is national security, and recent preparedness assessments suggest more can be done to enhance the UK’s resilience. Climate change, nature depletion and high import reliance are converging, increasing pressure on the existing model. The debate is not whether the challenge exists, but how we respond. The practical question for finance is what enabling resilience looks like. At the start of the chain, beyond traditional farm lending, it may mean flexibility to recognise transitional costs of regenerative practice changes. Further downstream, it can include capital expenditure for processing lines, fermentation capacity, storage infrastructure or energy efficiency upgrades. The UK benefits from deep international market integration. Trade delivers variety and efficiency; however, imports account for a significant share of supply and, in some categories, reliance on overseas production is structural. This is not inherently a weakness. However, climate, energy price fluctuations and trade disruption show highly optimised supply chains are sensitive to shocks. National preparations The National Preparedness Commission’s ‘Just in Case’ report highlights how modern supply systems are designed for efficiency and minimal inventory. The model delivers cost advantages but reduces buffers. For manufacturers and retailers, disruption quickly translates into reformulation pressure, renegotiated contracts and working capital strain. Lloyds Banking Group’s ‘Farming with Nature’ report provides insight at the start of the chain. Mapping 5.1 million hectares of farmland, it highlights where climate and nature risks are affecting productivity and where targeted interventions – water resilience, soil improvement, tree planting, cover cropping – could strengthen viability. These practices matter, but are not a complete strategy. Regenerative agriculture alone cannot solve food security. Modern food security threats Recent pressures in specific categories illustrate how resilience plays out in practice. Take eggs – avian influenza has repeatedly constrained supply. At the same time, higher welfare expectations limit production flexibility. Imports may bridge short-term gaps but may introduce disease or traceability risks. Improving resilience requires a multi-layered approach. It includes investment in biosecurity and controlled housing, as well as flexible processing capacity in liquid and powdered egg formats that can be redirected across applications. It also includes ingredient innovation. Plant-based binders, aquafaba-derived ingredients, structured proteins and fermentation-based solutions are being adopted in bakery and prepared foods where ingredient functionality matters more than serving whole eggs. These approaches do not replace conventional production but reduce pressure in specific applications. Meat and dairy present similarly nuanced challenges. Consumption patterns are evolving, yet these remain key protein sources. The UK’s land mass, climate and farm economics shape what can realistically be produced domestically. Livestock systems are also exposed to feed volatility and climate risk, particularly inputs linked to global soy markets. In this context, resilience is not a choice between conventional and alternative systems. It may involve improving feed efficiency, exploring alternative feeds, integrating mixed farming models and investing in regional processing capacity. In some segments, complementary protein formats can ease pressure on land and feed without assuming wholesale dietary changes. Advanced food manufacturing, therefore becomes part of the resilience toolkit. Controlled-environment agriculture can stabilise certain horticultural categories, while on-farm processing can strengthen local supply chains where viable. Precision fermentation, cell-cultivated food and alternative fats or oils may reduce import dependencies, adding flexibility to biological systems. Meanwhile, consumer demand is evolving. The rise of GLP-1 weight management medication is influencing purchasing behaviour. With greater emphasis on portion control and nutrient density, manufacturers are reformulating products to deliver higher protein or micronutrients in smaller portions. This has sourcing and production implications. In parallel, exposure to climate-sensitive imports, such as cocoa and coffee, is prompting exploration of alternative ingredients or blends. These changes require research and development, ingredient validation and careful brand management. The solution The common thread is resilience is capital intensive. Reformulating products, scaling alternative ingredients, installing fermentation or controlled environment capacity, expanding storage or upgrading energy systems require upfront capex. Managing dual supply chains during transition increases working capital needs, while longer innovation cycles and ingredient volatility add financial pressure. Energy is cross-cutting. Grain drying, refrigeration, processing and cold chains are energy-intensive, with market fluctuation feeding directly into pricing. Investment in efficient, diversified energy sources therefore supports margin resilience and supply continuity. Working capital solutions are equally important. Receivables finance can smooth seasonal swings; inventory funding can support strategic stockholding in higher-risk categories. Facilities may need to accommodate longer innovation cycles as recipes change but structured supply chain finance can strengthen producer, processor and retailer relationships, improving cash flow stability. International supply chains remain essential, but resilience comes from the different pieces of the system working together: diversified sourcing, a mix of production models, and enough domestic processing capacity. The central takeaway is that we must stop treating food security as binary debates: farming versus technology, domestic versus imports, natural versus novel, and adopt a systems-thinking approach. That means first defining what a food-secure nation looks like, then aligning capital, policy and industry behind it. Banks cannot absorb all the transition risk, but with clarity on the strategy and direction of travel, capital can flow with greater confidence and scale. For banks, the opportunity reflects their reach and convening power across consumers, farmers and corporates. The industry’s role is to support a bankable food system for tomorrow; one that keeps farms viable, manufacturers competitive and households served. In a volatile world, food resilience intersects biology, technology and balance sheets. It’s the capacity of farms, factories, logistics and retailers to absorb shocks while meeting demand. Strengthening that capacity is not simply a policy discussion. It's a commercial priority requiring coordinated investment.

Vertical farming company Oishii has announced the first closing of a $150 million Series C financing round, supporting the scale of its indoor Smart Farm model as the company increases production. Oishii’s Smart Farm platform integrates robotics, automation and advanced technology with traditional Japanese farming methods. The company, founded in 2016 and headquartered in New Jersey, US, is focusing on accelerating its operations and expanding retail access to its pesticide-free, non-GMO strawberries, which are grown year-round and harvested at peak ripeness. Its Series C round was led by Sparx Asset Management, with participation from Nomura Real Estate Development, Misumi, Mizuho Bank and others. Despite the wider vertical farming sector’s slowed growth in recent years, Oishii’s funding success reflects confidence in the smart farming model as it differentiates itself through its modern, tech-led approach. With the financing, Oishii plans to advance its robotics integration, expand farm infrastructure and develop new product formats while continuing to invest in R&D and innovation capabilities across the US and Japan. The company has raised a total of $370 million since its establishment. Robotics and automation are central to Oishii’s approach to scaling strawberry production with enhanced consistency, precision and quality control. The company acquired Tortuga AgTech last year, and has since expanded its tech capabilities with additional harvesting robots and engineering expertise. Earlier this year, Oishii also announced a partnership with Musumi, a global supplier of manufacturing and automation components, to support its production needs across the US and Japan. Additionally, since launching the Omakase Berry at nearly $50 per tray in 2018, Oishii has expanded beyond its ultra-premium positioning – the company now offers the Koyo Berry and Nikko Berry, with new pack sizes and formats designed for more accessible daily purchasing and priced from $4.99 to $15. It has also entered the pantry staples category with the launch of its Premium Preserves line. Introduced in 2025, the Nikko Berry has recently undergone a packaging refresh with the introduction of a new stay-fresh top-seal format, enhancing freshness and shelf life while reducing plastic usage by 80% compared to traditional clamshell packaging. These milestones reflect a new phase of maturity for the company as it aims to reach more consumers and help define the vertical farming industry’s next wave. Hiroki Koga, co-founder and CEO of Oishii, said: “When we chose strawberries, we knew we were selecting one of the hardest paths in indoor farming. They require precision at every stage, from pollination and harvesting to freshness and shelf life, and there were moments along the way where solving one challenge revealed the next one underneath it.” “This funding marks a new phase for Oishii as we scale what we've built, with deeper confidence in the decisions we've made and the role we can play in bringing high-quality produce to more people.” Shuhei Abe, president and CEO of investor Sparx Asset Management, commented: “Since our Series A investment in 2019, we have continuously supported Oishii Farm's growth”. “One of the company's key strengths lies in its exceptional execution capability, which has enabled rapid technological advancement. As Oishii Farm enters a new phase with the establishment of its Open Innovation Center in Japan, we look forward to continuing to support its growth.” Top image: © Oishii

Quaker Oats Company is expanding its presence in the fast-growing functional breakfast and snacking category with the launch of several new high-protein products tied to its sponsorship of the FIFA World Cup 26. The product rollout comes as consumer demand for protein-enriched foods continues to rise, with the company citing data showing that 73% of Americans are actively adding protein to their diets. As part of the launch, Quaker is introducing new protein-focused SKUs across granola bars, rice crisps and instant oatmeal. Among the new launches are Quaker Chewy Protein Granola Bars, now available in Maple Brown Sugar and Caramel Chocolate Chip varieties, each containing 5g of protein per serving. The company is also expanding its savoury snacking range with Quaker Protein Rice Crisps in Chocolate Caramel and Tangy Barbecue flavours. Each serving contains 6g of protein and 9g of whole grains. Further launches scheduled for later this year include the Quaker Protein Granola Bar in Chocolate Pretzel flavour, arriving in late June with 10g of protein per bar, and Quaker High Protein Instant Oatmeal, launching in July in Blueberries & Cream and Banana Chocolate variants with 22g of protein per serving. The launches highlight how mainstream breakfast brands are increasingly reformulating and extending portfolios to meet demand for higher-protein, functional products that appeal to consumers seeking convenience, satiety and better-for-you positioning.

UK blended cheese specialist The Ilchester Cheese Co is expanding its flavoured cheese portfolio with the launch of a new 185g bar format across its flagship Applewood and Mexicana brands. The company said the move is designed to drive greater versatility and usage occasions within the flavoured cheese category, giving consumers a format better suited to slicing, grating, cubing and cooking across everyday meals and snacking occasions. Available nationwide from late April with an RRP of £2.75, the new products include the Applewood Original Bar and The Original Mexicana Cheddar Bar. According to The Ilchester Cheese Co., consumer testing showed strong demand for bolder flavour profiles, particularly smoky and spicy varieties, as shoppers increasingly look to add more flavour to home cooking and casual dining occasions. The new Applewood Original Bar expands the Applewood portfolio, which the company describes as Britain’s leading smoky cheddar range. The product combines Barber’s mellow cheddar with Applewood’s signature smoky flavour and paprika coating, while also introducing new flow-wrap packaging with a viewing window aimed at improving shelf visibility and shopper appeal. Meanwhile, The Original Mexicana Cheddar Bar extends the Mexicana line beyond its existing sliced cheese offering. The bar blends cheddar with chilli, jalapeño and bell peppers, targeting consumers seeking more flavour-led and protein-rich meal additions. James Catchpole, managing director at Ilchester Cheese Co, said: “Our flavoured cheeses have been elevating meals and occasions for more than 60 years – flavour and format innovation is part of our DNA and the new 185g bar adds to this strong heritage. This is about versatility of usage and increasing suitability for whatever the cooking or enjoyment occasion is.” Founded on the pioneering concept of blending flavours with cheddar cheese, The Ilchester Cheese Co.’s origins date back to 1962, when publican Ken Seaton first mixed beer with cheddar at The Ilchester Arms, a concept that later evolved into one of the UK’s best-known flavoured cheese businesses.

Diageo has officially opened its new Littleconnell Brewery in Newbridge, Kildare, marking a major expansion of its brewing operations in Ireland as part of a wider investment programme approaching €1 billion over the decade. The facility, located on a 40-acre site, represents an investment of almost €300 million and was completed in under 18 months. The brewery runs entirely on 100% renewable electricity. Diageo said the project supported around 650 construction jobs and has created more than 50 permanent skilled roles. The site will produce a range of beers including Rockshore, Harp, Smithwick’s and Kilkenny, alongside licensed brands such as Carlsberg, supplying both Irish and international markets. Diageo chief executive Sir Dave Lewis highlighted rising demand for Guinness and Guinness 0.0, describing the opening as a key step in expanding capacity. He said: “The demand for Guinness and Guinness 0.0. is surging... Diageo is proud to unveil our new state of the art brewery at Littleconnell, part of our €1 billion investment in Ireland. How fitting that it’s in County Kildare, the birthplace of Arthur Guinness.” A second phase of development at the Littleconnell site has also been confirmed, with Diageo planning an additional investment of approximately €400 million for a new facility dedicated to Guinness and Guinness 0.0 production. Construction is expected to begin in 2026 and will more than double total site capacity once complete. Colin O’Brien, category head of global beer supply at Diageo, said the site would play a central role in global growth and export expansion. He said: “Ireland plays a key role in Diageo’s global beer supply, and Littleconnell is central to enabling future growth in Guinness exports. This site is part of Diageo's near €1 billion investment programme that strengthens capacity, builds resilience across our brewing network and supports the global growth of Guinness and Guinness 0.0 from Ireland." "Littleconnell, together with the developments at St James’s Gate, will enable growth in overall beer exports from Ireland and help us deliver on Diageo’s Spirit of Progress sustainability commitments.” Enterprise Ireland CEO Jenny Melia also welcomed the development, saying: “The opening of Littleconnell Brewery is a significant milestone for Ireland’s food and drink industry, as it is a fantastic endorsement of our skills and capabilities in this sector, and will drive export growth". "Enterprise Ireland is proud to support Diageo’s investment in this lighthouse project as this innovative brewery sets a new standard for industry globally, in the use of new technologies which will reduce energy and water use.” The wider investment programme includes upgrades at St James’s Gate in Dublin and Diageo’s Belfast packaging operations, alongside further decarbonisation initiatives at St James’s Gate. Diageo said the Littleconnell facility incorporates advanced brewing and process technologies designed to reduce environmental impact, with expected savings of up to 15,000 tonnes of carbon emissions annually compared with a similar-scale plant.

Waterloo Sparkling Water has introduced three limited-edition flavours for summer, expanding its portfolio with seasonal offerings inspired by nostalgic American desserts and drinks. The new line-up – which includes, Apple Pie à la Mode, Coconut Lime Cooler and Root Beer Float – has been launched ahead of the summer season and in celebration of America’s 250th anniversary. Developed in collaboration with Flavortown inspiration from Guy Fieri, the range aims to recreate classic summertime flavours in zero-calorie sparkling water format. Apple Pie à la Mode combines tart green apple notes with warming spice and vanilla flavours, drawing inspiration from the traditional state-fair dessert. Coconut Lime Cooler blends creamy coconut and key lime flavours for a tropical-style beverage designed to evoke poolside refreshments, while Root Beer Float recreates the flavour profile of the classic dessert drink with herbal spice notes and vanilla undertones. The limited-time flavours are rolling out at retailers nationwide throughout the summer.

Belgian snacking company Lotus Bakeries has officially begun construction on a major expansion of its Lembeke production facility. The groundbreaking ceremony, led by CEO Jan Boone, marks the start of a new production hall that will significantly increase output capacity at the Belgian site, which already serves as the company’s primary Biscoff manufacturing hub for Europe. The expansion comes amid continued international growth for Biscoff, as Lotus Bakeries balances production across dedicated facilities in Belgium, Thailand and the United States. The company said the Lembeke site remains strategically important within its global manufacturing network and is currently the largest single-product cookie production site in Europe. Founded in 1932, Lotus Bakeries has transformed Biscoff from a regional caramelised biscuit into a globally recognised snacking brand. Production has remained rooted in Lembeke for more than 90 years, with the company highlighting the site’s role in preserving product quality, process expertise and craftsmanship. The company expects the first production from the expanded facilities to begin within two years. Alongside increased production capacity, Lotus Bakeries said the project has been designed with a strong focus on environmental integration. Plans include low-noise technologies, additional landscaping, tree replanting initiatives and the creation of nearly one hectare of new green space around the facility. CEO Jan Boone said: "This expansion feels like a very natural next step in the globalisation of Biscoff. Biscoff was created here in Lembeke, more than 90 years ago, and from day one our focus has been on quality, craftsmanship and the power of branding.” Lotus Bakeries generated €1.355 billion in revenue in 2025 and currently operates in more than 70 countries with a portfolio spanning indulgent and better-for-you snack brands, including nākd, TREK, BEAR and Kiddylicious. The group employs approximately 4,150 people worldwide.

Ajinomoto Foods North America (AFNA) has announced the appointment of Dave Gardner as president and chief executive officer, succeeding Hiroshi Kaho. The role became effective on 1 April 2026, with Gardner (pictured above) set to lead the speciality frozen food manufacturer through its next phase of growth and innovation. Former president and CEO Kaho has been promoted to executive officer and executive VP, chief human resources officer for Tokyo-based parent company Ajinomoto Co. During his previous role, he led AFNA through a multi-year investment period, helping to shape the company’s cultural transformation and expand its capabilities. Gardner brings more than 35 years of food industry experience and served as AFNA’s chief supply chain officer since 2022. During this time, he led manufacturing and end-to-end supply chain operations across the group’s eight US production facilities. He also oversaw capacity expansions and asset optimisation across the company’s manufacturing network. His previous role involved close collaboration with the CEO to translate long-term strategy into operational reality. With a focus on a ‘people-first culture,’ he led a cross-functional cost transformation initiative that delivered $35 million in first-year savings while improving customer service. Previously, Gardner has held senior leadership positions at food businesses such as Amy’s Kitchen and Ingredion. For his tenure as CEO, Gardner has identified three priorities: elevating operational excellence as a company-wide discipline; accelerating innovation and brand-building; and continuing to develop the company’s leadership aligning with AFNA’s mission to ‘make everyday eating a happy experience’. He commented: “AFNA is positioned for growth. We have a unique culture that has allowed us to attract and retain the best talent. We have deep-rooted R&D and culinary expertise that extends through our global network and strong manufacturing platform”. “My intention is to take our company to the next level, establishing Ajinomoto as a recognised wellbeing brand feeding an appetite for authentic, globally inspired food.” Predecessor Kaho described Gardner as “the right leader at the right moment,” adding: “Dave's track record of building high-performing teams, integrating businesses at scale and translating complex strategies into operational results makes him uniquely suited to lead AFNA into its next chapter.” US frozen food retail sales currently exceed $90 billion annually, according to Circana data. Additionally, Asian and multicultural frozen foods are ranked among the top innovation drivers in both retail and foodservice, supported by growing consumer demand for authentic global flavours, according to Euromonitor International and Innova Market Insights. AFNA’s portfolio of culturally inspired frozen food brands, with a strong presence across US foodservice and retail, includes Ajinomoto, Ling Ling, Tai Pei, and José Olé among others. It benefits from parent company Ajinomoto Co’s global position in amino acid research and innovation, supporting the development of science-backed foods designed to support healthy lifestyles.

Watercoolers Europe (WE) is gearing up for its WE Event in Torremolinos, Málaga, a key date for professionals in the watercooler and hydration industry. Delivered in partnership with FoodBev Media, this year’s event promises a lively, insight-packed programme built to inform, inspire and connect. Set in a vibrant international location, the event will bring together industry leaders, suppliers and decision-makers from across Europe and beyond. Attendees can expect a mix of keynote talks and networking opportunities designed to keep professionals up to date with developments in the rapidly evolving market. For the first time, the programme features two keynote speakers offering both European and global perspectives. Michaela Merk, a leading expert in branding and customer experience, will explore how emotional connection drives brand success, while international keynote speaker David Avrin will focus on customer experience, innovation how businesses can stand out in an increasingly competitive market. Alongside the conference, the WE Trade Fair will showcase leading suppliers and solution providers, offering visitors the opportunity to explore the latest products, technologies and services shaping the industry. With a strong focus on interaction and engagement, the exhibition floor will serve as a hub for meaningful conversations, collaboration and business development. Networking sits at the core of the event, with a range of informal and structured opportunities for attendees to meet peers, build partnerships and strengthen industry connections. Interest is already building, and early booking is encouraged. Registration is now open online, with full programme details and booking information available.