Meiji is expanding its presence in the fast-growing functional confectionery space with the launch of a new product, Frubi by Fruit Juice Gummy Blueberry & Pomegranate, rolling out nationwide on 24 March 2026. The new offering builds on the company’s established Fruit Juice Gummy brand by introducing a formulation that combines fruit flavours with beauty-focused ingredients. The move reflects a broader shift in the gummy category, which continues to see strong growth driven by texture innovation, portability and increasing consumer demand for added functionality. Frubi gummies are made with 100% fruit juice from blueberry and pomegranate, and are fortified with a blend of collagen, polyphenols and Meiji’s proprietary ceramide ingredient. These components are commonly associated with skin health and antioxidant benefits, aligning the product with the growing nutricosmetics segment. The gummies are shaped as double hearts, reinforcing the product’s beauty positioning, while the packaging is designed to appeal to consumers already engaged with skincare and wellness products. The name “Frubi” combines “fruit” and “beauty,” reflecting the brand’s focus on linking indulgence with functional benefits. With this launch, Meiji is aiming to broaden the appeal of its confectionery portfolio while tapping into cross-category demand that overlaps snacks, supplements and personal care. The company said the new product is intended not only to deliver flavour and enjoyment but also to support consumers’ daily health and wellness routines.

Chobani is investing $567 million to expand its La Colombe ready-to-drink (RTD) coffee facility in Norton Shores, Michigan, as demand for RTD lattes continues to grow. The multi-phase project will add more than 200,000-square-feet of production space to the existing site. The expansion is expected to create around 340 jobs while retaining a further 312 roles. The facility produces La Colombe’s RTD latte range, first introduced in 2016 as the brand moved beyond its café roots. The products are manufactured using milk sourced from Michigan dairy farms. Chobani said the expansion will significantly increase its milk sourcing in the state, rising from around 30 million pounds annually to an expected 615 million pounds over the coming years. The company has operated in the region for more than a decade and said the investment will support further growth in production capacity, as well as continued collaboration with local suppliers and partners. Alongside the site expansion, Chobani said it will continue to work with local organisations on workforce development initiatives and community programmes, including training and employment pathways. Hamdi Ulukaya, founder and CEO of Chobani, said the company plans to continue investing in the region: "This is just the beginning of a beautiful journey together in West Michigan, and we're committed to being part of it for many years to come". Michigan Governor Gretchen Whitmer added that the investment would support job creation and strengthen the state’s agricultural economy.

Danone is strengthening its relationship with Argentinian dairy company Arcor, creating a new joint venture focusing on the local dairy market. Announced yesterday (24 March 2026), the JV includes a transaction to combine Danone’s dairy business in the country with Mastellone Hermanos – an Argentinian dairy group in which Danone and Arcor (via subsidiary Bagley) currently hold a 49% stake – and acquire the remaining 51% stake. Mastellone Hermanos' dairy portfolio includes its flagship La Serenísima brand, alongside other local dairy brands. Alongside these brands, the deal will include Logistica La Serenísima, the companies’ common logistics subsdiary, now to be brought under Danone and Arcor’s full ownership. Building on the companies’ longstanding partnership spanning two decades, the alliance aims to create an integrated business that leverages both companies’ strengths and scale. The JV is expected to unlock new growth opportunities in the dairy market through its 11 manufacturing plants in Argentina, producing a range of dairy products including milk, dulce de leche, cheeses, creams, butters, yogurts and desserts. Danone will hold equal control of the JV with Arcor under the latest deal. Post-closing, it will be reflected within ‘equity-accounted companies’ in Danone’s financial statements based on the 50% shareholding. Antoine de Saint-Affrique, CEO of Danone, said: “This underlines our commitment to the Argentinian market and Latin America. Combining our assets will create a powerful growth platform with more opportunities for innovation, operational efficiency and greater reach.” Alfredo Pagani, president of Arcor, added: “This alliance will accelerate growth through an integrated strategy focused on the development of high-value-added products. For Arcor, this is a strategic project that reaffirms our commitment to the country and strengthens our value proposition in the consumer food products market.” The transaction remains subject to customary closing conditions, including regulatory approval.

It’s easy to get caught up in the news and activities of the industry’s global giants, but what about the smaller firms pushing boundaries with bold ideas? In this instalment of Start-up of the month – which celebrates lesser-known companies and their innovations – we speak to James Gould-Porter, founder of Elder Water, a new British spring water brand that uses a closed-loop glass bottle system to help hospitality operators reduce single-use packaging. James Gould-Porter Following the sale of Island Poké to Honi Poké, what motivated you to launch Elder Water? What gap did you identify in the bottled water market? After Island Poké, I wanted to build something more essential and enduring than food trends. Water is the most fundamental product there is, yet the category is full of contradiction, premium positioning wrapped in wasteful packaging. The gap was clear: High-quality British water, delivered properly, without single-use plastic or throwaway glass. There was also a lack of provenance and transparency in many brands. Elder is about doing things the traditional way – honest sourcing, proper reuse and a system that actually makes sense – with the added benefit of building something connected to Somerset, where I’m from. Elder has been described as the ‘milkman of British spring water’. Can you explain how the closed-loop glass bottle system works in practice? It’s a simple, proven model – just modernised. We deliver full cases in reusable glass bottles and collect the empties at the same time. The bottles are then professionally cleaned, sterilised and refilled at source. Customers pay a small deposit, which encourages returns and helps keep the system efficient. No glass gets thrown away unless it has genuinely reached the end of its life. It’s a circular approach, rooted in how things used to be done properly. Single-use packaging remains a major issue in the beverage sector. How does Elder aim to reduce waste compared with traditional bottled water supply chains? Most bottled water is built on a linear model – produce, ship, drink, discard. We have flipped that entirely. Our bottles are reused again and again, dramatically reducing the need for new materials and cutting carbon tied to manufacturing. We also improve transport efficiency by operating regionally and collecting empties as we deliver. The aim is not to be slightly better, it is to remove the problem altogether. Waste should not be part of the model in the first place. Why did you decide to focus initially on the hospitality sector, restaurants, pubs and gyms, rather than retail? Hospitality offers control, volume and visibility all at once. Venues go through large volumes of water, so the return system works efficiently from day one. It also ensures the product is experienced properly – served cold, in the right glassware and in the right setting. Retail, by contrast, isn’t well compatible with the reuse model. A key benefit for our customers is that we remove disposal costs while also supporting their ESG goals. Your water is sourced from a protected spring in Cheddar Gorge. What makes this source unique in terms of mineral profile and taste? Cheddar Gorge is one of Britain’s most naturally protected and geologically rich environments. The water is filtered slowly through ancient limestone, which gives it a clean, balanced mineral profile. It isn’t overly hard, but it is mineral-rich – giving it a refined, crisp and highly drinkable character. That balance is key; it’s a water you can drink all day without fatigue. It’s proper British spring water with real character, not filtered tap water. Hospitality operators are under increasing pressure to improve their environmental credentials. How can Elder help venues meet sustainability goals without compromising on service or experience? Most sustainable options come with a trade-off, whether on cost, quality or presentation. We remove that trade off. Elder looks premium on the table, performs operationally and significantly reduces waste behind the scenes. Venues can demonstrate real action, not just token gestures. It also resonates with customers, who are increasingly aware of what they’re being served. In short, Elder enhances both sustainability and the guest experience, while also improving the bottom line – something the hospitality sector needs more than ever right now. Consumer attitudes to hydration and bottled water are changing. How do you see the premium water category evolving over the next few years? Consumers are becoming far more conscious about health, source and environmental impact. The days of anonymous bottled water are numbered. The premium category will shift towards provenance, mineral composition and sustainability done properly, not just marketed. There will also be growth in functional hydration, but at its core, the focus will remain on clean, natural water with a clear story. The brands that succeed will be those that are both authentic and operationally credible. What has been the company's biggest achievement and challenge to date? Our biggest achievement has been proving that the model works commercially, not just environmentally. Getting venues to switch systems is no small feat, but once they do, they tend to stay. The biggest challenge is logistics. Reverse supply chains are inherently more complex than one-way distribution, requiring discipline, consistency and strong operational execution. It is not the easy route, but it is the right one. For aspiring start-ups in the food and beverage industry, what valuable advice or insights would you share? Focus on the fundamentals: product, margin and repeatability. If those are not solid, nothing else matters. Do not get distracted by branding before the core model works. Cash flow will make or break you, so stay disciplined and realistic. Choose a model that can scale without becoming chaotic. And finally, do something that genuinely improves on what is already out there, incremental ideas rarely win. Looking ahead, what is your long term vision for Elder Water and how widely could a circular water system like this be scaled across the UK? The ambition is to build a nationwide network of regional hubs, each supplying local areas with truly circular water. There is no reason this cannot scale, milk did decades ago. The key is density and discipline in operations. Long term, Elder should become the default way premium water is delivered across the UK. If executed properly, there’s no need for single-use packaging at all.

Fresh Del Monte Produce has completed the acquisition of select assets from Del Monte Foods in a deal valued at approximately $285 million, marking a significant step in the consolidation of the Del Monte brand across fresh and packaged categories. The transaction, finalised in March 2026, forms part of a broader court-supervised sale process following Del Monte Foods’ Chapter 11 bankruptcy filing in 2025. The US bankruptcy court cleared the transaction in February , moving it into the pre-closing phase. Under the agreement, Fresh Del Monte has acquired Del Monte Foods’ vegetable, tomato and refrigerated fruit businesses, including a portfolio of well-established brands such as Del Monte, S&W and Contadina, as well as the Joyba beverage line. These assets also include selected production facilities across the US, Mexico and Venezuela, supporting continuity of supply and operations. The deal is expected to reunify the Del Monte brand under a single global strategy for the first time in nearly four decades, creating a more integrated platform spanning both fresh and shelf-stable food categories. Fresh Del Monte said the acquisition will strengthen its position in value-added and prepared food segments, while enabling greater brand consistency and innovation across categories. The company has indicated it will establish a dedicated business unit to manage the newly acquired portfolio and ensure a seamless transition for customers, suppliers and retail partners. The purchase excludes certain business segments, including Del Monte Foods’ shelf-stable fruit operations and broth and stock brands, which have been acquired separately by other buyers as part of the wider divestment process. Strategically, the move reflects Fresh Del Monte’s ambition to expand beyond its core fresh produce offering into higher-margin, branded and value-added categories, while leveraging the heritage and global recognition of the Del Monte name. The acquisition comes at a time of ongoing transformation within the packaged food sector, as manufacturers respond to shifting consumer preferences and seek to rebalance portfolios towards fresh, convenient and premiumised products.

Premium ice cream manufacturer Ben & Jerry’s has introduced a new limited-edition flavour, Honey Graham Latte, combining coffee caramel ice cream with honey graham cracker and cinnamon swirls in a move aimed at tapping into both coffee culture and nostalgic flavour trends. The new SKU blends sweetened caramel coffee notes with textured inclusions, delivering what the company describes as a “comfort-led” flavour profile designed to resonate with consumers seeking indulgent, hybrid dessert experiences. The launch reflects continued category interest in coffee-inspired formats and layered textures within the premium ice cream segment. Honey Graham Latte is now available in Scoop Shops nationwide, with a wider retail rollout planned for April as a Limited Batch pint. The product carries a suggested retail price of $4.99–$6.49, positioning it within the brand’s established premium tier. According to Ben & Jerry’s flavour guru José Ureña: “The sweetened caramel coffee is a comfort on many levels that our fans deserve.". To support the launch at foodservice level, the company has also introduced two menu applications in Scoop Shops: Waffle Brittle Sundae, featuring Honey Graham Latte ice cream layered with waffle cone brittle, caramel and whipped cream Honey Graham Latte Shake, blending the ice cream with milk and cold brew, finished with whipped cream and cinnamon sugar The innovation aligns with broader industry trends toward experiential desserts and cross-category flavour inspiration, particularly the fusion of coffeehouse-style beverages with frozen treats. Ben & Jerry’s products are distributed across more than 35 countries through grocery, convenience and foodservice outlets, alongside its franchised Scoop Shop network and delivery platforms.

Perfect Snacks has launched a new refrigerated protein bar range, Protein + Prebiotics, as it targets growing demand for high-protein snacks with added functional benefits. The new bar contains 20g of protein and prebiotic fibre, and is positioned as free from artificial sweeteners, sugar alcohols, colours, flavours and preservatives. Protein is sourced from peanut butter and grass-fed whey, alongside a blend of more than 20 ingredients described as 'superfoods'. The product is available in two variants: Peanut Butter Chocolate Crunch and Chocolate Mint Crunch. Both include a quinoa crisp texture and are gluten-free, non-GMO and kosher, with organic honey used as the sweetener. The launch reflects continued momentum in the protein snack category, with brands expanding into functional formulations that combine protein with digestive health support. Cara Liebrock, CEO of Perfect Snacks, said the company aimed to offer a high-protein option made with “simple, recognisable ingredients” as consumers increasingly prioritise protein in daily diets. Protein + Prebiotics is available via the company’s website, TikTok Shop and Amazon, with a wider retail rollout planned at Whole Foods Market later this year.

Pilgrim’s Europe has opened a new Pork Centre of Excellence at its Bromborough, UK site, marking a £350,000 investment aimed at accelerating product development and strengthening innovation across its pork division. The new facility features a modern development kitchen designed to support efficient, high-quality product creation. It also includes specialist equipment such as an indoor charcoal barbecue for developing and showcasing barbecue ranges, alongside a dry ageing unit aligned with upcoming innovation in the pork category. A dedicated customer panelling space has been incorporated to enable the business to host tastings, innovation sessions and collaborative workshops with both retail and foodservice partners. The set-up is intended to bring customers closer to the development process, from initial concept through to finished product, helping ensure new launches align with evolving consumer expectations. The centre will focus on pork and added-value pork products, with particular emphasis on growth segments such as BBQ and ready-to-cook offerings. Ivan Siqueira, president, Pilgrim’s Europe, said: “The new Pork Centre of Excellence at Bromborough is an important investment in our innovation capabilities and part of our wider ambition to create centres of excellence across our different business units at Pilgrim’s Europe." Sam Reader, director of product and innovation at Pilgrim’s Europe, added: “By bringing together modern kitchen facilities, specialist equipment and dedicated customer collaboration spaces, we’ve created an environment where ideas can move quickly from concept to reality. It gives our teams the space to explore new flavours, formats and product ideas, while working closely with customers to develop new products and showcase the versatility of pork.” Pilgrim’s Europe employs more than 17,000 people across over 40 sites in the UK, Ireland, France and the Netherlands. The company produces a range of fresh and prepared foods across poultry, pork, lamb and beef supply chains, supplying both own-label and branded products to retail and foodservice markets.

Heineken will phase down large-scale brewing operations in Singapore by the end of 2027 as part of a shift to an import-based supply model supported by its regional brewery network. The move will be implemented through Asia Pacific Breweries Singapore (APBS), the company’s wholly owned local unit, and forms part of Heineken’s EverGreen 2030 strategy. Under the new model, production currently handled at the Tuas brewery will be gradually transferred to existing facilities in Malaysia and Vietnam. Singapore will instead take on a more central role in regional commercial operations, logistics, innovation and digital capabilities. Despite the production changes, Heineken said Singapore will remain the global home of Tiger Beer, with brand strategy, creative direction and research and development continuing to be led from the market. The Tuas site will be redeveloped over time to support regional logistics operations and will include a pilot brewery focused on innovation. Large-scale brewing at the facility will be phased down progressively ahead of the transition deadline. APBS will shift its focus towards demand planning, packaging adaptation, export-market services and innovation support, alongside strengthened coordination of regional logistics and customer service for import markets. Heineken also plans to expand its GenAI capabilities in Singapore, building on its existing global lab to support productivity and decision-making across its operations. The company said the changes are intended to reinforce Singapore’s role as a strategic base within its Asia-Pacific network, with continued investment in commercial and innovation capabilities as part of its long-term growth plans.

UK-based sports nutrition brand Myprotein has extended its partnership with Mars Wrigley through the launch of Mars Impact Whey Protein, marking the latest addition to its portfolio of branded, flavour-led protein products. The new SKU combines Myprotein’s core Impact Whey Protein formulation with the signature chocolate, caramel and malt flavour profile of the Mars confectionery range. The launch follows the successful introduction of Snickers-branded protein products in late 2025, reflecting continued momentum in cross-category collaborations between sports nutrition and mainstream FMCG brands. Formulated to deliver 20g of protein per serving at approximately 120 kcal, the product is positioned as a low-fat, low-sugar option that supports muscle growth and recovery, while prioritising taste and accessibility for a broader consumer base. The range is certified by Informed Choice and Informed Protein, verifying product quality and protein content. Neil Mistry, CEO of THG Nutrition, said: “There is a clear shift in sports nutrition, where performance and enjoyment are no longer mutually exclusive. Consumers increasingly expect both, and partnerships like this allow us to broaden appeal while continuing to serve core users.” From a commercial perspective, the collaboration also signals Mars Wrigley’s ongoing strategy to expand its brand equity into adjacent, better-for-you categories. Kerry Cavanaugh, general manager for Mars Drinks and Treats, said: "Myprotein is the perfect partner for us to continue to introduce more shoppers to our range of Mars-branded protein products." Cavanugh continued: "The Mars brand is one of our most iconic, and Myprotein is arguably the most reputable retailer in the UK for protein products. Through the familiarity of both brands, and the trusted taste of Mars, we are looking forward to not only seeing this roll out online, but also throughout major grocery stores in 2026 where it will sit alongside our range of high protein low sugar bars!” Available from 24 March via Myprotein’s direct-to-consumer platform, the product is offered in two formats: a 15-serving pack priced at £16.99 and a 31-serving format at £30.99. Further rollout is to come.

Le Duff Group has announced the acquisition of Spain's Panamar Bakery Group, marking the largest single transaction in the French conglomerate's history. The deal, concluded on 23 March 2026, brings a business turning over €600 million annually, with 2,600 employees, into the Le Duff fold. Panamar Bakery Group operates as a manufacturer and distributor of frozen bakery, Viennese pastry and pâtisserie products, exporting to more than 20 countries. Its catalogue runs to over 1,200 references across retail, food service and hospitality channels, supported by an integrated production and distribution network. The Spanish company is family-run, with Isabel Martinez continuing as president under the new ownership structure. For Bridor, the industrial baking subsidiary of Le Duff, the acquisition is the latest move in an aggressive multi-continent expansion programme. Bridor's turnover has risen from €750 million in 2021 to €2.5 billion in 2026, with a stated target of doubling that figure again by 2031. The Panamar deal gives it a manufacturing base on the Iberian Peninsula and extends its reach across the 100 countries it currently supplies. The Panamar acquisition sits within a broader capital investment programme that has been reshaping Bridor's production geography since 2021. In North America: a Montreal plant expansion, the 2022 acquisition of Lecoq Cuisine in Connecticut, a 2025 expansion at Vineland in New Jersey, a new facility under construction in Salt Lake City, opening this year, and a further plant planned for Texas in 2028. In Europe: acquisitions of Panidor (Portugal, 2022) and Pandriks (Netherlands, 2024), ongoing investment at plants in Fulda and Meppel and new builds in Falaise (France) and Switzerland, both in 2025. Asia-Pacific saw the acquisition of Laurent Bakery across Australia and New Zealand in 2025, alongside the expansion of Bridor's Chinese plant. The financial structuring of the Panamar transaction involved BNP, Crédit Agricole CIB, RaboBank and several French agricultural and regional finance institutions. Legal and advisory work was handled by Bird & Bird, EY, PwC and Linklaters on the purchaser side; Garrigues, KPMG and Houlihan Lokey advised the sellers. Regulatory clearance is still pending. Bridor supplies approximately 90,000 restaurants, hotels and food service operators worldwide, including properties rated four stars and above. The company's chef collaboration programme, with Pierre Hermé, La Maison Lenôtre and Frédéric Lalos among others, positions its premium frozen offer at the upper end of the food service market. Panamar's network in southern Europe adds both production capacity and a regional distribution infrastructure that Bridor did not previously hold. Le Duff Group, which marks its 50th anniversary in 2026, also operates Gourming (ready meals) and the catering chains Brioche Dorée, Del Arte and La Madeleine. The group is targeting consolidated turnover of €3.5 billion across all divisions. The completion of this deal will be watched closely by buyers across the industrial bakery sector. Consolidation at this scale, combining two established frozen bakery manufacturers with complementary geographies, could reflect the direction that volume premium baking appears to be heading: fewer, larger operators with factory networks spanning multiple continents.

Molson Coors Beverage Company has announced the acquisition of Atomic Brands, the maker of RTD cocktail brand Monaco Cocktails. The acquisition, the financial terms of which were not disclosed, aligns with Molson Coors’ ambitions to build its portfolio of scaled brands across beer and beyond. The deal is expected to further the company’s strategy and complement its beer portfolio, which includes brands like Coors, Peroni US and Blue Moon, as well as advance its ‘Beyond Beer’ line-up, which includes the Fever Tree US and Topo Chico Hard brands among others. US-based Monaco Cocktails was launched in 2012, offering a range of 'flavour-forward,' full-strength canned cocktails in varieties such as Citrus Rush, Watermelon Crush, Lime Crush and  Black Raspberry. The brand is sold in over 70,000 retail locations nationwide, with a particularly strong presence across the convenience store channel. Molson Coors said it sees significant opportunity to scale Monaco further, including through increased marketing support and expansion through chain retailers. Most of Monaco’s distribution currently overlaps with Molson Coors’ US network, positioning the brand for operational and commercial integration. Rahul Goyal, president and CEO of Molson Coors Beverage Company, said: “This brand was developed from the ground up with dedication and a fanbase fostered through real, in-person experiences. We believe it has the scale, the consumer loyalty and the runway for growth that we’ve been looking for – but it’s more than that." “Monaco is built different. Very few brands blend quality, value and fun quite like Monaco does, and all of us at Molson Coors are excited to build on the momentum by introducing the brand to even more consumers.” Don Deubler, founder and CEO of Atomic Brands, commented: “We pioneered the canned cocktail category when it was all but forgotten, igniting a new generation of drinkers with bold, pop-culture-inspired flavours, iconic packaging and consistent high-energy messaging”. He added: “Monaco has always stood for exceptional quality, incredible value and unforgettable experiences, fuelled by partnerships with music festivals and live action sports. Today, joining forces with Molson Coors fills me with gratitude for everyone who believed in us along the way.” The deal is expected to close in the coming weeks, subject to the satisfaction of closing conditions.