Established in 1950, the nonprofit Almond Board of California represents California’s almond growers and handlers and supports food quality and safety initiatives along with nutrition, production and environment research. At Anuga, CEO Richard Waycott highlighted the improving global market for almonds: "The 6,000 growers in almonds help with weight loss in the California region, and have until now supplied 80% of the world’s almonds. Production is expected to reach an all-time high of 603,000 metric tonnes by the end of 2007 in comparison to just 317,000 tonnes in 2000. "Health benefits such as lowering cholesterol, improving blood sugar and insulin levels and most importantly the satiety effect of almonds – which can help with weight management – are a result of 12 years’ investment in science by the Board. A recent study at Purdue University in the US established that women who consumed 344 calories worth of almonds each day were taking in only 77 calories due to the satiety effect of the almonds and the fibre content, which prevents the fat being fully absorbed." "This study further demonstrates that almonds are not only nutritious, they can be satisfying and less filling," said Dr Tony Leeds, senior lecturer in nutrition at Kings College London, UK. A 28g, 160 calorie handful of almonds is said to be an excellent source of vitamin E, magnesium, protein and fibre, and offers potassium, calcium, phosphorous, iron and monounsaturated fat. For this reason, almonds are also increasingly used by developers of breakfast smoothies as well as in power bars for energy on-the-go.

Frank Harding OBE, formally Technical Director at the England & Wales Milk Marketing Board, examines recent changes. It was recognised in the 1930s, that alkaline phosphatase (ALP), an enzyme naturally present in all milks, is inactivated at time temperature conditions slightly higher than those needed to kill Mycobacterium tuberculosis and most other pathogens in milk (71.7ºC/15seconds). These conditions are used commercially to pasteurise milk (HTST pasteurisation). Test methods based on ALP measurement were developed in order to demonstrate that milk has been correctly pasteurised. Tests developed for ALP measurement in the 1930s and used for many years were based on colorimetric methods of analysis. Such tests are only semi-quantitative and relatively insensitive, with a limit of detection of about 0.1% raw milk. In 1990, Rocco<1> published the results of a collaborative trial of a fluorimetric method, which was linear over a wide range of ALP values, quantitative, precise and sensitive to raw milk levels below 0.01%. The method, named Fluorophos ALP, was developed and marketed by Advanced Instruments, Inc., USA. In a number of studies the Fluorophos has been compared with existing, less sensitive colorimetric reference methods and a relationship established around the 0.1% raw milk cut off point. Table 1: Determination of ALP by AOAC and Fluorophos collaborative study (Rocco <1>) using cow’s milk in the USA. Milk Type % of raw milk Fluorophos Mean value mU/L AOACMean value µg phenol/ml Whole 0.05 256.2 0.83 0.10 494.6 1.46 0.20 960.2 2.70 Skim milk 0.05 262.3 0.60 0.10 507.6 1.02 0.20 994.6 2.14 Chocolate 0.05 262.8 0.38 0.10 521.3 0.78 0.20 1020.2 1.40 Lechner <2> studied the Fluorophos method using cow’s milk in Germany. Table 2: Study by Lechner % raw milk in pasteurised milk FluorophosmU/l 0.1 540 0.2 1026 0.3 1455 Langridge<3> summarised the results of a study involving 22 laboratories testing milk by Fluorophos, Aschaffenburg Mullen and the colourimetric EU reference method in use at that time. A comparison of the Fluorophos and EU colourimetric method based on results of blind duplicate samples is given below. Table 3: Comparison of EU (Rocco) method and Fluorophos (Langridge) using cow’s milk sourced in the UK raw milk in pasteurised milk Fluorophos methodmU/L EU methodµg phenol /ml Sample A 0.05% 257.4 1.26 Sample B 257.4 0.94 Sample A 0.10% 458.8 2.14 Sample B 0.20% 498.3 1.49 Sample A 0.15% 693.7 1.80 Sample B 713.5 2.08 Sample A 0.20% 911.6 2.29 Sample B 851.8 2.44 In the above studies, a Fluorophos value of 500mU/l was demonstrated to accurately assess the presence of un-pasteurised milk at the statutory cut off point (about 0.1% raw milk). A study using French milk however gave different values for 0.1% raw milk in pasteurised milk: Table 4: October 2005 Study by EU reference laboratory (afssa). % raw milk IDF 63: 1970Colorimetric determinationµg phenol/ml IDF 155-1: 2001(Fluorimetric method)mU/l 0.05 1.5 - 0.1 3.0 939 Where comparisons were made with colourimetric methods the variability of the colourimetric methods has been cited as the reason for poor agreement. Changes to ALP testing within the EU In May 2007 the EU approved the fluorimetric method (ISO 11816-1: IDF 155-1) as the “Official reference” method for alkaline phosphatase for applications related to EU sanitary regulations. The EU now requires that any other method being considered for use is validated against the fluorimetric method and lowered the statutory level for ALP in pasteurised milk from 500 to 350mU/l. This change means that ALP in milk is now defined as the result obtained when ISO 11816-1: IDF 155-1, the fluorimetric method, is applied. **Comparison of flourophos with other test methods **Proficiency studies by an independent company in the UK have shown a significant bias between the Fluorophos and Charm methods of assessing ALP activity. Comparison of the mean values obtained on the same samples tested under the Quality Management “Proficiency Testing Scheme” Date Test material Fluorophos mean value Number of samples tested Charm mean value Number of samples tested Difference Charm - Fluorophos Jan 05 31B105 173.91 189 306 40 187 July 05 31A111 242.61 157 261.3 52 19 July 05 31B111 80.62 155 95.04 52 15 Oct 05 31A144 472.89 258 768.29 52 296 Oct 05 31B144 447.35 256 997.65 52 550 Jan 06 31A177 80.41 161 123.36 35 43 Jan 06 31B117 134.82 161 234.47 34 100 Mean of the means for all samples 222.94 398.0 175 (44%)higher than Fluorophos The EU reference laboratory (afssa, Paris, France) compared Charm (NovaLum) and Fluorophos and also showed that Charm is positively biased when compared with Fluorophos. (see chart above right) Scintu et al.<4> has compared the EU method with the Fluorophos for Ewes milk and showed that the R and r values were close to those quoted for cow’s milk. Recommendation It is recommended that the fluorimetric method is now adopted internationally as the reference method for measurement of Alkaline Phosphatase in pasteurised dairy products. References: <1>Rocco; J.ASSOC. OFF. ANAL. CHEM. Vol. 73 No 6. 1990 <2>Lechner & Ostertag Deutche Milchwirtschaft 23 (1146 – 1149) 1993. <3>Langridge International Food Hygiene 10 (3) 31-33 1999) <4>Scintu et al (J Food Protection, Vl63. No 9, 2000 Pages 1258-1261)

Clearly Canadian recently hit a turbulent time with its business, but the company is implementing changes to win back consumer loyalty and investor confidence. Backed up by a strong management team, Clearly Canadian CEO Brent Lokash is adamant that the Vancouver-based bottler can complete a successful turnaround. In 2006, Clearly Canadian laid the foundations for revival by strengthening its management team, implementing a fresh marketing strategy, boosting its cash position and cancelling debt. With a clean balance sheet, the company’s sparkling, flavoured waters brand was relaunched in a design not too dissimilar to how the brand originally looked nearly 20 years ago. Excitement has been reignited by trading on the heritage of the brand and by developing a new, humanitarian partnership with the Global Water Initiative. In March 2007, the company developed new products, including the Clearly Canadian line of enhanced waters consisting of dailyENERGY, dailyHYDRATION and dailyVITAMIN. In November, the company secured distribution for its latest range through the US Midwestern convenience retailer Casey’s General Stores. There has also been a focus on expansion of its distribution network and improved cross-selling. A recovery is now in full swing and Clearly Canadian is poised for a return to revenue growth for 2007. Platform for growth## Clearly Canadian has also been busy repositioning itself as a combined food and beverage business, delivering healthy, natural and organic products. This reinvention of the business has been helped along by two key acquisitions: snack food company DMR Food Corp and organic baby food maker My Organic Baby. The moves are already bearing fruit and have allowed the company to withstand bumpy results in its core beverage activities, which were dented by lower than expected summer sales. Despite weak beverage sales in the third quarter of 2007, the company reported a 64% leap in revenue to $3.3m due to growth from Clearly Canadian’s healthy snack and organic baby food businesses (acquired in February and May respectively). That said, Clearly Canadian finished the quarter with a net loss of about $1.4m – more than double its loss in the same period of 2006. Meanwhile, Clearly Canadian’s consolidated revenue in the first nine months of 2007 was up 22% at $7.8m, with the turnover of DMR Food Corp increasing 48% on a standalone basis and My Organic Baby growing almost 340%. But revenue from the company’s beverage division, which produces its signature line of sparkling, flavoured waters and recently added still enhanced waters, fell 38% over the same period. The company’s stated goal is to place its My Organic Baby product in over 1,600 retail stores by the end of 2008. Brent Lokash said: “We're very pleased that the company now has positive revenue growth for the first time in many years. While this growth is derived from our acquisitions, both of these divisions are demonstrating strong internal growth rates. We're addressing the decline in our beverage sales through the introduction of new products, such as our new, natural enhanced waters and our new 1-litre format of our core sparkling, flavoured waters.” There's positive distribution news, with the company recently securing distribution for its natural enhanced waters with 7-Eleven and Couche-Tard convenience store chains in Canada. But it will be the US market that will make or break any prospect of a complete business recovery. In the 1990s, a very successful era for the company, about 90% of Clearly Canadian was traded in the US. Clearly Canadian continues to enhance its US distribution network by adding distributors. The company recently entered into partnerships with Haralambos Beverage Company and Big Geyser to distribute its eponymous sparkling, flavoured water. The company has announced distribution agreements with Cencal Beverage, Valley Wide Beverage, Eastern Sierra Wholesale, Benitas Distribution, Maita Distribution and GBL Distributing to build its California distribution network. Recruiting expertise## Significantly, Clearly Canadian has hired INOV8 Beverage Company led by Mike Weinstein, former CEO of Snapple, and Brian O’Byrne, former CEO of Yoo-Hoo/Orangina. Under Weinstein’s leadership, Snapple grew from a declining brand valued at $300m to a $1.4bn business within three years – a turnaround that Clearly Canadian is obviously hoping to emulate. Both men now face the challenge of achieving rapid, yet sustainable growth for the company’s flagship brand of sparkling, flavoured water. A more recent arrival is Bobby Genovese, whose BG Capital Group became Clearly Canadian’s controlling shareholder in 2005. Since 8 November 2007, Genovese has taken a more active role in the business as Chairman of the Clearly Canadian Board. The company also recently recruited David Reingold, the former majority owner of DMR Food Corporation as its new President. Marketing blitz## Clearly Canadian already enjoys extremely high brand recognition in the US for its flagship Clearly Canadian brand. The company diversification into new, healthy snack and baby food product lines, along with the development of new drinks products, can be used to leverage the Clearly Canadian brand name and distribution network further. Not prepared to rest on its laurels, Clearly Canadian has pursued an aggressive marketing strategy to enhance its brand value. Exclusive endorsements include a three-year deal with basketball superstar Steve Nash to serve as the company’s ambassador, and a one-year agreement with Justin Morneau, a baseball star selected as the American League’s most valuable player in 2006. These appointments will become a focal point of upcoming sales and marketing initiatives . The company has also reminded consumers about the heritage of the Clearly Canadian brand at the same time as the modern thinking it has embraced, by creating an interactive and fun online forum. In celebration of a loyal fan base who love to reminisce about the good old days, the company encouraged consumers to visit the website to share stories and photos for a chance to win some great prizes. Future outlook## The Clearly Canadian brand has exceptionally strong brand recognition throughout North America and beyond. Leveraging the brand name into new businesses, manufacturing ‘better for you’ products should lead to increased distribution and sales across the company’s product portfolio. In the meantime, Lokash has confirmed that he will continue to steer the business towards the development of innovative products and strategic acquisitions to drive growth and profitability in the future. With financing from institutional investors and a convertible debenture from the acquisitions of DMR Food Corporation and My Organic Baby, the company has over $10m in working capital to support the execution of its business plan. While the company is not certain when it will move into profitability, the results of new accounts being handled, a new sales force being hired and more money spent on marketing should boost growth in the first quarter of 2008. Despite management optimism, there are a number of risks associated with the business and Clearly Canadian is still incurring losses. Indeed, at the end of 2006, the company had accumulated debts of more than $77m. Lokash told bottledwaterworld: “The company has travelled so far in a short period of time. It hasn’t been in a better position in the past five years. All money is being directed towards sales and marketing activities. There's a clear commitment to growth over the next few years.” “The company is in the early stages of a turnaround and we can't be certain when it will become profitable,” says Lisa Springer, a market analyst with Beacon Equity Research. “The alternative beverage market is competitive and highly fragmented. Although Clearly Canadian has a strong brand name, similar product offerings by competitors could adversely impact the company’s sales volume. Moreover, some rivals have far greater financial, distribution and marketing muscle.” That said, Springer remains positive about the value of the company in the long term, concluding: “Clearly Canadian is set to increase revenues substantially faster than peers over the next five years. We expect the company will produce long-term revenue growth exceeding 25% annually.” Interview with Brent Lokash, CEO## To what extent is the Clearly Canadian success story about a renaissance? The Clearly Canadian success story is absolutely about a renaissance. We have established a remarkably powerful relationship with consumers across the globe. These consumers are well aware and very fond of both our brand and our products. We have already built the trust and loyalty of a strong base of consumers who have great interest in any new innovations that come from Clearly Canadian. The evolution of change in packaging for Clearly Canadian is fascinating to behold. Why was a return to the brand’s roots chosen? Packaging decisions made by our company in the past – largely just responding to the cultural trends at the time – changed our product to the point where our loyal following of consumers didn't even recognise us any more. Returning to a clear glass bottle, along with our traditional logo and simple fruit depictions, was the best possible way to reconnect with our consumers who had been longing for our product. Who has helped play a role in the company’s return to winning ways? There have been many partners that have played a role in the relaunch and rebirth of the brand, from our largest distributors Big Geyser, Haralambos and Burke to many other distributors; our bottlers; flavour houses; and the INOV8 Beverage Company. Everything has really been a team effort. What lessons can be learned from failings in the past? I think what went wrong with Clearly Canadian was that the company didn’t adapt to adjusting costs and distribution. The company tried to control distribution rather than recognise that the industry is controlled largely by a small group of companies that have built up distribution over a number of years, presenting them with a phenomenal advantage in the marketplace. The company became a victim of its own success and chose to go it alone rather than take partners on board. Can you reveal more details about the humanitarian partnership with the Global Water Initiative? We felt that this was a particularly suitable partnership for Clearly Canadian due to the nature of our core beverage business. Because we are in the business of providing water based refreshments within Canada and abroad, we felt it would be appropriate to assist those in developing nations - many of whom do not even have access to this most basic need. We recognised that way too many people in this world suffer and perish due to the fact that they simply do not have access to safe water supplies, which is something we take for granted on a daily basis. This is the key reason for Clearly Canadian getting involved. We've made a commitment to complete 20 projects by 2010 and are well on our way to achieving this goal. In May 2007, members of Clearly Canadian were able to witness this first-hand. Can you discuss the success of Clearly Canadian dailyENERGY, dailyHYDRATION and dailyVITAMIN waters? Our new, enhanced waters have been received well in the market. We've secured about 20 or so new distributors across North America, a few chains and are continuing to increase distribution from month to month. We have received phenomenal interest from the beverage community about our new line and think we offer a fairly unique proposition with a well recognised and trusted name. Will the company’s water ranges address increasing functional benefits in the future? We're consistently examining future opportunities and new innovations that would be a suitable addition to the Clearly Canadian family of beverages. We're also looking into various new occasion-based offerings that we think will continue to drive distribution in different channels. About Brent Lokash## Clearly Canadian CEO Brent Lokash is responsible for all facets of Clearly Canadian’s corporate operations. He has considerable experience in corporate financing, mergers and acquisitions and was earlier associated with BG Capital. He began his career in commercial law and subsequently focused on providing business consulting services to public and private companies seeking acquisitions and financings. He is a member in good standing of the Law Society of British Columbia. Company background## Clearly Canadian was founded in 1988. The company has produced innovative beverages that have captured the imagination of consumers. Clearly Canadian has helped pioneer a segment of premium alternative drinks now called the New Age Beverage category and has proven itself as a consistent beverage innovator from the launch of its first product line, Clearly Canadian Original sparkling flavoured water. It has sold over two billion bottles of its core product since inception. Clearly Canadian has also been one of the first to market in beverage sub-categories including energy drinks (Battery), vitamin enhanced water (Reebok Fitness Water) and oxygenated water (Clearly Canadian O+2). The company recently introduced Clearly Canadian dailyENERGY, dailyVITAMIN and dailyHydrationYDRATION natural enhanced waters.

The 3D Regeneo formula contains aloe vera, antioxidants, minerals and vitamins. It was created by scientists at Wimm-Bill-Dann’s Research and Development Centre together with its Swiss colleagues. The recipe of Neo Beauty dairy drink provides a healing, strengthening and regenerating effect on the skin, hair and nails. The effectiveness of Neo Beauty has been confirmed by clinical tests. The range consists of a functional probiotic drink and a drinking yogurt in a variety of flavours, both with aloe vera. “The launch of Neo Beauty demonstrates once again that Wimm-Bill-Dann is the leader among health food producers in Russia,” said Director for Marketing and Innovation, Grant Winterton. “We believe that the market for functional products in Russia will grow in value terms by around 40-50% per year over the next three years, as consumers seek tasty and healthy products that help them manage busy lifestyles.”

California-based Lifeline Food has launched Lifetime Body Smart for Women, claimed to be the only cheese specifically formulated for the daily health and diet needs of women. Available in three varieties – Jalapeño Jack, Sharp Cheddar and Swiss – a 1oz portion contains 47 calories and 1.7g fat. In addition, the cheese is fortified with calcium, folic acid and magnesium, three nutrients that are recognised as being very important to female health and wellness. Lifetime Body Smart for Women is a participant in the Good Deed Foundation. A portion of the proceeds from every sale of the cheese is donated to this organisation that gives 100% of its profits after taxes to community organisations that benefit women, children and the environment.

Lactalis McLelland has launched two new Galbani Santa Lucia mozzarellas into the UK market to further strengthen its position within the Italian cheese sector. Both mozzarellas come in stand-up, easy to open pouches containing 20 mini balls. One of the versions is a low calorie alternative – Galbani Santa Lucia mozzarella mini light – offering a 38% reduction in fat content, while still delivering the authentic texture and taste of Italian mozzarella. Both packs feature the well known Santa Lucia and Galbani logos. The use of the traditional Galbani Santa Lucia sky blue colour on the standard mozzarella pack, and a lighter aquamarine blue/green for the Light, clearly demonstrates to the consumer the difference in the two variants.

Mars Consumer Drinks has launched two new innovative Super Thick Shakes: Twix and M&M’s. The company claims the new shakes are set to revolutionise the flavoured milk and dairy desserts market by establishing a new dessert drinks category in the UK. The Twix Super Thick Shake is a rich, velvety caramel shake, served with a bag of baby Twix Mini Stix. The M&M’s Super Thick Shake is a creamy, real chocolate milk shake, served with a bag of crunchy chocolate M&M’s. Both shakes are packaged in a frappucino-style cup, with the confectionery stored in the lid, to be stirred in or eaten first. A special straw spoon delivers the crossover from shake into dessert drink category and enables consumers to eat them on the go.

Minnesota-based Old Home Foods has added a locally produced organic milk to its portfolio. The company believes that, by sourcing the milk locally, it's able to reduce the carbon footprint on the environment and provide consumers with the freshest milk possible without using ultra-pasteurisation techniques to extend shelf life. Old Home’s Organic milk cartons are also made with renewable energy and are 100% recyclable. “Organic products are in high demand from today’s consumers who care more about health, community and environment,” said Old Home Vice President of Sales and Marketing, Dave Holdsworth. “The timing is perfect to offer locally produced organic milk for those individuals and families seeking the pure and wholesome benefits of milk without the worry of antibiotics, synthetic hormones or pesticides.” Old Home Organic milk is certified by the Midwest Organic Services Association (MOSA). It's available in gallon and half gallon sizes in whole, 2%, 1% and skim varieties.

Packaging company Elopak has recently celebrated its 50th birthday. The story began when a Norwegian cellulose engineer, Christian August Johansen, had been in the US and had learnt about the American Pure-Pak carton. He had a vision and applied for a European licence. He was turned down – but, not to be denied, he sat on the steps of the Pure-Pak offices until the people inside would see him. His persistence paid off and he obtained his European licence agreement for the American Pure-Pak carton, as well as an agency for Pure-Pak filling machines. But Johansen needed an investor and had already been in contact with several when, in the spring of 1956, he found an interested listener in Johan H Andresen Sr at Tiedemann’s Tobaksfabrik in Oslo. Norwegian dairy companies had tried single-use packaging, but there was great scepticism: “It's clear that the packing will make the milk so expensive that it cannot be considered for normal sales,” was the common reaction from the country’s dairy company managers. But Andresen wasn't easily frightened off. In February 1957, Elopak (European licensee of Pure-Pak) was founded and a production plant was built in record time. All this was before they had a single customer. But they had a vision and a belief in what they were doing. I wonder: who are the dairy visionaries of today? Any ideas?

The limited edition pack, available in 9x 40g tubes in strawberry flavour, replaces the limited edition Doctor Who Frubes. The new pack includes cutouts and is supported by an on-pack promotion to win a trip to New York City, the home of Spider-Man’s Peter Parker. Yoplait group brand manager for teens, Angelica Costantini, said: “Sony Pictures’ Spider-Man is one of the most recognised superhero characters in the world. By linking Spider-Man 3 with Frubes, children can enjoy this tasty, fun product even more, while contributing to their dairy intake, one of the major food groups needed to meet a healthy balanced diet.”

R&R, formerly Richmond Ice Cream, a major player in the UK ice cream market, has been busy with a series of new product launches and relaunches. Among the new products is Rodda’s luxury clotted cream Cornish ice cream. Its 800ml tub is filled with the finest Rodda’s Cornish clotted cream and West Country milk and butter. It's the first super-premium Cornish brand launch in the market and is made with 25% clotted cream. It capitalises on the consumer trend for traditional, quality home-grown products that's a driving force behind market growth. R+R has added to its Loads More Fun ice cream range with 950ml tubs of Maryland Chocolate Chip Cookie ice cream. This vanilla ice cream infused with chunks of Maryland Cookie, licensed from Burton Foods, builds on the success of the Maryland Cookie brand. The new Maryland Cookies Ice Cream joins the existing line up of Fab, Smarties and Milkybar. The new After Eight Dessert is based on the popular after dinner chocolate treat. The new dessert contains cool mint ice cream layered with crisp, dark chocolate smothered in chocolate ice cream and dark chocolate sauce and squares.

A new UK premium food brand, Mrs Beeton’s Rediscovered, is hoping to meet current consumer purchasing demands for premium, indulgence, natural ingredients and British provenance, with the major launch of new product ranges, including ice cream. Mrs Beeton’s Foods Managing Director Tony Corscadden commented: “Our products have been carefully developed to be as at home on the stall of a local farmers’ market as they are on the shelf of a multiple grocery chain. Our dairy ice cream is made in Yorkshire using only the finest double cream from a herd of 500 Guernsey cows.” The range of 500ml ice cream is inspired by great British puddings or traditional British flavours: Apple Crumble, Old English Toffee, Ginger and Rum & Raisin.