Butterfly Equity has completed the acquisition of ePac Flexible Packaging, a producer of digitally printed flexible packaging, from an investor consortium that included Amcor and Indevco North America. Founded in 2016, ePac Holdings supplies flexible packaging to consumer packaged goods companies, with a strong focus on food and beverage brands. The company operates 14 facilities across the US and Canada and is built around its proprietary ePacONE platform, which enables short-run, order-to-demand production with automated quoting and rapid turnaround times. ePac’s existing leadership team, led by CEO and co-founder Virag Patel, will continue to run the business and has retained a significant ownership stake. Patel said: “Over the past decade, ePac has redefined the packaging model by putting the most advanced technology in the hands of the world’s most innovative brands. By partnering with Butterfly, we enter a new phase of acceleration." "This partnership allows us to continue disrupting the industry while leveraging Butterfly’s connectivity throughout the food and beverage ecosystem. Together, we will continue to evaluate and deploy next-generation technologies and platforms, like ePacONE, to deliver unmatched value and brand growth for our customers, regardless of their size or scale.” Butterfly's partner and head of investment team, Vishal Patel, commented: “We’re thrilled to partner with the ePac team as Butterfly’s first platform investment into the packaging market – a critical component of the food value chain". "Our deep and specialized expertise in food end markets will enable ePac’s growth while reinforcing its commitment to outstanding customer service for the leaders and innovators in food and other categories. ePac has already established itself as a market leader, and together we aim to build on that success.” Butterfly's managing director, Eric Tommarello, added: “We have been deeply impressed with ePac’s specialisation and their ability to lead the market. The company’s visionary management team has demonstrated a strong track record of execution, and we believe the combination of seamless technology, speed of service and an obsessive focus on the customer experience has created a scalable foundation for continued growth in the digitally printed packaging category.” Butterfly said the deal marks its first platform investment in the packaging sector. Financial terms of the transaction were not disclosed. Top image: © ePac Holdings

Recover 180 has expanded its hydration range with the launch of two new flavours, Tropical Ice and Orange Cream, as the brand enters 2026. The new additions are positioned as functional hydration drinks made with organic coconut water, vitamins and minerals, and contain no added sugar or artificial ingredients. Tropical Ice blends coconut, pineapple and lemon, while Orange Cream combines citrus with vanilla. Founder and CEO Lance Collins said the new flavours reflect growing demand for hydration products that balance performance with taste. "Great hydration starts with great flavour," said Collins. "Athletes, fitness enthusiasts, and everyday consumers want products that perform, but they also want something they genuinely enjoy drinking." "Tropical Ice and Orange Cream show how we continue to push flavour forward while delivering the clean, functional hydration people expect from Recover 180." The launches come as consumers continue to shift away from traditional sugary sports drinks toward cleaner, better-for-you hydration options. Tropical Ice and Orange Cream are available nationwide in the US in 16.9oz bottles, priced between $2.49 and $2.79, and in 12-packs priced at $32.99 via Amazon and the brand’s website. Further retail expansion is planned throughout 2026.

Chobani has launched a limited-edition coffee creamer concept called Flavor Drops, introducing short-run, single-batch flavours designed to rotate monthly. The new line debuts with Raspberry Rose, a botanical-inspired creamer combining floral rose notes with raspberry. Like the rest of Chobani’s dairy creamer portfolio, the Flavor Drops products are made with cream, milk, sugar and natural flavours. Timed to coincide with Valentine’s Day, the flavour will be available until 15 February, after which it will be discontinued. Flavor Drops marks a departure from Chobani’s usual seasonal launches, with each release positioned as a one-off product intended to create shelf and social media impact. According to the company, further flavours are planned throughout the year, with the next drop scheduled for June. Niel Sandfort, chief innovation officer at Chobani, said: “We love that our creamers can inspire fun, shareable moments, on and offline. Flavor Drops take that another step further. They let us break away from traditional seasonal limits and really make a splash on shelf and social.” Raspberry Rose has a recommended retail price of $6.09 and is being stocked at select US retailers including Target, Albertsons, Harris Teeter, Giant and Hy-Vee.

As robotics and AI reshape food manufacturing at unprecedented speed, traditional capital expenditure models are struggling to keep up. Here, food robotics solutions provider Chef Robotics explains why Robotics as a Service (RaaS) is gaining traction across the food industry, offering manufacturers a more flexible, scalable and future-proof alternative to upfront equipment investment – without the financial risk and rigidity of CapEx. Food manufacturers have long relied on capital expenditures (CapEx) to acquire essential equipment for their operations. This traditional approach – purchasing equipment outright and depreciating its cost over time – makes sense for one-time purchases of static assets. In the fast-evolving realm of technologies like robotics, where software and AI advancements occur at a blistering pace, this model proves less practical.  Enter Robotics as a Service (RaaS), a relatively new alternative tailored to deliver evolving robotics capabilities and meet the needs of modern manufacturing. Let’s explore what RaaS is and why it is rapidly becoming the preferred purchasing strategy for many manufacturers.  RaaS vs CapEx: Understanding the key differences Understanding CapEx Investments CapEx involves a large upfront purchase to acquire a piece of equipment outright. For instance, a food manufacturer investing in a new facility may purchase a host of conveyors and sealers. These assets get added to the balance sheet, and as the plant utilises the equipment, asset value depreciates over time. Due to the often substantial sticker prices of equipment, CapEx investments usually require a lot of upfront planning, involving coordination across operations, engineering and finance to get the scope over the line. Capital approval timelines can often stretch over several months.   This purchase model for automation has made sense for manufacturers who expect to see stable or growing volumes of a consistent product over several years, where changes in machinery are rare. Over the years, an equipment purchase pays for itself and delivers return on investment (ROI) to the manufacturer. However, at the time of purchase, manufacturers are unable to predict unexpected costs and additional needs that can quickly add up over time, increasing the total cost of ownership (TCO) of machinery and automation equipment. These items can include software updates or post-install customisation, spare parts and maintenance support or consultations. Understanding Robotics as a Service (RaaS) RaaS operates on a subscription-based model, much like Software as a Service (SaaS), which has taken root in the cloud software space. Before SaaS, if companies needed to purchase software like a customer relationship management system, human resources software like payroll or an enterprise resource planning, they installed on-premises servers. The advent of SaaS antiquated on-premises solutions because SaaS products are easier to onboard, more affordable and less risky than their on-premise counterparts.     Similarly, RaaS does not require manufacturers to pay a large upfront CapEx fee but a yearly recurring fee that covers all aspects of a robotics solution, including: Core hardware and software  Initial deployment support and training End-to-end support, including maintenance Software and AI updates   Food manufacturers can think of RaaS as a staffing agency for robots. Service providers become an extension of their team, dedicated to ensuring the solution’s success. As a result, RaaS is comparable to an OpEx cost like labour. The benefits of RaaS: Why it makes sense for the F&B industry All-inclusive pricing and faster budget approvals RaaS offers predictable pricing that simplifies planning and eliminates unexpected costs for food manufacturers. As RaaS subscription fees include hardware, software, maintenance and updates, the vendor bears the cost of these items. Manufacturers can avoid unexpected costs for items like a replacement part or software adjustments needed to support a new process or product. Most importantly, RaaS gets billed at a yearly flat rate without any hidden fees.    The pricing structure of RaaS products shortens budget approval processes from years to months. Budgeting gets simplified to a fixed, predictable amount, in contrast to potentially high unexpected expenses that arise when CapEx purchases need repairs or changes.  Faster time to ROI With minimal upfront investment and often short deployment time, RaaS enables manufacturers to realise a ROI much faster compared to traditional CapEx models. As RaaS matches the profile of a labour expense, manufacturers can see a payback period of months instead of the years typically required for large CapEx investments. Decision makers can allocate capital to other critical opportunities instead of reserving it for a specific piece of machinery on the production floor. Latest technology and future-proofing  The RaaS model ensures that food manufacturers have continuous access to cutting-edge technology, including software updates, hardware upgrades and new features. In times when AI models get more powerful every week, and technology that was cutting-edge a year ago is now obsolete, these continuous updates are critical to getting the most value out of a robotics solution. This future-proofing approach keeps a food manufacturer’s operations competitive and mitigates the risk of being leapfrogged by a competitor adopting a newer robotics solution with more advanced artificial intelligence models. Scalability and flexibility RaaS is adaptable to a food manufacturer’s changing needs – whether that involves onboarding new products, introducing new SKUs or deploying additional robots to boost throughput. To streamline purchasing, many RaaS contracts even include provisions for added robots to allow for faster deployments and help incorporate the cost advantages of larger order volumes. This flexibility enables manufacturers to scale their operations seamlessly and stay responsive to market demands.    The flexibility inherent in RaaS is especially crucial for industries such as high-mix food manufacturing. Manufacturers dealing with numerous SKUs – often changing daily with frequent new additions – rely on RaaS providers to continuously train AI models and optimise for best-in-class results. These recurring costs are similar to the hosting fees that streaming providers like Netflix incur to deliver content globally. Alignment of interests Under the RaaS model, a service provider’s success is directly tied to the customer’s success. Food manufacturers will only renew or expand a service contract if they see strong, positive value from it. To guarantee their own success, many RaaS providers thus invest heavily in their deployment services and customer support teams. By focusing on delivering ongoing value, RaaS fosters a partnership that prioritises mutual benefit and long-term success. Why RaaS is the smarter choice for many food manufacturers RaaS offers a predictable, cost-effective alternative to the high upfront investments and unpredictable follow-on costs of CapEx investments. The continuous improvements that go along with the RaaS model ensure that food manufacturers remain at the forefront of technological advancements, driving higher yields, better quality and increased production to meet demand. Ultimately, a RaaS provider’s success depends on creating exceptional value for customers. Providers like Chef Robotics are committed to building lasting partnerships with food manufacturers, ensuring every deployment delivers tangible benefits. As a result, manufacturers can focus on their core strengths – producing high-quality goods – while their robotics systems keep pace with the future.

With fewer headline launches and less promotional noise, Veganuary 2026 has felt noticeably quieter to some. As consumer tastes shift and food trends evolve, how can brands create genuinely exciting plant-based products with real shelf-life – during Veganuary and beyond? The Plant Base’s Melissa Bradshaw reports. At the height of the plant-based food and beverage boom in early 2020, Veganuary – the annual campaign encouraging consumers to ditch animal products for January and beyond – unleashed a wave of innovation. New launches flooded shelves, the word ‘vegan’ was everywhere and retailers championed expanded ranges with loud, confident fanfare. The UK fast food market was leading the charge with the introduction of major launches such as Greggs’ Vegan Steak Bake (following the debut of its iconic Vegan Sausage Roll for Veganuary 2019), Subway’s Meatless Meatball Marinara and Papa Johns’ Jackfruit Pepperoni pizza. © Greggs Stirring up excitement for both committed vegans and first-time Veganuary experimenters, these launches offered indulgent new treats for those avoiding meat and dairy – options that stood toe-to-toe with their non-vegan counterparts and no longer felt like a compromise in a traditionally meat-dominated sector. Six years later, the buzz around new launches feels somewhat muted – and consumers are taking notice. Despite Veganuary participation rising steadily since its launch in 2014, with an estimated 25.8 million people taking part globally last year, many believe the hype has begun to fade. Millie Wallage, business development officer at trade association and plant-based trademark provider The Vegetarian Society, told The Plant Base : “In previous years, Veganuary meant big supermarket moments, new launches, special buys and real excitement. This year, it’s felt more promotion-led, with fewer genuinely new products launching and a lot less noise.” Granted, this lack of noise doesn’t mean nothing is happening in the sector. Wallage acknowledged that changing terminology could play a role, pointing out that around 55% of brands are now opting for ‘plant-based’ trademarks over ‘vegan’ in an effort to attract wider audiences and appear less restrictive.  “That shift, combined with more people eating plant-based more regularly, may mean Veganuary feels less like a standout moment than it once did,” she contemplated.   The return of the falafel A common criticism this year, particularly in foodservice, is a lack of creativity in new vegan launches – echoing an era when falafel and hummus wraps dominated plant-based menus. The limited variety stands in stark contrast to earlier years, when meat alternatives were at their peak and Veganuary specials brought genuine novelty to the category. “Brands need to listen to what consumers are actually asking for,” said The Vegetarian Society’s Wallage. “There’s a long running joke that no one wants another falafel wrap, not because falafel is bad, but because the same ideas keep being repeated.” Subway’s 2026 Veganuary option this year features a smashed falafel patty, made from chickpeas, herbs and spices, while previous limited-edition offerings from the sub sandwich chain featured plant-based alternatives to meatballs, chicken and steak. Meanwhile, Starbucks UK has recently come under fire from dissatisfied vegans due to the removal of its Beyond Meat Breakfast Sandwich and introduction, instead, of a spinach and pea falafel wrap. Nicole Whittle, a vegan content creator known as ‘Vegan Beauty Girl,’ wrote on her Instagram: “Don’t get me wrong, I love falafel but if you think you’ll catch me in Subway or Starbucks for the vegan classic you’re hugely mistaken. I’ll be down at my local Middle Eastern food stall where it’s always done best.” Meanwhile, Costa Coffee’s new lunch options for Veganuary 2026 – an onion bhaji wrap and a tomato soup – have been met with further underwhelm from social media users. These more simple, veg-focused launches reflect the shift toward whole food-based products in the plant-based food and beverage industry. In recent years, growing concerns around ultra-processed foods  – mass-produced food products that have undergone heavy industrial processing and are made with long lists of ingredients including synthetic additives, often with the goal of cutting costs – has resulted in a significant reputation hit for plant-based meat alternatives, many of which do contain ingredients like preservatives and thickeners to achieve an authentic meat-like texture.   This shift could explain why foodservice chains seem to be playing it safe with familiar (or in the eyes of many, overdone) choices like the humble falafel. However, meat alternative brands such as Planted have developed ‘cleaner label’ options in recent years, made with simple, short and consumer-friendly ingredients lists. Additionally, minimally processed and gut-friendly options like tofu, tempeh and legumes have seen sales increase in retail, with these options able to provide ideal blank canvases for versatile, innovative recipe development through numerous seasoning and serving opportunities (think: scrambled tofu in a breakfast quesadilla, smoky bacon-flavoured tempeh in a ‘BLT’-inspired sub, or a chickpea ‘tuna mayo’-style wrap).   Highlights for 2026 Though the array of choices has been criticised as less diverse this time around, there have been some stand-out innovations launched for Veganuary 2026. In retail, French alt-meat brand La Vie has added a dry, cured meat-style animal-free salami sticks product to its range of bacon alternative products . Claimed to be a first-of-its-kind innovation for the UK market, it taps into demand for vegan versions of on-the-go meat snacks, which are currently trending as consumers continue to seek high-protein products. Slovenian brand Juicy Marbles, meanwhile, debuted its new Umami Patty , aiming to hit the sweet spot between whole food-forward products and hyper-realistic alt-meat cuts, while retailer M&S introduced a coconut-based vegan kefir amid growing interest in gut health. In foodservice, pan-Asian restaurant chain Wagamama unveiled two bold new fusion dishes inspired by rising demand for global-inspired flavours. The Italian-inspired Udonara reimagines the classic carbonara dish with a Japanese twist, featuring thick udon noodles coated in a creamy sauce and topped with a vegan crispy bacon alternative, king oyster mushrooms and coriander cress. Meanwhile, a Mexican-inspired side dish, Tacomama, offers a crispy open gyoza wrapper in place of a traditional taco shell, topped with  teriyaki mushrooms, Korean-style sweet potato mash, mixed leaves, vegan mayonnaise and pomegranate. © Wagamama Wagamama has a strong track record of Veganuary dishes that bring something new and exciting to the table, with previous special-edition dishes including the trendy Lion’s Mane ‘Steak’ Bulgogi  and Firecracker Chick’n Ramen. However, these options have been made available only as limited-time options for Veganuary, disappearing from menus at the end of the month. And while the company pledged to commit to a 50% plant-based menu split in 2021, the chain disappointed some loyal customers in October 2025 by removing several of its popular vegan options, including the beloved Vegatsu – though the chain did introduce a new vegan katsu udon dish in its place, and emphasised that it continues to prioritise plant-based recipe development.   Demand for core offerings Veganuary is often seen as a trial period for restaurants like Wagamama, and if a limited-edition product or dish turns out to be a hit, there could be hope for its return as a permanent menu offering later on. But often, when confined to the limited-edition launch arena, this is due to a number of factors including inability to keep up demand beyond January, and higher production costs associated with using premium ingredients. Georgina Stewart, a regulatory compliance expert and nutrition and regulatory advisor at The Nutrient Gap, shared in a post on LinkedIn: “When Veganuary ends, along with Dry January and those shiny new gym memberships, the plant-based ranges quietly retreat. The promotions disappear, the innovation gets packed away and everything is filed under ‘see you next January’. You can’t expect long-term behaviour change if the products vanish the moment January does.” She calls for more effort from retailers to promote and prioritise plant-based options year-round, adding that this takes the idea of plant-based eating beyond a “one month experiment”. Retailers are engaging in efforts to promote their Veganuary offerings this month – Tesco, for example, is offering 20% off all chilled plant-based foods until 27 January, as well as expanding its range with new listings such as the chilled, veg-led All Plants range, launched by Deliciously Ella entrepreneur Ella Mills after her acquisition of the Allplants ready meal brand in early 2025. However, the retailer saw slowing sales of plant-based products in 2025 despite an earlier target of achieving a 300% sales increase within its meat alternative ranges for the year, citing the growing interest in whole foods and a shift away from UPFs as its reason for missing the ambitious goal . Lidl GB, on the other hand, surpassed its original target of a 400% boost in own-label meat-free and milk alternative sales in 2025 , achieving a whopping 694% increase as part of a broader commitment to increasing the proportion of plant-based protein to 25% of all protein sold by 2030. The Vegetarian Society’s Wallage observed that promotions are supporting the cause, commenting: “It’s encouraging to see brands like Linda McCartney now priced cheaper than some meat equivalents, helping to break the perception that plant-based eating is more expensive”. However, she called for a boost in product innovation, adding: “Vegans use their buying power in January to support innovation, only to see products disappear weeks later. Engaging with real consumer feedback and delivering genuinely differentiated products is far more likely to result in plant-based ranges that work all year round.”   Developing winning products To develop differentiated products that appeal to consumers year-round, and not just for Veganuary, brands must appeal to the mainstream – not just to those trying plant-based as a January one-off. This means keeping ‘flexitarians’ front-of-mind, which now offer the biggest growth opportunity for the category as this way of eating (intentionally reducing animal products consumed, without eliminating completely) continues to rise. As well as a focus on less restrictive labelling that appeals to all, and ensuring products are competitively priced, the development of innovative formulations that genuinely taste good should clearly be top priority. There is a common misconception among consumers (particularly those that enjoy meat-heavy diets and don’t often turn toward plant-based options) that vegetarian or vegan automatically equals compromise on flavour. It’s crucial to tackle this viewpoint by introducing options in which taste and satisfaction have been considered carefully – the launch of a bland product that misses the mark on taste or texture will result in consumer disappointment, hindering repeat purchases not just of that brand’s product, but of other similar products in the category too. Daria Pashkova, marketing manager at yeast ingredients company Ohly, emphasised how prioritising umami flavours could be the key to success in January and beyond. “Plant-based options are a key driver of January's healthy eating trends; however, many products lack the depth of flavour or taste complexity,” she said. “Umami-rich ingredients can help to supply the savoury resonance needed to create more satisfying plant-based meals.” Umami-rich flavour innovation can also bring a welcome boost to products which have been developed with ‘better-for-you’ credentials at the forefront – while many Veganuary launches will aim to align with these trends and fulfil the demand for more veg-led, cleaner label options, they must work hard to ensure the reduction of sodium, saturated fat, sugar or artificial additives does not result in compromised indulgence. Today’s consumers are increasingly unwilling to compromise. Helen Zhang, marketing specialist at ingredients supplier Green Spring Technology, told The Plant Base: “The first purchase may be ethical, but the repeat purchase is purely sensory. The formulation must solve the classic challenges of off-notes and mouthfeel first. Then, it should add a ‘plus’ – be it a unique flavour profile, a vibrant natural colour or a functional benefit from botanicals.” She added that building a core portfolio requires ingredients that are scalable, consistently high-quality and backed by reliable technical support. “This ensures the product on shelf in January is identical to the one in July, building indispensable consumer trust,” Zhang concluded. Top image:  © Wagamama

Mars-owned Cheez-It has introduced its original crackers in a gluten-free version. The launch marks one of the most highly requested innovations in the brand’s history, bringing the well-known cheesy flavour to the gluten-free community for the first time. The launch also leads a line-up of new snacks delivering new flavours and variety. Made with 100% real cheese, Cheez-It Original Gluten Free crackers deliver the same satisfying balance of toasted cheese, a hint of salt and signature tang fans have craved for generations – now made for more to enjoy at $4.49 for a 9 oz. box. After much anticipation, the product was created in direct response to years of fan demand from those who've transitioned to gluten-free diets or who have never been able to experience Cheez-It before. "Cheez-It fans have been asking for a gluten-free option for years, and we're thrilled to finally deliver it – with the same irresistible taste they love," said Cara Tragseiler, senior brand director for Cheez-It. "We took the time to get it right, working carefully on the recipe and process to ensure gluten-free snackers can enjoy the same cheesy flavour and satisfying crunch without compromise. Now, even more fans can finally enjoy the Cheez-It experience they've been waiting for." As well as the new gluten-free crackers, Cheez-It has also introduced a line-up of new snacks for 2026, including: • Cheez-It Ultimate Snack Mix : A mix of fan-favourite Cheez-It products (Cheez-It Original, Cheez-It White Cheddar, Cheez-It Snap'd Double Cheese and Cheez-It Grooves Sharp White Cheddar) and salted square pretzels. • Cheez-It Crunch : T100% real cheese with a more satisfying crunch and a 3D shape designed to deliver edge-to-edge flavour in three delicious varieties – Kick'n Nacho Cheese, Zesty Jalapeno Cheddar and Sharp White Cheddar, now available in full size 6.5 oz bags. • Cheez-It Snap'd Honey BBQ : A sweet and smoky blend of honey, tomato, hickory and cheddar cheese coats these baked, not fried chips. • Cheez-It Grooves Loaded Nachos: Inspired by loaded cheesy tacos, these ridged crackers combine toasted corn tortilla, savoury taco seasonings, beefy flavour and cheddar cheese.

Sugary drinks and alcoholic beverages are becoming increasingly affordable in many countries due to persistently low tax rates, contributing to rising levels of obesity, diabetes, heart disease, cancers and alcohol-related injuries, according to new reports from the World Health Organization (WHO). In two global reports released today, WHO warned that weak and outdated tax systems are allowing health-harming products to remain cheap, while public health systems face growing financial pressure from preventable non-communicable diseases and injuries. The agency is urging governments to significantly strengthen taxes on sugary drinks and alcoholic beverages. “Health taxes are one of the strongest tools we have for promoting health and preventing disease,” said Tedros Adhanom Ghebreyesus, WHO director-general. He added that higher taxes on products such as tobacco, sugary drinks and alcohol can reduce harmful consumption while generating revenue for essential health services. According to the reports, the global markets for sugary drinks and alcoholic beverages generate billions of dollars in profit, yet governments capture only a small share of this value through health-motivated taxation. As a result, societies are left to absorb the long-term health and economic costs linked to widespread consumption. WHO found that at least 116 countries currently tax sugary drinks, most commonly carbonated soft drinks. However, many other high-sugar products – including 100% fruit juices, sweetened milk drinks, and ready-to-drink coffees and teas – are often exempt. While 97% of countries tax energy drinks, this figure has remained unchanged since the last global assessment in 2023. A separate analysis showed that 167 countries levy taxes on alcoholic beverages, while 12 ban alcohol entirely. Despite this, alcohol has become more affordable or remained unchanged in price in most countries since 2022, as taxes have failed to keep pace with inflation and income growth. Wine remains untaxed in at least 25 countries, mainly in Europe, despite well-documented health risks. “More affordable alcohol drives violence, injuries and disease,” highlighted Etienne Krug, director of WHO’s Department of Health Determinants, Promotion and Prevention. He noted that while industry profits, the public bears the health consequences and societies shoulder the economic costs. Across regions, WHO identified consistently low tax shares on alcohol, with median global excise shares of 14% for beer and 22.5% for spirits. Sugary drink taxes were also found to be weak and poorly targeted, with the median tax accounting for around 2% of the retail price of a typical sugary soda. In many cases, taxes apply only to a limited range of beverages, leaving large parts of the market untouched. Few countries regularly adjust taxes for inflation, allowing harmful products to become steadily more affordable over time. These trends persist despite public support for stronger measures. A 2022 Gallup poll found that a majority of respondents supported higher taxes on alcohol and sugary beverages. WHO is now calling on governments to raise and redesign health taxes under its new "3 by 35" initiative, which aims to increase the real prices of tobacco, alcohol and sugary drinks by 2035, making them less affordable over time and helping to protect public health.

Sedef Salingan Sahin Coca-Cola has revealed a sweeping overhaul of its operational leadership, including the creation of a new chief digital officer role, as the soft drinks giant moves to accelerate technology adoption and sharpen execution across fast-growing emerging markets. The changes, which take effect on March 31, coincide with the planned transition of chief operating officer Henrique Braun into the chief executive role , succeeding James Quincey, who will remain executive chairman. At the centre of the restructuring is the appointment of Sedef Salingan Sahin as Coca-Cola’s first chief digital officer, a newly created enterprise role intended to unify digital, data and operational excellence across the business. Sahin, currently president of the company’s Eurasia and Middle East operating unit, will report directly to Braun. The creation of the appointment underscores Coca-Cola’s growing emphasis on digitalisation as it faces slowing growth in mature markets, rising input costs and increasingly fragmented consumer demand, while competing with both global rivals and agile local beverage brands. “Understanding consumers even more deeply” and moving faster across markets is critical to future growth, Braun said in a statement, adding that the new structure is designed to enable quicker decision-making and smarter execution. Sahin will assume responsibility for digital strategy currently overseen by chief financial officer John Murphy, consolidating oversight of digital, data and related capabilities under a single executive for the first time. Over the coming months, she will assess how digital teams are organised across the group, with a mandate to simplify processes and improve speed and precision. For Coca-Cola’s bottlers, ingredient suppliers and technology partners, the shift signals tighter integration between marketing, commercial execution and data-driven decision-making – an area where the company has increasingly leaned on AI-enabled demand forecasting, personalised marketing and automated route-to-market systems. The leadership changes also reflect Coca-Cola’s strategic focus on emerging and developing markets, where volume growth is expected to outpace that of North America and Western Europe. Two new market groupings will be created under Braun’s leadership. Sanket Ray, president of the India and Southwest Asia operating unit, will take oversight of large emerging markets including India, Greater China, Japan and South Korea. Claudia Lorenzo, currently chief of staff to Quincey, will lead a second grouping spanning Eurasia, the Middle East, ASEAN, the South Pacific and Africa. Coca-Cola said the new structure is designed to better manage volatility across diverse markets facing inflationary pressures, regulatory change and shifting consumption patterns. Separately, chief marketing officer Manolo Arroyo will expand his remit to include customer and commercial leadership, reflecting closer alignment between brand strategy and in-market execution. Murphy will remain president and CFO, overseeing finance, global strategy and corporate development. The changes come as Coca-Cola continues to invest in digital tools to support its broader beverage portfolio, which now spans soft drinks, waters, sports drinks, coffee, tea, juices and plant-based beverages. The company has increasingly highlighted digitalisation as a lever to improve innovation speed, supply chain resilience and retail execution across its global bottling system.

Truly Hard Seltzer has launched a new limited-edition variety pack, the Truly Dream Pack, available nationwide until 1 March 2026. The pack has been created in collaboration with French artist Laura Norman, also known as Launorma, and introduces four new flavours to the brand’s portfolio. The line-up includes Strawberry Stardust, combining strawberry and lychee; Citrus Clouds, featuring mandarin and mixed citrus; Raspberry Rainbow, blending raspberry and lime; and Pineapple Daydream, which pairs pineapple with blood orange. All four variants contain 100 calories per can and 5% ABV, in line with the brand’s core hard seltzer range. The Truly Dream Pack is positioned as a seasonal, limited-time release and will be available through early spring 2026.

Del Monte Foods has selected three successful bidders for substantially all of its assets following a court-supervised auction process, setting the stage for the transition of its major business segments to new ownership. The company announced it has entered into asset purchase agreements with Fresh Del Monte Produce, B&G Foods and Pacific Coast Producers. The transactions cover Del Monte Foods’ key operating businesses and are intended to allow the brands and operations to continue under new owners. Under the proposed transactions, Fresh Del Monte Produce will acquire Del Monte Foods’ vegetable, tomato and refrigerated fruit businesses. The deal includes the Del Monte and S&W packaged vegetable brands; Del Monte, Contadina and Take Root Organics packaged tomato brands; the Del Monte refrigerated fruit brand; and the Joyba beverage brand. Fresh Del Monte will also assume global ownership of the Del Monte brand and related intellectual property, subject to existing licensing arrangements. B&G Foods will acquire Del Monte Foods’ Broth & Stock business, including the College Inn and Kitchen Basics brands. Meanwhile, Pacific Coast Producers will acquire the company’s shelf-stable fruit business assets, excluding production facilities. That transaction includes rights and licenses to use the Del Monte and S&W brands for shelf-stable ambient fruit and fruit sauces in the United States, Puerto Rico and Mexico. According to the company, the selected bids represent the highest or otherwise best offers following a comprehensive sale process. Del Monte Foods said the transactions provide a clear path forward for its assets and brands to continue operating under established food industry players. “This outcome represents a successful result in our sale process and demonstrates the enduring value of Del Monte Foods’ brands and operations,” said Greg Longstreet, CEO of Del Monte Foods. “These transactions will create an opportunity for our brands and businesses to thrive under the ownership of three leading companies in the food industry.” The sale transactions remain subject to approval by the US Bankruptcy Court for the District of New Jersey, with a hearing scheduled for 28 January 2026, as well as customary closing conditions. The company expects the transactions to close by the end of the first quarter of 2026. Del Monte Foods said it continues to operate normally during the process, fulfilling customer orders and supporting employees, growers, suppliers and other partners.

Healthy beverage brand Health-Ade has announced the launch of Ginger Lemon Berry, a new limited-edition kombucha flavour. Launching on National Kombucha Day (15 January), the new drink features zesty lemon, spicy ginger and ripe berry flavours, crafted with real, organic fruit juice, living probiotics and organic acids. Sandra Heidrich, vice president of marketing at Health-Ade, said: “We have seen incredible enthusiasm for our recent fruit pairings, including Berry Lemonade, Pomegranate Blueberry and Guava Dragon Fruit. Ginger Lemon Berry felt like the perfect next evolution, blending flavours consumers already enjoy with a fresh seasonal innovation.” Founded in 2012, Health-Ade started at the Brentwood Farmers’ Market. Its portfolio of drinks is certified organic, non-GMO, gluten-free and vegan. Each bottle contains living probiotics, gut-healthy acids, natural antioxidents and real fruit juice, with the range now featuring kombucha, SunSip Soda with Benefits and Health-Ade Glow Up. The new Ginger Lemon Berry flavour is available nationwide from 15 January for a limited time at a range of retailers, including While Foods, Sprouts and Target.

ADM is expanding its US flavours and colours capabilities with a $26 million investment into its Erlanger, Kentucky, US, campus. The investment reinforces the company’s focus on helping food and beverage manufacturers address growing reformulation demands tied to health, labelling and regulatory shifts. It targets ADM’s flagship US flavours facility and is designed to increase capacity, improve supply consistency and enhance delivery of naturally derived colour and flavour solutions. According to ADM’s research, more than 80% of US consumers favour product reformulation, with a majority expecting brands to update existing products to align with better-for-you positioning. As part of the expansion, ADM will add 3,600 square feet to its existing Erlanger facility, representing a 40% increase in capabilities related to raw material handling. The site will also undergo digitalisation, automation and integrated process upgrades aimed at improving efficiency and supporting innovation. The announcement builds on a $15 million investment completed in 2025, which added 7,200 square feet to the campus’s Customer Creation and Innovation Center. This serves as a collaborative space where ADM works with customers to develop flavour, taste and colour solutions across food and beverage categories. “Our dedication to scaling our innovative solutions for customers coincides with shifting consumer preferences and changing regulatory guidelines,” said Ian Pinner, president of ADM’s Nutrition business. “These enhanced capabilities support our customers in navigating regulatory compliance while achieving consumer acceptance through sensory and nutritional optimisation.” ADM’s reformulation strategy is centred on five key pillars informed by consumer insights and regulatory expertise: cleaner labels, reduced sugar, added protein, lower sodium and optimised fat systems. The company reported that globally, consumers are increasingly seeking recognisable ingredients, shorter ingredient lists, reduced sugar and sodium intake, higher protein content and improved fat profiles without sacrificing taste. “Investing in our capabilities, solutions and technologies helps simplify reformulation for our customers,” Pinner said. “With decades of expertise and a broad ingredients portfolio, we can address multiple reformulation challenges simultaneously.”