Starbucks is expanding its ready-to-drink (RTD) portfolio with the launch of Starbucks Coffee & Protein, a new line combining Starbucks coffee with added nutrition. Each 12oz bottle contains 22g of complete protein, 5g of prebiotic fibre, five vitamins and minerals and 2g of sugar. The products, which will launch nationwide in the US on 23 March, will be available in two flavours: Classic Caffè and Caffè Mocha, with a suggested retail price of $3.99. Distribution will include grocery, online, convenience and gas station channels. The range was developed through the North American Coffee Partnership (NACP), the joint venture between Starbucks and PepsiCo. Brian Smith, senior director of brand marketing at NACP, said: “Consumers are looking for wellness solutions that fit seamlessly into their morning routines. Starbucks Coffee & Protein delivers both great taste and nutrients, offering 22g of complete protein and 5g of prebiotic fiber in a convenient, ready-to-drink bottle that supports busy lifestyles.” The launch follows the introduction of Protein Lattes and Protein Cold Foams in Starbucks coffeehouses across the US and Canada last year. Alongside the Coffee & Protein range, Starbucks will introduce additional RTD products on 23 March. These include Starbucks Doubleshot Energy Zero Sugar, available in French Vanilla and Dark Chocolate flavours, containing under 100 calories per 15oz can and priced at $3.59. The company is also adding Chocolate Hazelnut Gelato to its RTD Frappuccino Lite line. The 9.5oz product contains 100 calories and no added sugars and will retail at a suggested price of $2.99. Existing Frappuccino Lite flavours include Sea Salt Caramel Gelato, Creamy Vanilla Gelato and Double Chocolate Gelato.

PepsiCo is entering a new food category with the launch of a ready-to-heat vegetable soup range under its Alvalle brand, marking a strategic move beyond the company’s stronghold in chilled gazpacho. The new range builds on Alvalle’s leadership in Spain’s refrigerated branded gazpacho segment and is designed to capture growing demand for convenient, plant-based and nutritious meal solutions. The soups will be merchandised in the chilled aisle and are positioned as ready-to-eat options suited to both lunch and dinner occasions. Produced in Murcia, southern Spain, the range is made with 100% Spanish-sourced natural ingredients, vegetables, olive oil and salt, and contains no additives or gluten. The initial launch includes two SKUs: Vegetable Cream: zucchini, carrot, potato and onion, and Pumpkin Cream: pumpkin, carrot, onion and sweet potato. Both products are packaged in 600ml bottles made from 100% recycled plastic (rPET), excluding the cap and label, supporting PepsiCo’s push toward more sustainable packaging solutions. The soups will debut in Spain, with expansion plans for Portugal and other Western European markets. “PepsiCo is seizing a strategic opportunity for Alvalle to become an all-year fixture by responding to how consumers eat across seasons, with simple, convenient meals made with natural ingredients that fit lunch and dinner occasions,” said Lluis Crespo, Alvalle general manager within PepsiCo’s Food Ventures Business Unit. “It is a natural evolution for our Alvalle brand and opens the door to growth to even more geographies by appealing to a wider range of consumers," Crespo continued. The launch aligns with PepsiCo’s wider strategy to strengthen its position as a food company rooted in agriculture, while expanding its global convenient foods portfolio. Recent transactions, including the acquisitions of Siete Foods and Sabra dips, underscore the company’s focus on broadening its food footprint alongside its beverage operations. Alvalle’s new hot soups also tie into PepsiCo Positive (pep+), the group’s sustainability and value-creation framework, through commitments around regenerative agriculture and supply chain resilience. Earlier this year, Alvalle and the PepsiCo Foundation launched the VivaOliva program in Jaén, Spain, a key olive oil sourcing region for the brand, with the goal of supporting 150 olive farmers in adopting regenerative agriculture practices and strengthening farm-level business performance. Founded in Murcia in 1991 and acquired by PepsiCo in 1999, Alvalle's portfolio includes Original Gazpacho, Smooth Gazpacho without Cucumber, Salmorejo and Ajoblanco in carton format, alongside a seasonal range in rPET bottles.

Target has announced that by the end of May 2026, it will exclusively carry cereals made without certified synthetic colours, positioning itself among the first US retailers to implement such a standard across its entire cereal assortment. The move marks a significant step in the Minneapolis-headquartered retailer’s broader strategy to strengthen its merchandising authority, while aligning with evolving consumer preferences around health and wellness. Target said its guest insights and long-term sales trend data show a sustained shift toward foods made without artificial additives, particularly in categories purchased for children. As a result, the company has worked with both national-brand and owned-brand partners to reformulate products where necessary while maintaining flavour, quality and price competitiveness. “We know consumers are increasingly prioritising healthier lifestyles, and we’re moving quickly to evolve our offerings to meet their needs,” said Cara Sylvester, executive vice president and chief merchandising officer at Target. “Our new cereal assortment made without certified synthetic colors makes it easier for busy families to make choices they feel good about, and shows what it means to curate a great assortment and lead with merchandising authority," she continued. By the end of May, 100% of cereals sold in Target stores and online will meet the new standard. The transition required close collaboration with branded suppliers as well as adjustments within Target’s owned-label portfolio. The retailer emphasised that the updated cereal aisle will continue to offer a broad range of flavours, formats and options across dietary preferences and price tiers. The cereal overhaul builds on ingredient standards first introduced in 2019 with the launch of Good & Gather, Target’s flagship owned food and beverage brand. The portfolio, which now spans more than 2,500 SKUs across categories including dairy, produce, ready-made meals, meat and baby food, was developed without artificial flavours and sweeteners, synthetic colours or high-fructose corn syrup. The retailer described the cereal initiative as part of a wider ambition to create a differentiated grocery experience centred on intentional curation for modern families. As competition intensifies in food retail, ingredient transparency and simplified labelling are increasingly viewed as levers for driving loyalty and basket growth. Target said it will continue to evaluate additional opportunities where ingredient evolution aligns with guest expectations.

Taj Foods will take centre stage at IFE 2026 as it unveils its most strategically focused frozen innovation programme to date, following the shortlisting of its directors – Jimal, Nishal and Devik Solanki – at the 27th GG2 Leadership & Diversity Awards 2026. Now in its 27th year, the GG2 Leadership & Diversity Awards are widely regarded as the UK’s premier platform recognising leadership excellence, governance and long-term contribution to British industry. The recognition follows a landmark year for Taj Foods, which also secured Entrepreneur of the Year at the Asian Achievers Awards 2025, underlining the brand’s sustained growth, commercial discipline and expanding influence within the UK food sector. At IFE 2026 (Stand 3932, Frozen & Chilled Hall), Taj Foods will present a tightly engineered portfolio of market-exclusive 2026 launches designed to deliver strong rate of sale, freezer impact and scalable growth across retail, wholesale and foodservice. Central to the showcase is Taj Foods’ category-defining frozen street food range. Headline lines include Taj Masala Fries, expanded Punjabi Samosa variants and Quick Cook Cassava Chips – products developed to translate global street food trends into commercially viable frozen formats with standout freezer visibility and repeat purchase appeal. Supporting this is a rapidly expanding foundations and ingredients platform, reflecting rising demand for convenience-led cooking without compromising authenticity. Featured lines include Curry Base Mixes, Crushed & Sautéed Onion Solutions, Grated Coconut and the widest frozen herbs portfolio in Europe. Together, these lines position Taj Foods not simply as a finished-meals supplier, but as a foundational partner helping retailers build complete, high-performing frozen world foods fixtures. Completing the range is Taj Foods’ frozen breads portfolio, including exclusive stuffed breads and restaurant-style naan breads, alongside street-food bread variants developed specifically for retail, wholesale and foodservice channels. All innovations sit within Taj Foods’ Flavours Redefined 2026 strategy – a globally scalable approach focused on category leadership, disciplined innovation and sustainable rate of sale. Rather than replicating existing ranges, the strategy prioritises exclusivity, clear shopper need-states and commercially engineered formats that support long-term category growth. As frozen world foods continue to move from niche to mainstream, Taj Foods’ IFE 2026 presence signals a clear direction of travel: commercially focused innovation, operational scale and award-recognised leadership working in alignment. Visit Taj Foods at IFE 2026 – Stand 3932, Frozen & Chilled Hall.

Stefan Welker Stefan Welker, strategic segment manager for Rigid Packaging at Industrial Physics, explores how packaging manufacturers can gain value from redefining the human role in a technology-driven era. The role of the human workforce in packaging is changing. From skilled engineers retiring to rising automation across production lines, the packaging industry is evolving considerably. As the balance between human expertise and technology continues to shift, manufacturers are rethinking how people contribute to innovation, efficiency and quality assurance. Here, we explore the new role of humans in packaging manufacturing and why companies stand to gain lasting value by re-evaluating how their people integrate with smarter systems. Pressures reshaping the workforce One of the most significant pressures shaping the workforce is the growing skills shortage. Many experienced packaging professionals with decades of technical expertise are approaching retirement, while fewer younger workers are entering the sector. This generational shift risks the loss of valuable institutional knowledge, prompting renewed urgency around training and skills retention to maintain productivity and quality. In time, AI-enabled measurement and process control systems could help to compensate for the loss of expertise by linking precise test data with SPC insights, supporting Industry 4.0-style knowledge transfer across production lines. The power of these knowledge tools could be further enhanced as they self-train to reflect the specific conditions of each production line, incorporating both upstream and downstream process steps. In the present day, sustainability expectations are rising sharply. Regulators and consumers are demanding recyclable, compostable and reusable packaging solutions, requiring manufacturers to master new materials and production techniques. For many professionals, this means acquiring new knowledge and skills, from understanding material science innovations to applying processes for eco-conscious packaging assembly. Supply chain disruptions and fluctuating material costs are also adding pressure. Variations in the availability of raw materials and costs have complicated production schedules, and workers are under increased scrutiny to maximise resource efficiency, minimise waste and maintain output levels despite constraints. The ability to adapt quickly and problem-solve under these conditions is becoming an essential workforce competency. Finally, tighter margins across the industry mean that teams are being asked to deliver more with less. This combination of skills gaps, sustainability targets, supply chain volatility and financial pressure makes it clear that a new approach to workforce management is needed. People as a strategic advantage While these challenges are significant, they also present opportunities. Forward-thinking manufacturers are reframing their people not as a cost centre but as a strategic asset. When packaging companies shift their mindset to view their team as drivers of innovation and operational excellence, rather than seeing labour as a cost burden, they unlock untapped potential. With this approach, the workforce becomes a source of creative problem-solving, process optimisation and continuous improvement – not just a pair of hands to complete traditional processes. Technology is a crucial enabler of this shift. Automation in test and measurement systems significantly reduces the risk of human error, a key cause of production delays and quality issues. For example, automatic inspection gauge technology in beverage packaging can deliver consistent can-end score measurements across batches, eliminating operator variability and improving product quality. By automating manual and repetitive processes, these systems also free people to focus on higher-level responsibilities, such as interpreting real-time data, supervising complex workflows and optimising performance. Instead of manually collecting cans or lids, today’s automation technologies can handle the entire sequence – from automatic sampling on the production line and feeding into the measurement system, to detecting the measurement object and production stage, performing measurements and returning the cans to the line. This level of automation allows employees to redirect their attention to more complex, value-adding tasks. With the right training, workers can evolve into analytical and supervisory roles that directly influence company strategy and efficiency. Some manufacturers are already responding by introducing structured training programmes that blend mechanical knowledge with data literacy. By equipping operators to interpret statistical process control (SPC) data or troubleshoot sensor readings, these initiatives turn shop-floor staff into proactive contributors to process innovation. Culture of continuous improvement Technology alone is not enough. To realise its full value, manufacturers must create a culture that empowers employees to grow alongside automation. But conversely, automation must also evolve with its people. By enabling communication between humans and systems, eg. through shared knowledge databases, automation can provide less experienced employees with instant access to expertise, helping them solve problems efficiently and maximise productivity. Industrial Physics’ latest research found that almost half (48%) of packaging professionals agreed their company was already investing in futureproofing, reflected in food and beverage packaging through increased adoption of automation. This technology bolsters manufacturers against challenges such as the skills shortage, supply chain turbulence and financial constraints as vital data is collected via tech in an accurate, efficient way, regardless of the external environment. Automated systems can handle routine inspection and data collection, allowing operators to focus on decision-making and continuous improvement. Meanwhile, automated process control systems facilitate better data integration, shifting maintenance from reactive to proactive. By analysing performance trends, operators can schedule maintenance before breakdowns occur, reducing downtime and improving overall equipment effectiveness (OEE). When technology supports the workforce effectively, teams can operate in greater synchronisation and at a faster pace. The synergy between human insight and automated data collection facilitates smarter working practices, where continuous feedback loops drive incremental improvements. As digital transformation accelerates, collaboration between production, maintenance and quality teams becomes increasingly seamless, supported by shared access to live process data and performance dashboards. Making progress As the packaging industry strives to meet growing demand whilst meeting ambitious sustainability targets, the role of humans remains critical, but transformed. The workforce today looks less like traditional labour and more like a strategic innovation partner. While technology automates and improves routine tasks, humans bring critical thinking, adaptability and creativity to the production floor. Manufacturers that recognise and invest in this new human role by fostering upskilling, supporting technological adoption, and building cultures of continuous improvement will be best positioned to thrive in a complex, fast-moving market. Ultimately, the future of packaging manufacturing will depend on humans and technology working together, harmoniously and strategically, to achieve smarter, more sustainable outcomes.

Ingredion has expanded its range of ingredient solutions with Vitessence Pea 100 HD, a pea protein optimised for cold-pressed snack bars. The new solution aims to ensure softness of cold-pressed bars is maintained throughout shelf life while adding nutritional value to boost consumer appeal. Consumers increasingly seek indulgent textures, balanced taste and smooth mouthfeel in protein snack products. However, formulating bars with plant protein can introduce texture challenges, including increased firmness and gritty mouthfeel, throughout shelf life. Ingredion developed and validated Vitessence Pea 100 HD protein in cold-pressed bar applications to ensure ‘superior texture that drives purchase loyalty’. According to the company, sensory testing of the solution confirmed that Pea 100 HD protein offers a short texture with a clean break, reducing chalky, gritty or powdery mouthfeel and preserving a smooth and creamy texture over time when compared with other protein sources. Beyond cold-pressed bars, the solution also demonstrated strong performance in other bakery and bar-type applications. Testing revealed that the product has a low plant/pulse flavour and no gritty perception, improving the consumer experience and enhancing indulgence. It also supports cleaner labels and helps brands achieve ‘high-protein’ or ‘source of protein’ claims on products. Muserref Karadayi, business manager, healthful solutions EMEA at Ingredion, said: “Our Vitessence Pea 100 HD pea protein reduces the challenges cold-pressed bar manufacturers face and enables them to build product superiority in areas that matter to consumers, especially in the area of texture, which is a significant factor”. “We identified key consumer drivers – taste, texture and sensory appeal – in the sports and nutrition bar space, which guided the development of our new plant protein.”

UK-based materials science company KluraLabs has raised £8 million in funding to accelerate the roll-out of its packaging technology solution across global retail supply chains. The investment will support wider commercial deployment of the company’s packaging solution, which is designed to slow food spoilage, extend shelf life and significantly reduce waste. Founded in 2020 and headquartered at the EpiCentre laboratory facility in Cambridge, KluraLabs works with partners across the food industry with a goal of transforming everyday food packaging through advanced materials science. Its innovation brings advanced antimicrobial and preservation capabilities to everyday packaging without compromising sustainability or food quality. The solution is engineered to integrate with existing packaging supply chains and, according to KluraLabs, is already generating interest for applications across high-loss fresh produce, bakery, pre-packed meals and more. Matin Mohseni, co-founder and COO of KluraLabs, commented: “We’re delighted to secure this significant round of funding to take our technology to the next stage of commercial scale-up”. “This funding validates both the urgency of tackling food waste and the confidence investors have in our science-driven approach to transforming the food system.”

PS Seasoning has unveiled four new seasoning blends aimed at commercial meat processors: Pesto Sausage, Curry Sausage, Birria Snack Stick and Candied Jalapeño Jerky. The line-up reflects the company's 2026 Flavor and Consumer Behavior Trends Forecast , highlighting global flavours, nostalgic comfort foods and sweet-and-spicy “swicy” profiles. As protein prices fluctuate, processors are seeking ways to offer both value and innovation. Research from Datassential shows that 67% of consumers enjoy globally inspired flavours, while sweet-and-spicy combinations are among the fastest-growing flavour trends. The new blends are designed to work across beef, pork, turkey and chicken, enabling processors to expand their SKU offerings without complicating operations. Developed at PS Seasoning’s Culinary Innovation & R&D Center and supported by Pro Smoker’s technical expertise, each profile emphasises authentic flavour and consistent performance. The 2026 flavor line-up includes: Pesto Sausage   – Basil, garlic, and parmesan deliver a modern twist on Mediterranean comfort. Curry Sausage   – Warm, aromatic spices bring approachable global flavour to the sausage category. Birria Snack Stick  – Smoky red chile with moderate heat captures Mexico’s street-food trend. Candied Jalapeño Jerky   – A sweet-and-spicy profile with sugary glaze and jalapeño heat. Alexander Betances, senior director of sales for PS Seasoning and Pro Smoker, said: "Our customers look to us to help them stand out in the meat case and on shelf. We're a customer-first company, and in a market where protein costs are shifting and competition is fierce, processors need dependable solutions that differentiate. These flavours are built to perform in the smokehouse, scale with confidence and give our partners a competitive edge." PS Seasoning plans to showcase the new flavours at meat processing trade shows nationwide throughout 2026.

JM Smucker has appointed Woo-Sung (Bruce) Chung and David Singer to its board of directors, effective 15 April 2026, expanding the board to 11 members, ten of whom are independent.  Woo-Sung (Bruce) Chung The appointments follow what the company described as 'constructive engagement' with activist investor Elliott Investment Management. Smucker has also entered into an information-sharing agreement with Elliott aimed at facilitating collaboration to drive sustainable shareholder value. Chung currently serves as executive vice president and chief financial officer of NRG Energy, where he oversees financial strategy, capital allocation, risk management and corporate development. His background includes senior finance and asset management roles at NRG, prior service as CFO of Nuclear Innovation North America, and earlier investment banking experience at Citigroup. David Singer Singer brings extensive branded food and beverage leadership experience. He most recently served as CEO of Snyder's-Lance and previously held the role of executive vice president and CFO at Coca-Cola Consolidated, the largest Coca-Cola bottler in the United States. Singer currently serves on the boards of Performance Food Group Company and Brunswick Corporation. Mark Smucker, chief executive officer, president and chair of the board, said: “Today, we have a strong foundation in place and a clear focus on driving continued organic growth, while enhancing profitability and earnings." JM Smucker maintains leading positions across multiple centre-store and pet categories in North America, including coffee, peanut butter, fruit spreads, frozen handhelds, sweet baked goods and pet food. Its portfolio includes brands such as Folgers, Dunkin', Café Bustelo, Jif, Uncrustables, Smucker's, Hostess, Milk-Bone and Meow Mix. The company said it remains confident in its long-term strategy to drive shareholder value through disciplined capital allocation and operational execution.

PepsiCo owned Doritos is entering the high-growth protein snack segment with the launch of Doritos Protein, a new tortilla-style chip delivering 10 grams of protein per one-ounce serving while maintaining the brand’s signature bold flavour and crunch. Rolling out to select retailers next month, the product represents a strategic expansion for PepsiCo into functional snacking. A single-serve format containing 17 grams of protein per bag is slated to follow later this year. Formulated with dairy-based casein protein – listed as the first ingredient and a complete protein containing all nine essential amino acids – Doritos Protein is positioned as a snack for consumers seeking added nutritional benefits without sacrificing taste. The product contains no artificial colours or flavours. Debuting in two varieties: Nacho Cheese – the brand’s top-selling flavour, featuring its classic bold, cheesy seasoning and Sweet & Tangy BBQ – a layered barbecue profile combining sweetness, spice and tanginess. Available in 7-ounce bags (SRP $4.89) and 12.75-ounce bags (SRP $7.39), the product will see additional size expansions later this year, including the higher-protein single-serve option. “The launch of Doritos Protein marks our strategic expansion into the protein snack category,” said Hernán Tantardini, chief marketing officer, PepsiCo Foods US. “We’re elevating the bold flavour and signature snacking experience consumers expect by using novel flavour and seasoning methods.” The introduction aligns with PepsiCo’s broader strategy of enhancing legacy brands with functional ingredients. Recent launches across its portfolio include: Smartfood Fibre Pop SunChips Fibre Pepsi Prebiotic Cola Poppi Prebiotic Soda Quaker Protein Granola Bars Quaker Protein Old Fashioned Oats Together, these innovations underscore PepsiCo’s effort to meet shifting consumer preferences for foods and beverages that combine taste, convenience and functional benefits.

Aqua Theon has secured a $13 million seed funding round, including $5 million directly invested into its marine plant-based drink brand, OoMee. The company aims to redefine functional beverages through marine plant innovation. OoMee combines a “function-first” approach with satiety support and Seabiotics, making seaweed more approachable for consumers. The brand has already established a presence in over 700 retail locations and maintains a 70% repeat purchase rate online. This milestone reflects growing consumer demand for wellness products built on real ingredients with tangible results. The funding round was supported by investors, partners, and the wider community, underscoring confidence in Aqua Theon’s mission to bring marine nutrition to the mainstream functional beverage market. Top image: © Oomee

As the confectionery sector enters 2026, manufacturers face intensifying pressure to deliver greater product variety, cleaner labels and faster innovation without sacrificing efficiency or compliance. Luca Menassi, general manager Asia at TNA Solutions, examines the technical, regulatory and operational trends shaping the year ahead, from micro-batching and modular production to new packaging and traceability regulations. For much of its modern history, confectionery manufacturing has been optimised around scale and repeatability. High-volume lines producing a limited range of SKUs rewarded efficiency, consistency and long production runs. That model is now under strain. Across jellies, gummies, marshmallows and liquorice, manufacturers are being asked to do more with the same assets: introduce seasonal and limited-edition products, accommodate plant-based and reduced-sugar formulations, and respond to faster-moving flavour trends – often simultaneously. Each of these demands comes at a time when the impact of any inefficiency is amplified by margin pressure from energy costs, labour constraints and raw material volatility. The defining challenge for confectionery producers in 2026, therefore, is not growth alone, but complexity. Success will depend on how well manufacturers can manage variation without compromising throughput, quality or compliance. Micro-batching moves from niche to norm One of the clearest shifts underway is the rise of micro-batching. What was once confined to seasonal novelties or test runs is becoming a mainstream production requirement. Retailers and brand owners are increasingly demanding shorter runs to support limited editions, region-specific flavours and rapid innovation cycles. The growth of functional and wellness confectionery – often produced in smaller volumes – has further accelerated this trend. From a production standpoint, micro-batching places new demands on processing and depositing systems. Changeovers must be fast and predictable, meaning that equipment which performs well at scale but struggles with frequent stops, starts and recipe changes quickly becomes a bottleneck. Manufacturers are therefore reassessing how modularity and flexibility are designed into their lines – not as optional features, but as core performance criteria. Flavour innovation under efficiency pressure Flavour remains one of confectionery’s most powerful tools for differentiation. Berry profiles, tropical blends, layered formats and centre-filled gummies continue to drive consumer interest, alongside more experimental textures such as crunchy inclusions or freeze-dried pieces. The challenge is that flavour innovation often introduces variability into otherwise stable processes. New ingredients can behave differently during cooking, depositing or setting. Multi-layer or centre-filled products require tighter synchronisation between stages. Even minor inconsistencies can affect weight accuracy, texture or visual quality. This year, leading manufacturers will be those that prioritise precision in material handling, consistent product flow and accurate depositing. These will be the factors that enable teams to experiment without destabilising the line. Repeatability and rapid changeovers are no longer opposites Historically, repeatability and flexibility have been seen as trade-offs. Lines were either optimised for long, stable runs or adapted for frequent changeovers at the expense of efficiency. That distinction is quickly becoming outdated. The best-performing confectionery lines today are designed to deliver repeatable outcomes across changing conditions. Recipes can be switched with confidence because upstream and downstream processes remain synchronised. Depositing accuracy is maintained even as formats change. Quality parameters are controlled digitally rather than manually. This balance of repeatability with rapid changeover will define competitive advantage in the months and years ahead. It allows manufacturers to protect core SKUs while continuously refreshing portfolios, without multiplying assets or labour requirements. Regulation becomes more present While consumer trends have dominated recent discussions, regulation is set to play a more visible operational role in 2026. In the European Union, the Packaging and Packaging Waste Regulation (PPWR) and restrictions on PFAS in food-contact materials will move from policy to practice. For confectionery producers, this may mean changes to packaging materials, sealing performance or line compatibility. In the United States, FSMA 204 traceability requirements will come into force, increasing expectations around digital record-keeping and batch-level visibility. These developments extend beyond compliance teams and directly affect production design, data integration and change management. Manufacturers that have already invested in digitally connected systems will be better positioned to adapt, while those relying on manual workarounds may face disruption. Sustainability shifts from targets to engineering decisions Sustainability expectations are also becoming more concrete. Rather than high-level commitments, manufacturers are being judged on measurable reductions in resource use. In confectionery production, this often translates into practical questions: How efficiently is starch handled and contained? How much rework is generated during changeovers? How much film waste occurs during packaging transitions? How consistently are batches produced the first time? Answering these questions requires visibility across the line. Fragmented systems make it difficult to identify losses or optimise performance holistically, whereas integrated approaches, by contrast, allow manufacturers to address sustainability at the level where it is either created or prevented. Embracing a systems mindset What unites these trends is the need for an integrated systems mindset. Confectionery leaders preparing for the year ahead are increasingly stepping back from individual machines or processes and looking at how the entire line functions together. In doing so, manufacturers are asking questions and reassessing how flexibility, precision and accountability are embedded into existing operations. Confectionery’s enduring appeal lies in its balance of familiarity and surprise. Consumers expect their favourite gummies or jellies to taste exactly the same every time – until they don’t, and instead want to try a new spin on classic flavours. Manufacturers must be prepared to cater for both cases. In 2026, that balance will become harder to maintain, but also more valuable. Manufacturers that can combine consistency with curiosity, underpinned by robust and adaptable production systems, will be best placed to navigate the year ahead.