Schubert unveiled the latest generation of its automated top-loading packaging machines (TLM) last week at the Interpack 2026 trade show in Düsseldorf, Germany. The new machines, launched in black-grey and white colour schemes, feature a striking design with a curved frame that is engineered to support the F4 robots’ performance with AI-supported path calculation. This design enables more process and automation technology to be integrated into the frame while maintaining the same external dimensions and weight, enabling a significantly higher functional density. Volker Haaf, head of development for Electronics and Software at Schubert, explained that the previously used frames flexed too much to allow the ‘pick and place’ robots to operate precisely at high speeds. In collaboration with Dresden-based Schubert Motion, a frame variant four times stiffer was developed. Despite the machine’s unchanged weight, Schubert said it also succeeded in optimising the machine’s costs. “More technology in the same space expands the potential applications for our customers and makes the entire system even more efficient,” said Haaf. “With the new TLM, we are deliberately entering new performance areas.” At Interpack, Schubert demonstrated how the TLM can effectively pack stacked round biscuits into flowpacks, with five F4 units in three cells packing 800 biscuits or 266 flowpacks per minute, at a film speed of 30 metres per minute. The new TLM generation’s robots use the twin-pick method developed by the company, allowing two products to be picked simultaneously rather than sequentially. The robots’ path calculation, recalculated for every pick, adds further differentiation – Schubert’s head of new product development for Assemblies, Manuel Schuster, noted that this allows for reduced vibrations and increased performance of each robot arm by 20% without straining the mechanics. Additionally, the new generation of machines is equipped with self-optimising vacuum pumps, contributing to energy efficiency. According to Schubert, this reduces air consumption, for example by suction tools, by around 30%. “Vacuum technology accounts for close to half of the total energy requirement in a picker line. The impact the new pumps have on the system’s overall energy efficiency is just as significant,” Schuster said. With the latest TLM generation, Schubert switches to the EtherCAT protocol for the automation concepts in its new control system. This replaces the previous Sercos-III protocol. Operators can continue to control the machines and monitor processes via HMI screens, with greater flexibility than before. As detachable tablets, the machines can be used in a decentralised manner and enable web-based interaction with the line. Operators do not need to return to a fixed interface to evaluate information, change formats or carry out maintenance work – the machine allows them to do this from their current location and respond quickly.

Cargill and Voyage Foods are bringing cocoa-free confectionery alternative NextCoa to the North American market, launching initially in the United States as manufacturers seek more sustainable and supply-resilient ingredient solutions. The new product line is designed to deliver the flavour and indulgent experience associated with traditional chocolate without using cocoa, combining plant-based ingredients such as grape seeds with conventional chocolate-making processes. The launch comes as the global cocoa sector continues to face pricing volatility, supply chain disruption and sustainability pressures, prompting increased interest in alternative ingredients and reformulated confectionery products. Kojo Amoo-Gottfried, vice president and managing director of Cocoa and Chocolate for Cargill Food North America, said: “The NextCoa line is about expanding choice, not replacing chocolate but redefining what’s possible. It unlocks a new way for manufacturers to create the flavors and indulgent experiences people love while building resilience into the food system." According to the companies, NextCoa delivers a 67% lower carbon footprint compared with conventional chocolate formulations while also addressing allergen concerns. The product is formulated without dairy, soy, peanuts or tree nuts and is certified vegan, Kosher pareve and Halal suitable. The range combines Voyage Foods’ patented ingredient technology with Cargill’s global ingredient sourcing and distribution network to scale commercial adoption across food manufacturing sectors. Adam Maxwell, CEO and founder of Voyage Foods, said: “We built Voyage Foods to rethink how the world’s favourite foods are made. With Cargill, we can scale that vision, making our approach to chocolatey-like foods accessible to even more manufacturers.” The US launch includes two varieties: Mild, designed to replicate milk chocolate-style flavour profiles, and Dark Mild, which blends darker cocoa-style notes with milk chocolate characteristics. The products are intended for multiple applications, including inclusions for snack bars, bakery and ice cream, as well as coatings for confectionery products such as truffles and snacks. Under the companies’ commercial agreement, Cargill will serve as the exclusive global B2B distributor for Voyage Foods products. Distribution in the United States will be supported through ingredient partners, including Batory Foods, Blendtek Ingredients and Gillco Ingredients, with plans to expand availability into Canada.

Hero Group has announced a leadership transition within its UK and Ireland business, appointing Georgina Pattison as general manager of the Hero UK&I organisation following the departure of Matthew Mills. The move comes as the company continues integrating plant-based brand Deliciously Ella into its wider UK&I operations after acquiring the business in 2024. Mills, who co-founded Deliciously Ella alongside his wife Ella Mills, remained with Hero after the acquisition and became general manager of the enlarged UK&I organisation in October 2025. According to the company, he is leaving following the completion of the first phase of the integration process. Menno Oosterhoff, chief markets & sales officer at Hero, said: “We thank Mills for his commitment and leadership, including the integration of the Deliciously Ella business within Hero UK&I, and wish him all the best for the future." Pattison steps into the role after serving as commercial director for Hero UK&I. Prior to the acquisition, she led Deliciously Ella’s commercial operations as managing director, giving her extensive experience across both businesses and positioning her to oversee the next stage of integration and growth. Hero described Pattison as a 'strong and values-driven leader' with deep FMCG expertise, commercial leadership experience and a collaborative management style. Oosterhoff continued: “The UK is a strategic market for Hero, and our priorities and commitment remain unchanged. Our focus is on strengthening our foundations to continue to develop our strong brands, unifying and mobilising the team around new ways of working, and strengthening our execution with clarity and pace.” Headquartered in Lenzburg, Switzerland, Hero Group operates across better snacking, naturally good food and infant nutrition categories. Its portfolio includes brands such as Organix, Corny, Beech-Nut and Deliciously Ella.

Carlsberg Britvic is expanding its Pepsi portfolio with the launch of three new ice cream-inspired zero sugar cola flavours. The new range will introduce Cherry & Vanilla, Raspberry Ripple and Salted Caramel Ice Cream Flavours, combining Pepsi’s classic cola base with dessert-inspired flavour profiles designed to tap into growing demand for flavoured colas and low-sugar refreshment options. The launch marks the latest flavour innovation from Pepsi following the success of its Strawberries ‘N’ Cream and Cream Soda variants introduced in 2025. According to the company, the previous range became Pepsi’s most successful cola new product development launch in five years and delivered incremental growth across both the wider cola category and the Pepsi portfolio. The latest additions are positioned around “intentional treating” trends among younger shoppers, with Carlsberg Britvic targeting consumers looking for indulgent but zero-sugar beverage options during summer occasions. Natalia Filippociants, SVP and general manager Europe International Beverages at PepsiCo, said: “Pepsi continues to innovate and bring unique flavours, as well as zero sugar offerings to retailers’ shelves, and this new launch only builds on that momentum. These new Ice Cream-inspired Flavours have been crafted with a younger generation in mind, designed to be a fun, zero-sugar summer treat that’s a little unexpected – but in the best way." Munnawar Chishty, chief marketing officer at Carlsberg Britvic, said: "Shoppers are actively seeking soft drinks that offer great flavour and following the success of Strawberries ‘N’ Cream and Cream Soda flavours, we’re confident that the trio will continue to deliver." The new flavours will launch initially in Tesco stores from 18 May, with Cherry & Vanilla and Raspberry Ripple rolling out nationwide from 14 July. Products will be available in multiple formats, including 500ml bottles, price-marked packs, 330ml cans and eight-can multipacks.

Tate & Lyle has confirmed it is in discussions with US peer Ingredion over a possible cash offer for the UK food ingredients group, following a series of "earlier approaches" from the company. Under the conditional proposal, Tate & Lyle shareholders would receive up to 615 pence per share in total value, comprising 595 pence in cash plus up to 20 pence in permitted dividends. The dividends include a final dividend of up to 13 pence per share for the year ended 31 March 2026 and an interim dividend of up to 7 pence per share for the six months to 30 September 2026. Tate & Lyle said the proposal relates to a potential acquisition of its entire issued and to be issued share capital and confirmed that discussions with Ingredion are ongoing. The company emphasised that there is no certainty a firm offer will be made, nor certainty around the final terms of any potential transaction. The proposed valuation equates to approximately £2.74 billion, with the offer representing a 64% premium to Tate & Lyle’s closing share price on 13 May, according to Reuters. Under UK takeover rules, Ingredion must by 5pm on 11 June 2026 either announce a firm intention to make an offer or state that it does not intend to proceed, unless the deadline is extended with regulatory approval. Ingredion has not yet publicly commented on the matter. FoodBev has approached the company for comment.

Community Coffee has expanded its core product line with two new permanent flavoured coffees, Chocolate Lava Cake and Cinnamon Roll, as it responds to growing demand for dessert-inspired coffee blends. The family-owned US coffee brand said both new medium roast flavours are available now and contain no added sugar or sweeteners. The launch broadens its flavoured coffee portfolio with what the company described as bakery-inspired profiles developed in response to consumer feedback. Chocolate Lava Cake is described as a medium roast with semisweet and dark chocolate notes intended to evoke the dessert’s molten centre and rich cake base, while Cinnamon Roll features spiced cinnamon and icing notes designed to mirror a freshly baked pastry. The company said both flavours are allergen-free and made using a blend of South and Central American coffee beans. It added that the development of Cinnamon Roll focused on capturing a buttery, dough-like profile, distinguishing it from its existing Mardi Gras King Cake flavour. Kristi Crump, chief commercial officer at Community Coffee, said: “Chocolate Lava Cake and Cinnamon Roll are completely new to our lineup and are a direct result of customer feedback. They wanted the warmth and indulgence of their favourite bakery treats in every cup, so we created these 'from scratch' flavors to deliver that cozy feeling to their morning ritual." Tom Corley, CEO of Community Coffee, commented: “For over 100 years, Community Coffee has stood for quality, family and the joy of a great cup. Adding Chocolate Lava Cake and Cinnamon Roll to our permanent lineup reflects our commitment to growing with our consumers and bringing the flavours they love into their everyday ritual.” The new coffees are available through retail stores in the US, as well as online via Community Coffee’s website and Amazon, in ground and K-Cup formats.

Mars has announced a major £190 million investment into its factory in Slough, UK, where it produces chocolate for its Mars, Galaxy, Snickers and Maltesers brands, among others. Of the total £190 million, invested since 2023 and still ongoing, Mars has £32 million planned for 2027-2028. This builds on more than £118 million in UK capital investment across its Snacking, Food and Petcare businesses in 2025-2025. The Slough factory was established in 1932 by Forrest Mars, and is the birthplace of the Mars bar. It now produces several of the company’s flagship confectionery brands, meeting demand from UK consumers as well as manufacturing for distribution in Ireland and the Netherlands. Investment will support state-of-the-art manufacturing capabilities, including upgraded machinery, AI and robotics tools, and advanced cooling systems alongside energy-efficient utilities to further enhance the site’s performance and sustainability. Mars will deploy digital twin technology to the Slough site, using AI-driven data to optimise production. This aims to enable precise process control, consistency and uniformity across product lines while boosting efficiency of real-time factory decision-making and reducing waste. Alongside physical upgrades, the investment will support workforce upskilling, creating new progression routes into advanced engineering, automation, data and AI-enabled manufacturing roles. The site currently employs more than 1,850 people. Adam Grant, general manager for Mars Snacking UK and Ireland, said: “This investment reflects our confidence in the UK as a hub to manufacture and innovate. In taking a long-term view, we are ensuring our operations remain world-class, competitive and fit for the future.”

Anheuser-Busch is investing $5 million in its brewery operations in Columbus, Ohio, as the brewer looks to increase production capacity for fast-growing Michelob ULTRA brands. The investment will support expanded production of Michelob ULTRA, which the company describes as the nation’s top-selling and fastest-growing beer, as well as Michelob ULTRA Zero and Michelob ULTRA Zero Lime, part of the rapidly expanding non-alcoholic beverage category. The Columbus brewery investment is part of the company’s broader Brewing Futures initiative, a $600 million commitment to U.S. operations scheduled across 2025 and 2026. The programme focuses on brewery modernisation, workforce development and manufacturing job creation across Anheuser-Busch’s national network. Brendan Whitworth, CEO of Anheuser-Busch, said: “This investment in our Columbus Brewery strengthens our ability to brew the highest-quality American beers that consumers love, while creating and sustaining jobs in the communities where we operate. By continuously investing in our facilities and people, we are proud to help drive economic growth in communities like Columbus and reinforce our unwavering commitment to the future of American manufacturing.” In addition to expanding brewing capacity, Anheuser-Busch is opening a new technical skills training centre at the Columbus campus. The facility is one of 15 technical training centres the brewer plans to launch nationwide to support employee upskilling in mechanical and electrical systems. The company said it aims to upskill more than 90% of its manufacturing workforce over the next five years. Ryan Augsburger, president of the Ohio Manufacturers' Association, said: “Anheuser-Busch’s Columbus investment puts that model into action by building technical skills, strengthening an iconic Ohio operation and helping keep Ohio manufacturing competitive.” The training centre builds on the opening of a Regional Excellence Center at the Columbus brewery earlier this year and reflects a broader industry push toward advanced manufacturing and workforce retention amid ongoing labour shortages in food and beverage production. Anheuser-Busch has operated its Columbus brewery for more than 50 years and said it has invested more than $71 million in the facility over the past five years.

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.