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Foodsight Academies & Trusts edition

Issue 24, Autumn 2026

20th anniversary of allmanhall

Navigating inflation volatility What’s driving food price rises?

A changing landscape, a steady partner Welcome to the academies & trusts edition of Foodsight If you’re running a catering operation in a busy academy or school trust this autumn, you already know the picture. Food prices have been anything but predictable. Commodity categories that looked stable in the spring shifted again over the summer, and the heatwave across June and July made a difficult situation worse for key lines. That volatility isn’t going away. The outlook for the autumn and winter terms suggests continued pressure across key commodities, with weather-related disruption still working its way through the supply chain. For catering managers and finance teams trying to set budgets for the year ahead, this is the backdrop. Read our full insight on page 10. Alongside the cost picture, the regulatory landscape around school food is shifting in ways that matter. On 14 September, the government published its response to the School Food Standards consultation. The updated standards take effect from September 2027 and bring significant changes. On page 43 we’ve included a full breakdown of the changes and what they mean in practice for you. The same principle applies to allergy management. Benedict’s Law introduces stricter requirements around allergen management in schools. On page 40, we share how allmanhall are helping schools get there.

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And while budgets and regulations demand attention, Christmas is already on the horizon. Planning festive menus this autumn means navigating price volatility on key lines like turkey and potatoes, alongside tightening expectations around what a compliant school Christmas lunch looks like. On page 24, we share alternative ingredients and School Food Standards-compliant recipes that deliver on taste and cost without compromising on the festive feel. All of this comes at a moment of reflection for us. This year, allmanhall marks 20 years in food procurement. Set against a backdrop of volatile prices, shifting legislation, growing awareness of nutrition and sustainability and leaps forward in technology, allmanhall have navigated plenty of change over the years. Values that were true in 2006 are still true today. Food and support that exceed expectations. Relationships built on collaboration and trust. This year we were also awarded Investors in People Platinum certification. It’s the highest level of the accreditation, and it reflects something we care about deeply: a team who believe in what we do and always do what we say we’ll do. And a quest to always keep improving, learning and evolving. As you read through this edition, you’ll find practical content to help you navigate the months ahead. Twenty years in, we’re still here to help catering teams do what they do best, just with better procurement behind them. Together, we can demonstrate how small changes can deliver meaningful outcomes for cost control, health, and sustainability. Whatever autumn brings, we’re here to support you.

Jo Hall Managing Director

@allmanhall

Contents

Foodsight: Autumn 2026 Edition

Food inflation update

Commodity watch

Fairfields Farm

Planning your Christmas menus

What’s bean going on?

Benedict’s Law

School Food Standards 2026

allmanhall.co.uk

The latest market movements at a glance

Heatmap, pricing tables & market insights

The challenges facing potato growers

Ideas to help cut costs this festive season

Progress on our Bang In Some Beans campaign

The latest information about allergy management in schools

What the new standards mean for you

From garden shed to established & growing family! Twenty years ago, allmanhall started with a simple belief: that schools should be able to access better value food. And that this is best achieved through supportive relationships. Founded in a garden shed by father and son Edward and Oliver Hall, allmanhall's first client was St Paul's Girls' School, and they are still with us today. What's changed over allmanhall's two decades of inspiring improvement in food procurement? We've grown beyond schools into care, healthcare, catering and events operators, leisure, stadia and other foodservice sectors. Each comes with new and bespoke needs. Set against a backdrop of volatile prices, shifting legislation, growing awareness of nutrition and sustainability, and leaps forward in technology, over the years allmanhall have navigated change and real transformation. Never losing sight of who we are and what we stand for. Values that were true in 2006 are still true today, in 2026. Food and support that not only meet but exceed expectations. Relationships, collaboration, trust, real people. A team who believe in what we do and always do what we say we'll do. And a quest to always keep improving, learning and evolving. Today, Jo Hall is the latest family member to lead the growing team, many of whom also celebrated the 10-year anniversary with Jo, Edward and Oliver what seems like a few months ago. 10 years on, we're now part of an even bigger family group and continuing to go from strength to strength. Jo comments: "What a story it's been so far. We have celebrated achievements and an acceleration none of us could have dreamed of. Our growth is built on the strong roots and solid foundations laid down two decades ago, and to which so many brilliant people have contributed through the ages. Thank you to the clients, suppliers, partners, friends and colleagues who have been part of everything over the last 20 years."

Here's to the next twenty. @allmanhall

UK food inflation set to climb through 2027 By Alastair Cupper, Senior Procurement Manager Food and drink inflation won't be straightforward to forecast over the next 12 months. While near-term price pressures have eased, the UK faces a prolonged period of elevated grocery costs stretching well into 2027. Inflation projection In our previous edition of Foodsight, allmanhall flagged inflation hitting 5% by year end and compounding to 10% over two years. Right now, the headline number of 1.7% might make that look like an overestimate. It isn’t, it’s a matter of timing. The near-term picture is genuinely more moderate than anticipated, and that's worth acknowledging. But the longer-term trajectory hasn't changed. If anything, the risks have grown. Geopolitical instability across the Middle East continues to create energy market volatility, and the compounding effect of extreme weather patterns on global supply chains is becoming harder to ignore.

These aren’t short-term shocks; they’re structural pressures that take time to feed through to the shelf.

Updated forecasts for the next 12 months: • By December 2026, food and non-alcoholic drink inflation is forecast to reach 4%, more than double where it sits today, and moving fast.

Rising costs The renewed wave of food inflation isn’t down to one single cause, but the result of several major cost pressures hitting the supply chain simultaneously. Here’s what’s behind it. Energy costs are soaring

Wholesale gas prices have more than doubled since February 2026 and continue rising. For many food manufacturers and distributors, the full impact is only arriving with fixed• Into 2027, the trajectory price energy contracts steepens. Inflation is expiring. expected to peak at 7% in July 2027, before When energy costs surge, settling to an annual everything that relies average of around on heat, refrigeration, 5.5% for the year as a processing and transport whole. gets more expensive.

Oil: Global petrol and diesel prices have surged following renewed Middle East escalations. Brent crude oil has exceeded the $100 per barrel mark three times this year, setting record highs. Add to that the ongoing disruption to shipping routes through the Red Sea, Black Sea and Panama Canal, and logistic costs continue to climb for the global food industry. Food plastic packaging is adding to the pressure as input prices, closely tied to crude oil, have seen significant spikes throughout the year linked very closely to Brent crude oil. Wages and regulation The National Living Wage rose 4.1% in April 2026, increasing pay across the entire supply chain. At the same time, businesses are absorbing a growing stack of regulatory and tax costs: higher business rates, increased employer National Insurance contributions, and the knock-on impact of the Employment Rights Act.

Add in new environmental obligations, such as Extended Producer Responsibility (EPR) and the Deposit Return Scheme (DRS), and the compliance burden is becoming a significant cost to the whole supply chain. Global commodity prices are surging Extreme weather has taken a heavy toll on agricultural markets in 2026. UK droughts and European heatwaves have squeezed harvests and disrupted supply domestically, and the global picture is no different; the FAO food commodity price index is up 7.4% since the start of the year.

Oxford Economics projects global agricultural prices will rise 11.8% in 2026 and a further 4.8% in 2027. These increases work their way through every stage of the supply chain. Forecasters are now warning of a Super El Niño event that could cause widespread global disruption across all key commodity categories. @allmanhall

Weather patterns El Niño doesn't hit everywhere the same way. Some regions face severe drought while others see damaging rainfall, but the common thread is disrupted growing seasons, lower yields, and higher prices. Already the impact from drought conditions on the seasonal domestic winter crop will be significant. However, the impact of a super El Niño is forecast to be a 15.8% increase in global food prices, expected to hit UK CPI Food by at least 1.6%.

Why are price rises moving slower than commodity markets? A core dynamic highlighted in the report is that rising production costs do not translate immediately to market prices.

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Following the 2022 energy shock, larger manufacturers frequently use long-term hedging arrangements (fixing energy and commodity prices 12 to 18 months ahead). This strategy delays the arrival of cost shocks. At the same time, intense price competition among major supermarkets, coupled with highly pricesensitive consumers, has forced manufacturers to absorb significant portions of these rising costs rather than passing them directly to consumers. However, industry resilience is wearing thin. Food and drink manufacturing insolvencies in 2025 were 94% above 2019 levels, employment dropped by 15,000 year-on-year in early 2026, and sector investment remained 15% below 2019 levels. Food price increases do not move through the supply chain instantaneously.

Fixed-term contracts provide a degree of shortterm protection, but as those agreements expire and are renegotiated, the full weight of accumulated cost pressures will progressively feed into the prices caterers pay. For many operators, the most significant impact is still to come. With macro-economic uncertainty, sustained geopolitical instability and increasingly volatile global weather patterns converging at the same time, the structural conditions for elevated food inflation are firmly established. allmanhall will continue to monitor market developments closely, providing clients with the intelligence and procurement expertise needed to navigate this period with confidence. In an environment where cost pressures are persistent and complex, informed strategy and strong supplier relationships have never been more important.

Lets’s LINK IN ! If you have a LinkedIn account, be sure to follow @allmanhall for the latest market updates, industry news, foodie insights, sustainability guidance, recipe inspiration, and much more!

Community & Social As well as sharing insights and updates, we regularly collaborate with partners including Foodsteps, UN Global Compact and Jamie’s Farm. You will also get to see behind-the-scenes photos of our team and what we get up to!

Connect Now

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Commodity updates Autumn 2026

Menu considerations Based on availability and price...

At a glance: Potatoes: crops have been hit hard by the summer’s extreme heat and drought, with a marked shortage of larger grade baking potatoes. Prices are expected to rise significantly across bakers, maincrop and prepared products, with the impact potentially extending into next year. Fresh produce: markets are dealing with the fallout of a record-breaking summer. Over 70% of England was officially in drought, and the effects are being felt across salads, brassicas, root vegetables and onions. Broccoli growers have lost over 50% of the UK crop and cauliflower is facing one of its most challenging seasons on record. Parsnip availability is expected to be tight in the near term.

Menu opportunities: • Carrots • Beans • Swede • Lentils • Pork • Pumpkins & squashes Watchlist: • Large baking potatoes • Brocolli & cauliflower • Turkey • Beef However, carrots and swede are broadly in good supply, offering some positive options for autumn menus. Dairy: markets are facing sustained upward pressure. The milking herd continues to reduce by around 2% year on year, and drought conditions have stunted grass growth and forced early use of winter feed reserves. Farmgate prices are expected to rise further in the coming months, with packaging costs also tracking upward oil markets.

Protein: markets remain mixed. Beef prices are still above £6/kg with no meaningful softening, while pork continues to offer good value at around 14% below last year’s levels.

Poultry prices have stabilised at around £4.10/kg following significant volatility, but the EU's restriction on Brazilian poultry imports from September and the impact of summer heat on European production make the autumn outlook less certain. Turkey supply is tight ahead of the festive period, and caterers who haven't committed Christmas volumes should do so now. Fish: markets remain firm. Norwegian salmon supply has recovered, easing prices from spring highs to around £6/kg, though still 13% above last year. White fish availability remains constrained, with cod approximately 11% above last year and haddock around 7% higher. Alternative species such as coley and pollock remain viable, though rising demand is gradually narrowing the price advantage. Coffee: prices are 23% lower than this time last year on the back of a large Brazilian harvest, though El Niño poses a risk to next year’s flowering window. Rapeseed oil: remains 13% above the same time last year. Wheat prices are 40% higher than the same time last year, driven by heat-impacted European harvests. Cocoa: prices are down 17% versus last year but remain volatile, with El Niño adding further uncertainty.

What this means for operators: this edition paints a more challenging picture than the summer. Drought and extreme heat have left their mark across potatoes and fresh produce, and with El Niño forecast to develop through the autumn, further disruption is possible across both domestic and import supply chains.

View the full report... Follow the link below

For the full, detailed allmanhall commodity update for Autumn 2026, click below!

[Full commodity report] @allmanhall

Commodities heat map

Stay up to date on our blog or, for allmanhall clients, on The Pass.

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“This is one of the most challenging commodity landscapes we’ve seen in recent years. Domestic drought, a developing El Niño and ongoing geopolitical pressure are converging across multiple categories at once, and the impact on both availability and pricing is likely to persist well beyond the autumn.”

Jo Hall Co-owner & @allmanhall Managing Director

Commodity table Autumn 2026

“For school catering teams, the message is simple: plan early and stay flexible. Pork is genuinely good value right now, carrots and swedes are in strong supply, and beans and pulses offer a price advantage. Building autumn menus around what’s abundant, rather than what’s squeezed, is the smartest way to manage cost without compromising on quality.”

Hayden Hibbert Client Relations Director

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The driest year I can remember: Inside the UK potato harvest with Fairfields Farm This summer has been one of the most challenging on record for UK potato growers. Extreme heat and prolonged drought across the country have hit yields hard, with wholesale potato prices rising over 40% as supply tightens. For caterers and procurement teams, that means force majeure price increases are landing across the sector.

Alastair Cupper, allmanhall’s Senior Procurement Manager sat down with Robert Strathern, Managing Director of Fairfields Farm, one of our long-standing potato growers and crisp suppliers, to hear firsthand about potato farming and what this season has looked like from the field.

AC: Can you tell us a bit about yourself, how you got into potato farming, and whether it’s a family tradition? RS: I grew up around the farm, so farming has always been part of everyday life for me. Fairfields Farm is a fourth-generation family farm, and we’ve grown potatoes here for generations. 16

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Over time, we’ve developed that passion for growing into something bigger producing crisps from the very potatoes we grow ourselves. Potato growing remains at the heart of what we do, and alongside producing our own crisps, we also supply quality potatoes to customers and businesses beyond the farm.

What I love about family farming is that you’re never really working just for today. You’re building on what previous generations have created, while making decisions that will hopefully benefit the generations that follow.

There’s a real sense of responsibility that comes with that, but also enormous pride. For us, farming is about much more than growing a crop. It’s about looking after the land, growing something we’re proud to put our name to, and passing the farm on in good hands.

AC: What does the name "Fairfields" mean to you, and what makes your farm’s approach and landscape distinctive? RS: Fairfields is our family farm, so the name means a lot to us. It’s the place where our potatoes are grown, where our crisps are made and where generations of our family have worked. We’re very fortunate to farm in such a beautiful part of the Essex and Suffolk countryside, and for me, producing good food goes hand in hand with looking after the land around us. That means thinking beyond the crop in front of you.

We’ve invested in wildlife habitats, trees and hedgerows, water management and different ways of farming that help protect our soils. The reality is that you need a productive farm, but you also need to look after the environment it sits in. And what makes us particularly proud is that the story really is field to pack. We grow potatoes locally and they travel only a short distance to our crisp factory, where they’re hand cooked and packed. You don’t get much closer to the source than that. AC: Indeed. So what variety of potatoes do you grow, and what makes them especially suitable for both table use and making crisps? RS: We grow a number of different varieties, each chosen for particular characteristics and how they perform on our land.

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Some are grown for the fresh potato market like Agria, Marfona and Nectar - while others are particularly well suited to crisp production - like Taurus and Lady Claire. For fresh or ‘table’ potatoes, we’re looking for potatoes with good resistance to environmental factors like drought, but most importantly we use varieties which cook well and make chefs happy! Agria, for example, is a superb chipping potato which has had a few viral moments over the past year or so with content creators choosing them for triple cooked chips because of their robustness paired with soft fluffy centre.

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For crisping, we’re looking for high dry matters that help us get the colour, texture and crunch we’re after. Yield is important, of course, but unlike other potato farmers we will choose varieties that don’t have as high a tonnage straight off the field because they cook brilliantly and create less wastage in our factory; it’s one of the aspects of our vertical integration that I really enjoy. They also need to store well and perform consistently when they go through the cooking process. You learn pretty quickly that not every potato is going to make a great crisp.

We know what we’re looking for, and because we grow potatoes ourselves, we can keep a close eye on them from planting right through to harvest. That’s what I like about the Fairfields Farm story - whether a potato is supplied fresh or ends up at the heart of one of our crisps, it’s one we’ve looked after ourselves. AC: What is the journey from seed to crisp packet for a Fairfields Farm potato? RS: The journey starts with the seed - and we’ve recently taken an exciting step by beginning to grow some of our own seed potatoes, giving us an even closer connection to the crop from the very beginning.

So when we talk about “field to pack”, we really mean it. The story of a Fairfields Farm crisp starts with the seed, grows in our fields and ends here on the farm in the finished packet.

AC: What do you enjoy most about growing potatoes, and what are you most proud of when you look at your farm today? RS: There’s something incredibly satisfying about growing potatoes and seeing the whole cycle. You put a crop in the ground, nurture it through the season, work with whatever the weather throws at you, and eventually see the harvest come home. It’s a demanding crop and needs specialist experience to get the best out of it, and at Fairfields I like to think we’ve created a little Spud Centre of Excellence!

Every year is different, and that’s part of what makes farming so rewarding. You can plan as much as you like, but ultimately, you’re working alongside nature. Some years are more challenging than others, but the team we have built are talented and hardworking and I’m extremely proud of them. When I look at the farm today, I’m personally quite proud of the fact that we’ve managed to grow something that our family has been doing for generations, while continuing to evolve and look to the future. AC: What does sustainability mean on your farm in practical terms, and why was it important for you to adopt these practices?

The reality is that there isn’t one single thing you can do and suddenly become “sustainable”. It’s lots of decisions across the farm - from how we manage our soils and water to how we use energy and nutrients. We’ve made a lot of changes over the years, including regenerative farming techniques, reducing soil disturbance through minimum tillage, more precise fertiliser application, use of digestate from the on site anaerobic digester (which also creates renewable biogas), expanded water storage and installation of over 500kwh of solar panels.

RS: For me, sustainability is really about looking after the farm properly. We rely on the land, the soil and the water every day, so it makes sense that we should be looking after those things for the long term.

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During the winter of 2022-23, our team was joined by local volunteers to plant more than 2,800 trees across 11 native species using biodegradable tree guards. This is helping to create new woodland habitats, support biodiversity and increase carbon capture. Our crisp packets are already carbon neutral, but there's still work to do. We're proud of how far we've come, and our target is to reach net zero on farm by 2033. AC: You mentioned regenerative farming techniques. How do you manage soil health and crop rotation to protect the land for future generations? RS: Healthy soil is absolutely fundamental to what we do. You learn very quickly that if you don’t look after your soil, you’re going to struggle to grow a good crop.

Potatoes are a nutrient-intensive crop, so careful crop rotation and planning are essential to maintaining the health and fertility of our soils. We typically grow potatoes in a particular field only once every seven years. This takes a huge amount of planning and logistics across the farm, but it gives the soil time to recover between potato crops and allows us to grow other crops that help replenish nutrients and improve soil health. In the years between potato crops, we use cover crops to help put carbon and organic matter back into the soil. They also help improve soil structure, support soil health and reduce erosion by keeping the ground covered rather than leaving it bare. We also use cultivation techniques designed to minimise soil disturbance. Rather than relying on traditional deep ploughing, we use minimum-till methods to keep soil movement to a minimum. This helps maintain soil structure and protects the carbon and organic matter held within it. Since 2024, we’ve also changed the way we apply fertiliser to our potato crop. Rather than spreading it widely across the field, we apply small amounts directly underneath each potato seed as it is planted. This more targeted approach puts nutrients where the growing plant needs them, helping us use fertiliser more efficiently. We also make use of our own digestate, produced by the on-site anaerobic digestion plant, returning valuable nutrients to the land.

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For me, that’s what good farming is about – working with the soil rather than simply taking from it. AC: This summer’s drought has massively impacted potato farming in the UK. What steps are you taking to manage water usage and irrigation responsibly? RS: Water is one of the most important resources on the farm, so managing it carefully is a big part of growing a successful potato crop. You can’t control the weather, but you can make sure you’re prepared for it.

We have five reservoirs across the farm, which allow us to capture and store water during the wetter winter months, so we have supplies available when the crops need it during the growing season. We’ve also invested in more than 5km of underground and above-ground pipework, giving us the flexibility to move water efficiently around the farm and irrigate crops where it is needed.

This year has been the driest I can remember, following on from another dry summer last year. Potatoes don't like growing above a certain temperature and so there has been a huge amount of work put in across the country to keep them alive. If we hadn't put measures in place like our reservoir building programme, we would have found it even more difficult. Access to water for farmers is a crucial issue and set to get even more so.

We've built resilience to that at Fairfields Farm and our yields are looking good and our stores are filling up, but it's worrying on a national level. We know yields will be lower in some areas this year, so it has been a challenging season for potato growers across the UK. Despite the challenging conditions, harvest is progressing well and we still have a very strong supply of homegrown potatoes coming through.

We’re pleased with how the crop is looking and are in a strong position to continue supplying our customers. AC: And it’s not just the weather, is it? What about the broader cost pressures facing farmers? RS: There’s the reality of rising input costs.

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Farming is becoming increasingly expensive, from fuel and energy to fertiliser, machinery and labour, while there is also greater pressure to farm sustainably and reduce our environmental impact. A lot of the work we've been doing over recent years is about building that resilience, and not just by investing in our reservoirs and irrigation infrastructure. Improving soil health and using nutrients more efficiently all help us manage some of those challenges and reduce our reliance on conditions we can’t control. AC: Hearing you talk about this being the driest year you can remember, and the concern you raise about the national picture, brings home why prices are rising. When yields drop across the country, supply tightens, and the cost of producing a crop goes up with it.

For our clients, that means the force majeure notifications and price increases we've seen this autumn aren't unexpected, they're the direct result of the conditions you, and growers like you, are dealing with on the ground. Changing direction now, how do you ensure the exact quality and "crunch-ready" standard required for Fairfields Farm crisps? RS: Quality starts in the field. We grow some of our potatoes specifically with crisp production in mind, selecting the right varieties and growing them carefully to achieve the characteristics we need for a great crisp. Once harvested, the potatoes come back to the farm where they’re washed, checked and sliced before being hand cooked. The process is closely monitored to make sure we get the right colour, texture and, most importantly, that satisfying crunch. Because we grow the potatoes and make the crisps here on the farm, we have a close connection between the crop in the field and the finished product. We’re pretty particular about it - when you’ve grown the potato yourself, you want the finished crisp to do it justice. AC: Why should readers feel good about choosing Fairfields Farm potatoes and crisps, and how does buying local support rural communities during tough seasons?

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RS: For me, buying local is about knowing there are real people behind the food you’re buying. When you choose Fairfields Farm potatoes or crisps, you’re supporting our family farm and the wider network of people and businesses we rely on. Farming can be challenging, particularly with unpredictable weather and rising costs, so having the support of consumers who choose our produce can make a real difference. Ultimately, buying local is about supporting British farming, rural communities and family farms like ours for generations to come. AC: What is your vision for the farm over the next five to ten years? RS: I’d like to see us keep improving without losing what makes the farm special. Our vision is to remain a productive, sustainable family farm that can support future generations while continuing to produce great British food.

Ultimately, we want the farm to remain a thriving, working family farm producing quality food, looking after the land and always looking at what we can do better. AC: What is one moment in the farming year you always look forward to?

AC: What is your own favourite way to enjoy a Fairfields Farm potato, or your favourite crisp flavour? RS: For crisps, I’d have to say Prawn Cocktail - it’s a classic for a reason! When we made our own prawn cocktail for the first time in 2024, it was a bit of a career highlight for me. And when it comes to potatoes, you can’t beat a really good roast potato.

RS: Finishing harvest! Harvest is probably the most intense time of the year and lifting that last potato is a real celebration around here. There’s something really satisfying and exciting about seeing the potatoes come out of the ground after months of planning, planting and nurturing the crop. Finishing harvest means I can get the team together to say a huge well done, and we all go to support our local pub - for quite a few hours, too!

Crispy on the outside, fluffy in the middle and covered in plenty of gravy - especially when you know the potatoes have come straight from the farm. Sometimes I just walk out of the house and dig up my dinner, which is not something too many people can say!

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Christmas alternatives that don't feel like compromise Two festive centrepieces, built around ingredients that are in good supply this winter. Why do you need festive alternatives? This summer's extreme heat and drought reshaped the UK harvest. Over 70% of England was officially in drought, and the effects are feeding directly into Christmas supply lines. Turkey supply is tight ahead of the festive period. Caterers who haven't committed volumes should act now, but those looking for alternatives have strong options. Potatoes are under severe pressure, with larger grades in short supply. Traditional baked potato sides may be harder to deliver at expected cost and quality. Parsnips have been hit hard, with southern growers writing off up to 25% of their crop. Meanwhile, pumpkins and squashes have had a strong UK growing season, and beans and pulses remain one of the most cost-stable commodities on the market. Both pumpkins and beans share something rare this Christmas: they're in good supply, stable in price, and completely plant based. For caterers building a festive menu around ingredients that won't surprise them, that's a strong foundation.

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Plump for pumpkins Pumpkin and squash are in good supply this autumn, making them a cost-effective and visually striking alternative to turkey. A stuffed roast pumpkin works as a centrepiece in the same emotional space as a roast: it's communal and it feels like an occasion. There’s a delicious recipe on page 26. Practical note for caterers: smaller pumpkins or squashes can be pre-prepared and portioned, making service easy for schools.

Bang in some beans Beans and pulses are stable in price, available, and nutritious, so they're a safe choice for your Christmas menu. Beans give you a way to add dishes to the menu without adding cost risk. And for schools thinking about the new School Food Standards bean-forward dishes are exactly the kind of plant-rich, high-fibre option the standards encourage.

Think of beans as more than just a festive side dish. We’ve got a fantastic recipe for you on page 30 that puts beans at the centre of the celebrations.

More beans on your menu means better nutrition, lower costs and greater resilience against seasonal price volatility. This recipe is part of our push to help clients increase bean and pulse uptake by 30% by 2028, starting with the Christmas menu.

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Stuffed roast pumpkin with brown rice and dried fruit Prep time: 5 minutes Cook time: 15 minutes Total time: 20 minutes Serves: 16 Primary School | 12 Secondary School

Ingredients: Pumpkin • 4 medium pumpkins • 80ml rapeseed oil • Salt & pepper • 600g brown rice • 1.5 litres reduced-salt vegetable stock • 450g onions, finely diced • 25g garlic, crushed • 200g celery, finely diced • 300g carrots, grated • 300g mushrooms, finely chopped • 150g dried apricots, diced • 100g dried cranberries • 600g cooked green lentils • 10g ground cinnamon • 5g ground cumin • 8g dried sage • Zest of 2 oranges • 120g wholemeal breadcrumbs (made from stale bread).

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Method: 1. Preheat the oven to 190°C / 170°C fan. 2. Cut a lid from the top of each pumpkin and retain the lids for roasting. Remove the seeds and fibrous centre. Brush inside and outside with half of the oil. Season with salt and pepper. Place the pumpkins and lids on lined roasting trays and roast for 45 minutes. Remove from the oven and set aside. 3. Put the rice in a saucepan with the vegetable stock. Bring to the boil, reduce to simmer, cover and cook for 25 minutes. Drain and hold hot for assembly. 4. Heat the remaining oil in a large pan. Add the diced onion, garlic and celery. Cook over a medium heat until softened. Add the carrots and mushrooms. Cook for a further 5 minutes. Add the cinnamon, cumin and sage. Cook for 2 minutes. 5. Stir in the dried apricots, cranberries and lentils. Add the cooked rice, orange zest and breadcrumbs. Mix thoroughly until combined. 6. Spoon the filling into each roast pumpkin. Replace the pumpkin lids loosely. 7. Return the filled pumpkins to the oven. Bake for 20-25 minutes. Remove from the oven and cut each pumpkin into 3 or 4 portions each.

Please always check labels and packets for allergens

Tess Warnes, Registered Dietitian, Head of Nutrition & Sustainability allmanhall

Tess Warnes, Registered Dietitian: “Packed with fibre, beta-carotene and potassium, pumpkin is in good supply through autumn and winter, and costeffective compared with traditional centrepieces.”

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Bang in Some Beans: the case for putting pulses at the heart of your menu Food costs are not coming down. Meat prices remain stubbornly high. Budgets are fixed. Every meal served is a balancing act between quality, nutrition and cost. One ingredient stands out as transformative: the bean. Simple, affordable, and quietly extraordinary. The numbers that make the case Beef prices in 2025 were 70% higher than the five-year average. For catering teams working to fixed budgets, that sustained pressure is not a passing problem - it is the new normal. Beans and pulses offer a direct, practical response. A 400g tin of kidney beans costs considerably less than the equivalent weight in meat protein. It delivers around 20g of protein and up to half of daily fibre intake, at a fraction of the cost of chicken. For schools, there’s an additional driver. The updated School Food Standards, which take effect from September 2027, place greater emphasis on freshly prepared meals with more vegetables and pulses. Beans and pulses tick every box: high fibre, plant-rich, and easy to incorporate into familiar dishes.

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The Bang in Some Beans campaign

Our pledge: 30% more beans by 2028

Launched at the end of 2025, the Food Foundation's Bang in Some Beans campaign is encouraging chefs and caterers to rethink how they use beans and pulses on their menus.

We are not just talking about it. We have committed to increasing the volume of bean and pulse products purchased through our supply chain by 30% by 2028.

Not as a wholesale overhaul of the way they cook, but as small, practical shifts in familiar dishes that deliver immediate cost and nutritional benefits.

The goal is not to make a point about plantbased eating. It is to make budgets go further, improve nutritional outcomes, and reduce the environmental footprint of the food we help put on plates.

allmanhall signed up - because this is something we have championed for years. Back in 2023, allmanhall's Mike Meek highlighted the humble bean as central to both health and sustainability in an ITN interview. The Food Foundation's campaign has brought that conversation into the mainstream.

Beyond cost: the full picture The financial argument for beans runs wider than cost. Nutrition: beans and pulses provide fibre, plant-based protein, and a range of key micronutrients including potassium and magnesium. They are also one of the few plant foods rich in lysine, an essential amino acid.

Beans and pulses deliver exactly the kind of highfibre, low-processed nutrition the updated standards prioritise incorporating more pulses is one of the simplest ways to demonstrate compliance without overhauling the menu. Waste reduction: when over 30% of a food budget can go to waste, flexible, affordable ingredients that use across multiple dishes are a straightforward way to reduce that figure. Sustainability: producing 1kg of beef generates around 60kg of CO2e. Producing 1kg of black beans generates approximately 1kg. Beans fix nitrogen in the soil naturally and use significantly less water than animal protein sources. For catering teams with sustainability commitments or clients who ask about environmental impact, beans are one of the simplest ways to move the dial.

The new School Food Standards underscore this nutritional case. @allmanhall

Butter bean, chestnut & cranberry casserole Prep time: 15 minutes Cook time: 45 minutes Total time: 60 minutes Serves: 16 Primary School | 12 Secondary School

Ingredients: • 4 x 400g tins butter beans, drained • 400g chestnut mushrooms, sliced • 2 onions, finely sliced • 4 garlic cloves, crushed • 4 tbsp olive oil • 2 tbsp tomato puree • 900ml vegetable stock • 12 tbsp cranberry sauce • 2 tsp Dijon mustard • 150g dried cranberries • 2 tsp fresh thyme leaves • 2 bay leaves • Salt and black pepper For the crispy topping • 200g panko breadcrumb • 20 fresh sage leaves, finely sliced • 2 tbsp olive oil • Pinch of salt

Please always check labels and packets for allergens

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Method: 1. Preheat the oven to 180°C fan. 2. Heat the olive oil in a large ovenproof casserole. Add the onion and mushrooms and cook for 8-10 minutes until softened and golden. Add the garlic and tomato purée and cook for 1 minute. 3. Add the vegetable stock, cranberry sauce, Dijon mustard, thyme and bay leaf. Stir well and simmer for 5 minutes. 4. Stir in the butter beans, chestnuts and dried cranberries. Season with salt and plenty of black pepper and simmer gently for another 5 minutes. 5. Mix the panko, sliced sage, olive oil and a pinch of salt. 6. Scatter the sage and panko mixture evenly over the casserole. Bake uncovered at 180°C for 2025 minutes, until bubbling and the topping is golden and crisp. 7. Finish with a few fresh sage leaves and, if desired, a little cranberry sauce, to serve.

Please always check labels and packets for allergens

Tess Warnes, Registered Dietitian, Head of Nutrition & Sustainability allmanhall

Tess Warnes, Registered Dietitian: “Butterbeans, mushrooms and chestnuts are a powerhouse combination for a festive dish. You’re getting plant protein and fibre from the butterbeans, B vitamins from the mushrooms, and chestnuts bring a seasonal richness with less fat than most nuts.”

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Radnor Hills: refreshing hydration with a rural touch

Radnor Hills is a family-owned soft drinks manufacturer based in Mid Wales. The company produces over 400 million drinks annually, combining natural spring water with innovative production methods. Laura Taylor, allmanhall’s Senior Buyer, sits down with Leon Tarr, Radnor Hill’s Business Development Manager, to discuss the challenges and opportunities facing the drinks brand.

Interview conducted before the new School Food Standards were published. 32

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Laura: Who are Radnor Hills and what are you most well-known for? Leon: Radnor Hills are a family-owned, independent, soft drinks manufacturer. We're based in Knighton, Powys, in Mid Wales, and we produce over 400 million drinks per year. Laura: That’s a hefty amount. What are the main markets and customers you cover in terms of your range? Leon: Radnor Hills advocates for healthy hydration. We're at the forefront of the education sector with our Radnor Fizz and Radnor Fruits brands. We also have a growing presence in healthcare, travel, hospitality, and B&I workplaces. Ultimately, we've got ranges and formats to cover all tastes and needs.

Leon: We’re very proud to be the only soft drinks manufacturer in the UK that produces four formats on one site: can, glass, PET, and tetra pak. Others may take their water, tanker it, and take it to a canning facility. We’ve got it all on one site, so that’s part of our sustainability credentials. We also produce the UK’s number one flavoured water, Radnor Splash. It’s sugar-free and available in both still and carbonated formats. We’re proud that we produce a healthfocused drink, using natural flavours and minimal sugar. Laura: Please talk us through the sourcing process from spring to bottle.

Laura: What sets you apart from other brands on the market?

Leon: We aim to be as local as possible.

See more on pages 43-47 of this edition for more details of the new drinks regulations in the updated School Food Standards.

Our cans are produced in Wrexham, just 59 miles from our farm. Our ingredients, where possible, are Britishproduced, and we always endeavour to use the best natural produce and flavours. Our water source is rich in trace minerals. It takes just seven minutes from being underground to being packaged.

Laura: In terms of production methods, can you talk me through the process? Leon: We have seven boreholes on the farm but only draw from three at a time. It’s always made as a still product, and then the carbonation is added to it, whether that’s for plain sparkling water or for Radnor Fizz, our school product. @allmanhall

We add flavourings in two ways. For Heartsease Farm pressés, we blend fruit purée with water. For Radnor Splash, we add powdered or liquid flavourings. Laura: You have multiple boreholes, and local packaging. Are there more sustainable practices in your production process? Leon: We are sitting on a substantial amount of water and barely scratching the surface of what we’re using. We use excess water for cleaning and other purposes. Any remaining water is returned to the local watercourse cleaner than when drawn. We’re a zero to landfill site and have been since 2013. Our solar farm produces 35% of the power needed to run our facility, which runs 24 hours a day, seven days a week, except for Christmas Day.

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Laura: That's impressive. It sounds like it's a very local affair. How do you support your local community? Leon: Many local people have been employed and trained by Radnor Hills. Our owner, William, has invested in the community for over 35 years and supported local ventures such as transport for the elderly, sponsorship of sports teams, and the local school. If you live in Knighton and haven't yet worked at Radnor Hills, then you probably will in the future. The company trains people from this small catchment, and they've blossomed, and gone on to work for bigger companies or for themselves. The ongoing investment in people is phenomenal. Laura: That’s amazing! Now looking industry-wide, what are the biggest challenges you face in drinks production? Leon: We’re dealing with two main pressures. First, the new School Food Standards may ban fizzy drinks and fruit juice drinks from schools. Civil servants are trying to push through a raft of measures across food and drink provision, with no real consideration for the children, for food waste numbers, and for all the effects on employment.

All suppliers ever want to do is produce healthy, nutritious products for our children. But the current proposals are a bit out of touch, and they will have a negative impact on our children's diets. Second, a deposit return scheme is being introduced to the UK in October 2027. This will improve recycling rates and encourage people to value their drinks packaging. Laura: Do Radnor Hills have measures in place to tackle these challenges? Leon: If the new School Food Standards are implemented as they currently stand, that will leave a £30 million black hole in our finances. We’re prepared to reformulate our products if needed. We’re family-owned, so we can adapt quickly. In terms of the Deposit Return Scheme, we’ve been at the forefront of, and working with, Exchange for Change, the organisation tasked with implementing the scheme. We will have to change all of the labels on our packaging to comply, which is a huge investment. We pride ourselves on being a trusted advisor to our wholesale customers, so it’s important we stay ahead of the curve and pass on learned information relevant to our customers needs. Currently it’s a very grey area for both the School Food Standards consultation and the Deposit Return Scheme. We’re keeping our ear to the ground as best as we can, keeping well informed and making sure that we’ve got credible facts and actions to take forward.

Laura: You might argue that Radnor Hills is one of the most traceable products. Why is traceability important?

Our site is BRCGS AA+ accredited, ensuring high food safety standards. We're regularly audited to maintain this status.

Leon: With rising allergies and cost pressures on the industry, the makeup of materials could be compromised, with tragic results. We need to track every material used.

Laura: How do you approach creating new products or flavours? Leon: Our product and innovation team is led by a fabulous woman called Jo Owen.

She and the team are meticulous in their approach to developing new products. We identify trends, test market products, and develop our own. Most of the time, we'll take people from the local area for the sampling sessions. With our school- compliant drinks, we go to the local school and they love being involved. @allmanhall

Earns B Corp Certification! Achieving B Corp certification is no small thing, and for Aldens, family butchers with over 200 years of history behind them, it represents the culmination of committed work to improve their impact as a business. It reflects the kind of effort that doesn't happen overnight, and it deserves to be recognised. Congratulations to the whole Aldens team.

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So what does B Corp mean? B Corp certification looks at the whole business. Its assessment considers social, environmental, and governance considerations, with its standards looking at areas ranging from climate action and environmental stewardship to working conditions, human rights, and how businesses consider different stakeholders in their decision-making. It's a rigorous, wideranging standard, and earning it is no small feat. What it doesn't do is change the environmental footprint of the food itself. And when we're talking about a butcher, that's a conversation worth having honestly. Let’s talk about the meat Beef and lamb have the highest greenhouse gas emissions of any food category. Ruminant animals produce methane, require significant land, and generate emissions across their entire production cycle.

B Corp certification doesn't alter that reality, and it wouldn't be right to suggest otherwise. What Aldens have done is demonstrate that a business operating in this sector can take meaningful action where it can: electric deliveries, enhanced transport efficiency, improvements in sourcing, and waste reduction. Real steps in the right direction. Where EcoVadis comes in Alongside B Corp, Aldens are also assessed through EcoVadis (the sustainability rating platform that allmanhall encourage all suppliers to engage with). The two frameworks are complementary rather than interchangeable and understanding the difference matters. B Corp certifies a business as a whole, across social, environmental and governance dimensions.

EcoVadis, by contrast, produces a detailed scorecard covering environment, labour and human rights, ethics, and sustainable procurement, providing allmanhall and our clients a consistent, comparable view of supplier performance across the entire supply base. Progress in a challenging environment Ruminant meat is a sector with more work to do on sustainability. That's precisely why it matters when a supplier like Aldens commits to doing things better and hold themselves to a higher standard of accountability. B Corp won't make beef and lamb carbon-neutral. But in a supply chain that needs to improve, having suppliers who are genuinely committed to progress, independently verified and consistently measured, makes a real difference. That's worth celebrating.

@allmanhall

From desks to crates: our day volunteering with Felix This autumn, allmanhall are partnering with Unilever Food Solutions on the Buy to Give initiative - a simple way for schools to create a meaningful social impact through their everyday purchasing decisions Between 1 September and 16 October 2026, when allmanhall clients purchase Unilever Food Solutions products through Bidfood, allmanhall and Unilever Food Solutions will donate 4% of sales to Felix (formerly FareShare and The Felix Project). Felix rescues surplus food and redistributes it to charities, schools, holiday programmes, community organisations and food banks across the UK.

For allmanhall, food isn’t just what we do. It is at the very heart of who we are. But good food only fulfils its true purpose when it reaches the people who need it most. That’s why recently, our team traded laptops and keyboards for high-vis vests and pallets. We spent an inspiring day volunteering alongside the incredible team at Felix. Tackling food poverty head-on Food poverty and insecurity remain a real, ongoing challenge across our region. Every day, families, community groups, school holiday clubs, and local foodbanks rely on vital support to ensure everyone has access to nutritious meals. This is where Felix steps in to tackle the issue headon. Their mission is as simple as it is transformative: they rescue high-quality, surplus food that would otherwise go to waste and redirect it straight to the frontline community organisations that need it most. A day in the warehouse: fast-paced, hands-on, and lots of carrots! Once we arrived, there was no time to waste! Our job for the day was picking and packing essential supplies destined for community tables across the South West.

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Our tasks covered a huge variety of fresh produce and staple ingredients, including: • Fresh milk and dairy essentials • Whole chickens for family meals • An unbelievable number of carrots (we aren’t exaggerating - it was practically a mountain!)

Every crate we packed and every box we prepped represented something tangible: another family or community member getting a fresh, wholesome meal on their table. It’s easy to talk about "making an impact" in the abstract but standing in a warehouse and seeing how that impact is built, one box and one delivery at a time, was deeply grounding.

Inspired by the Felix Team If the mission is inspiring, the people delivering it are even more so. We were genuinely blown away by the dedication, energy, and care of the Felix team who make this happen day in, day out. Their ability to manage complex logistics while maintaining such a warm, welcoming, and community-focused atmosphere is nothing short of extraordinary. Leaving the warehouse at the end of the day tired, a little dusty, but immensely proud, we felt energized and connected to have played even a small part in supporting such vital work. Our day with Felix was a powerful reminder of what can be achieved when we roll up our sleeves for a shared cause.

@allmanhall

Benedict’s Law:

what it means for you Since September 2026, schools across England are now expected to have comprehensive allergy management systems in place as part of new statutory guidance commonly referred to as Benedict’s Law. The legislation follows the tragic death of five-yearold Benedict Blythe, who suffered a fatal allergic reaction at school in 2021 after exposure to cow’s milk despite having known multiple allergies. Despite existing systems, critical failures in communication, awareness, training and emergency response contributed to the tragedy. Why it matters The statistics are sobering. According to the Benedict Blythe Foundation’s REACT report, 680,000 pupils in English schools have one or more allergies. 40

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Benedict Blythe Anaphylaxis happens more in school than in any other setting. Yet around 70% of schools lacked key allergy safety measures, almost half did not hold their own emergency adrenaline medication, and 40% of teachers did not feel confident managing allergies. A whole-school responsibility Benedict’s Law reframes allergy management as a whole-school safeguarding responsibility. No longer confined to the dining hall, the expectation is that all staff, from teaching and catering teams to transport staff and governors, have a role to play. Schools now need a dedicated allergy policy, mandatory annual allergy and anaphylaxis training for all staff, spare adrenaline auto-injectors in accessible locations, a designated Allergy Lead, and a named Governor responsible for allergy safety oversight. Catering teams require additional specialist allergen training focused on cross-contamination prevention, ingredient management, food labelling and safe food preparation procedures.

What schools should be doing now A dedicated allergy policy Schools must have a standalone allergy policy available on the school website, with evidence that staff have read and understood it. Importantly, the policy must include: • Procedures for managing allergies safely • Emergency response protocols • Arrangements for induction and training of new staff • Guidance for supply and cover staff • Reporting systems for incidents and near misses Mandatory allergy & anaphylaxis training

The training must go beyond basic first aid and cover: • Understanding allergies and intolerances • Recognising symptoms of anaphylaxis • How to administer adrenaline autoinjectors • Risk reduction and allergen avoidance • Emergency procedures • Incident reporting Catering teams require additional specialist allergen training focused on: • Cross-contamination prevention • Ingredient management • Food labelling • Safe food preparation procedures

How allmanhall can help allmanhall's Registered Dietitian, Tess Warnes, has developed an e-learning training module specifically for Benedict's Law compliance, provided free of charge to all education clients.

Annual allergy and anaphylaxis training for all staff is mandatory.

@allmanhall

For schools looking to go further, allmanhall can also provide onsite allergen management training delivered by Tess, covering allergies, intolerances, coeliac disease, anaphylaxis response, regulatory compliance and operational processes. Additional accredited training is available through the Royal Society of Public Health's Level 2 Award in Identifying and Controlling Food Allergy Risk. Clients can watch Tess's webinar exploring the upcoming legislation and practical steps schools can take now, and can benefit from a discounted price for adrenaline auto-injectors, purchased from Kitt Medical. If you feel that your school needs support to meet the new requirements, get in touch with allmanhall's expert team here. A defining moment for school safeguarding Benedict’s Law represents one of the most significant changes to school safeguarding in recent years. At its heart is a simple but powerful message: allergy safety cannot depend on luck, individual awareness, or inconsistent systems. Every child deserves to feel safe at school. To learn more about our allergy & anaphylaxis training package, contact us. 42

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The School Food Standards:

a turning point for children's health Nutritional guidelines and requirements for schools were first published in 1941. The last full update of the legislative framework was implemented in 2015. On 14 September 2026, the government published its response to the School Food Standards consultation, which received 5,216 responses. The updated standards are now confirmed for state-funded schools.

The standards bring stricter regulation for food served within the education sector, focusing on freshly prepared meals with an increased amount of fruit, vegetables and wholegrains, and removing foods and dishes that are highly processed, deep-fat fried, and high in sugar, fat and salt. The updated standards are designed to align with the recommendations of the Scientific Advisory Committee on Nutrition (SACN). Implementation takes effect from September 2027, with requirements for secondary schools phasing in from September 2028.

What the new School Food Standards mean in practice The consultation response confirmed strong public support for the direction of travel. There was strong backing for increased fibre, fruit and vegetables, the introduction of breakfast standards, greater use of pulses, revised protein and dairy requirements, tighter HFSS restrictions, and stronger governance. Views were more mixed on honey, cheese, desserts, processed meat, and the phased rollout for secondary schools.

New breakfast standards For the first time, the School Food Standards include specific requirements for breakfast. This ties in with the government's rollout of free breakfast clubs to all state-funded primary schools, which began in April 2026 and continues through 2027 and 2028.

Here’s a breakdown:

Three-element main meals

• Starchy carbohydrates must form the basis of the breakfast offer: bread or cereal. • Minimum fibre requirement increased from 3g to 4g per 100g for manufactured breads. All breads must have no more than 5g fat per 100g. • Any items not included in the breakfast standards are not permitted. Restriction on honey, syrups, chocolate spreads and other sweet spreads (with the exception of low-sugar jam). • Processed meat prohibited at breakfast entirely for primary schools. In secondary schools, processed meat from the specified products list may be served once per week, either at breakfast or across the whole school day. • On two days a week one of the following bakery goods can be served: teacakes, crumpets and unsweetened pancakes. • Cream cheese added as a permitted breakfast item up to twice weekly.

Main meals must now include three elements: a starchy carbohydrate, a protein source, and vegetables or salad. This is a structural requirement, not just a nutritional one, and will shape how menus are planned and assembled.

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More fibre, fruit, vegetables and pulses The School Food Standards place greater emphasis on freshly prepared meals with increased fruit, vegetables, wholegrains and pulses. Beans and lentils are explicitly highlighted as ingredients schools should be incorporating more often. Here’s the breadown: • Fruit or vegetables required with starters and desserts, and all main items must contain or be served with vegetables or salad, including graband-go. • Strengthened fibre requirements: all pasta dishes served on at least one day each week must contain at least 50% wholewheat pasta. • Clarified specified bread product exemptions from the fibre requirements, including crumpets, pizza bases and teacakes. These products have been exempted because higher-fibre equivalents are not widely available or routinely used within school catering. • Vegetables can count where they are included within a dish, as well as served as an accompaniment. • Menus must comply with specific food frequency requirements set out in the new standards. • A portion of meat, poultry or pulses on three or more days each week. This includes beans, lentils and chickpeas. It does not include baked beans.

• Pulses to be included alongside all main menu items at least once each week. • At least one vegetarian main item must include a portion of pulses on three days each week. Tighter limits on HFSS foods, sugar and desserts Limits on foods high in fat, sugar and salt are strengthened. Dessert options are more restricted, and deep-fried foods will no longer be permitted. Here’s the breakdown: • Retained restrictions on sugar, honey and syrups being added to food or drinks after preparation. • Tighter limits on sugary foods and desserts. • Deep-fried foods will no longer be permitted. Catering teams should note this may require alternative preparation methods and equipment for compliant dishes.

• Limits on pastry products, breadcrumbcoated foods and processed meats retained and clarified, with no more than two portions from this group served across the week.

Snacks and drinks

• Primary schools will remain limited to one portion of sweetened baked products or desserts each week.

Drinks standards are also strengthened, with clearer requirements around what may and may not be served during the school day.

• Secondary schools will be permitted to serve two portions per week on an ongoing basis. • All sweetened baked products or desserts must contain a portion of fruit or vegetables.

Snack rules are tightened, with only savoury snacks meeting specific nutritional standards permitted. Houmous has been added to the permitted snack list.

Here’s the detail: • Restrictions on fruit juice and combination drinks retained in school meal services. • Plant-based drinks intended as alternatives to milk must meet specific fortification requirements • Lower fat milk or lactose-reduced milk must still be available at least once daily during school hours. @allmanhall

Nursery standards removed The new School Food Standards also bring a change for nursery settings. Schedule 5 (the reduced set of standards for maintained nurseries and nursery units attached to primary schools) will be removed. These settings must follow Early Years Foundation Stage (EYFS) nutrition guidance instead. Reception year pupils: schools should follow EYFS nutrition guidance unless there is good reason not to, giving flexibility where reception pupils are included in wider school food arrangements. Governance and transparency From September 2027, governing boards must appoint a lead governor for school food. Schools must publish their school food policies and menus online. This represents a significant shift in accountability and transparency around what children are served.

Allergen requirements Allergen information continues to be required under the Food Information Regulations 2014.

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The new standards do not replace existing allergen obligations but sit alongside them.

• What challenges do the new guidelines create for sourcing and supply?

Why this matters for food procurement

Dairy-free and plant-rich: the challenge

With the updated School Food Standards covering both breakfast and the remainder of the school day, there will be an inevitable impact on daily school menus. But the standards also change the specifications, sourcing and procurement of food for schools.

Dairy-free and plantbased products face a challenge in meeting the new requirements. One example is plantbased drinks intended as alternatives to milk. These must adhere to specific requirements around sugar and fortification, including calcium, iodine, vitamin D, riboflavin and vitamin B12.

With the standards now published, there are two key areas to focus on: • Which existing products and solutions already meet the new framework? • What challenges do the new guidelines create for sourcing and supply?

There are a wide range of dairy-free and plantbased products available. However, “dairy-free,” “vegan” or “plant-based” does not necessarily mean that a product meets the School Food Standards.

A product may meet the allergen or dietary requirements but not contain the required levels of fortification. Equally, a product that meets the specification today could be reformulated in the future, making it unsuitable against the guidelines. For each category the number of products that meet all necessary requirements could be very low. Whilst this creates a product development opportunity for manufacturers, it could also mean a potential sourcing issue if only a small range of products within each category meet the guidelines.

The procurement challenge in practice Purchasing challenges include: • Meticulous checking of ingredients and nutritional information against the standards at individual SKU level • Limited suitable products within some categories, particularly where multiple nutritional requirements must be met for one product • Low availability of a suitable product which may meet the specification but not be consistently available through the required supply route • The reformulation of products affecting compliance as manufacturers may change recipes, ingredients and nutritional profiles • Cost implications of switching to alternative products • Limited menu flexibility as fewer suitable products could make substitutions more difficult • Meeting allergen and dietary requirements in addition to the School Food Standards • Increase in preparation for schools and caterers to give sufficient time to test products, adapt recipes and menus, update specifications and amend buying list.

The question is not whether compliant products can be identified, but whether there will be sufficient choice, availability and resilience in supply across the full range of products schools need. For our free, expert-led webinar on what’s changing, when you need to act, and how to make it work in practice, register here. @allmanhall

Bringing school catering in-house:

how to reduce risk and increase value There’s a long-standing belief in school catering that outsourcing to a contract caterer is the lower-risk, lower-cost option. On paper, it can appear simpler: one provider, one contract, one less operational headache. But for many academy trusts, the reality is very different. Outsourced catering can mean reduced visibility, less flexibility, fewer opportunities to influence quality, and often higher overall cost than expected. What may look convenient at first can come with hidden inefficiencies, limited transparency, and missed opportunities to improve both financial and operational performance. That’s why more trusts are reconsidering whether bringing catering in-house could give them greater control, better value and food quality, and a stronger experience for their pupils and staff. The key question is not whether moving in-house is possible. It’s how to do it in a way that feels low-risk, well-supported, and commercially sound.

Why outsourcing isn’t always the cheaper option: For academies and trusts reviewing their catering model, the pressure is coming from every direction: cost inflation, labour shortages, rising expectations around food quality, sustainability, nutrition, reporting, and compliance.

At the same time, leadership teams are being asked to deliver more value with tighter budgets. This is often where outsourcing is assumed to offer security. But in many cases, outsourcing can dilute control over food procurement, supplier choice, invoice processes, and menu decisions. It can also make it harder to see where savings are possible, where value is being lost, and how performance can be improved. 48

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Bringing catering in-house can unlock significant advantages - but only if the move is properly planned and supported.

Without the right procurement strategy, systems, and expertise in place, the transition can feel daunting. Questions quickly arise: • • • • •

How do we protect service continuity? How do we manage supplier relationships? How do we keep administration manageable? How do we ensure we’re really saving money? How do we build confidence internally that this is the right move?

This is exactly where specialist food procurement support makes the difference. Reduce risk by moving in-house Moving from outsourced to in-house catering does not need to increase risk. In fact, with the right food procurement partner, it can significantly reduce it. This is where allmanhall’s model stands apart. Rather than simply negotiating prices, allmanhall help schools create a procurement approach that is strategic, transparent, and sustainable. That includes delivering cost savings - often double-digit, even during periods of volatile food inflation - alongside major administrative efficiencies, such as reducing thousands of invoices down to a single monthly invoice. And the value goes further still. With a complimentary controls platform, nutrition advice, menu reviews, chef development days, and hands-on procurement expertise, allmanhall support schools not just to buy better, but to operate better. So, if the concern is that moving in-house feels risky, the reality is this: the right support can make it one of the most controlled and commercially beneficial decisions an academy trust can make. @allmanhall

1. Start with a clear understanding of the true cost of outsourcing One of the biggest barriers to change is the assumption that outsourcing automatically cheaper. In reality, contract catering can bundle costs in a way that makes it difficult to see where money is being spent and where margin is being added. What appears cost-effective at headline level may not represent the best value once procurement performance, product choice, administration, flexibility, and service outcomes are examined more closely. Before making any decision, academy trusts need visibility. A proper review should look at: • • • • • • •

current food spend supplier structure invoice volume and administration time menu performance product quality and specification contractual restrictions opportunities for operational efficiencies

This creates a much more accurate picture of whether the outsourced model is truly delivering value. This is an area where allmanhall’s procurement expertise is especially valuable helping schools analyse current arrangements, identify opportunities, and build a fact-based case for change. 2. Reduce transition risk through procurement expertise The biggest fear in moving in-house is disruption. But risk is dramatically reduced when there is a clear procurement strategy behind the transition. That means having expert guidance on supplier selection, pricing frameworks, product rationalisation, systems, and controls from the outset. Instead of trying to build everything from scratch internally, trusts can lean on specialist expertise to create a structured and manageable transition plan.

That includes support with: • • • • • •

supplier onboarding range reviews pricing and benchmarking ordering and invoice processes compliance and controls stakeholder confidence

allmanhall work as an extension of the catering team, helping to ensure the shift to in-house is planned, measured, and fully supported - not left to chance. Find out how Bishop Hogarth Catholic Education Trust benefitted from allmanhall’s trouble-free mobilisation here. 3. Unlock savings beyond just purchase price A common misconception is that procurement savings are only about negotiating lower prices. In practice, the value is much broader. Yes, strong procurement should absolutely reduce food costs, and allmanhall regularly deliver double-digit savings, even during periods of food inflation volatility. But de-risking the move in-house also means improving the total cost to serve. That includes: • • • • • •

reducing administrative burden streamlining processes improving reporting increasing compliance supporting better buying decisions reducing waste through smarter product and menu choices

One of the clearest examples is invoice consolidation. Moving from thousands of invoices to just one invoice per month creates huge efficiencies for finance and operations teams, freeing up time and reducing complexity. This is the kind of practical support from allmanhall that makes in-house catering not just viable, but more efficient.

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4. Put controls and visibility in place from day one One reason some trusts feel safer outsourcing is because they believe it gives them more structure. But structure does not have to come from outsourcing. It can come from better systems and clearer controls. When catering is brought in-house with the right procurement support, schools can gain far greater visibility over spending, supplier performance, compliance, and purchasing behaviour than they often have under an outsourced arrangement.

allmanhall’s complimentary controls platform helps clients monitor and manage procurement activity with confidence, enabling better decisions, faster intervention, and stronger accountability. Rather than losing control during transition, schools can actually gain it. Find out how Futura Learning Partnership benefitted from allmanhall’s catering controls solution here.

5. Strengthen catering performance, not just procurement A successful move in-house is not only about buying food better. It’s about creating a catering operation that performs better overall. That means ensuring food is commercially viable, nutritionally appropriate, operationally deliverable, and appealing to the young people being served. This is where many procurement providers stop short - but allmanhall offer more.

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Additional support such as: • nutrition advice • menu reviews • allergen management training • chef development days • wider operational guidance helps academy trusts improve the full catering offer, not just the back-end supply chain. That broader support from allmanhall is especially important during transition, when teams may need reassurance, upskilling, and practical ideas to help them succeed in a new operating model.

6. Build confidence internally with a partner that understands change Moving from outsourced to in-house often requires buy-in from multiple stakeholders: finance, operations, leadership, catering teams, and governors. The move becomes much easier when the business case is clear, and the support model is credible.

Decision-makers want to know: • • • • •

Will this save money? Will it increase workload? Will standards be maintained? Will the transition be manageable? Who will support us if issues arise?

These concerns are valid - and they are exactly why the procurement partner matters. allmanhall help trusts answer these questions with confidence, combining commercial expertise, operational insight, and practical tools that make the move feel supported rather than risky. Find out how Heart Academies Trust benefitted from their partnership with allmanhall here.

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Go beyond savings with wider catering support For academies and trusts that have assumed outsourcing is the cheaper or safer option, it may be time to look again. Bringing catering in-house can offer stronger control, better transparency, improved flexibility, and significant financial and administrative benefits. And with the right procurement expertise in place, it does not have to be a leap into the unknown. It can be a carefully managed step towards a more efficient, accountable, and highperforming catering operation. Don’t just take our word for it - see what Northern Star Academies Trust say here.

With allmanhall, schools gain more than procurement support. They gain a true partner who helps deliver cost savings, streamline administration, improve controls, strengthen menus, support teams, and make the transition to in-house catering feel achievable and low-risk. If you’re reviewing your catering model and want to understand whether bringing your operation in-house could reduce cost and increase control, we’d love to help. Talk to allmanhall now about how a specialist food procurement partner can de-risk your transition and unlock value far beyond savings alone. 54

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COST-EFFECTIVE, MESS FREE DISPENSING 60% less plastic vs singleuse portion packs* Mess-free dispensing Hellmann’s Real Mayonnaise made with free range eggs The Nation’s favourite Mayonnaise** Scan the QR code to find out more *This is calculated using the weight of the single use portion packs compared to the total weight of the 2.5 litre pouch and dispenser, for 100 litres of product. Dispenser has an estimated lifespan of 5 years. For more information, please contact unilevercustomercare@unileverconsumerlink.co.uk. **GB Total Coverage, L52 Wks, Nielsen Feb ‘26.

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A focus on people:

at the heart of what we do

allmanhall have been awarded Investors in People Platinum, the highest level of accreditation available, held by just 7% of assessed organisations globally. For the schools who rely on us to help manage complex food supply chains, that matters more than you might think. When a procurement partner invests in their people to this level, the direct beneficiary is the client. Platinum recognition means the team working on your behalf is not just qualified but empowered, not just trained but constantly developing, and not just satisfied but genuinely engaged in what we do. 56

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Why it matters to clients When people feel trusted, supported and developed, they are better equipped to make sound decisions, build strong relationships and respond proactively to challenges. Whether that means negotiating with suppliers, advising on menu costs or identifying risks before they affect a client's operation, an empowered team performs better. The IIP assessment confirmed several strengths that translate directly into client value: • Clarity of purpose: Everyone understands how their role contributes to client outcomes. • Empowered teams: People are trusted to make well-informed decisions and take ownership. • Growth is embedded: Personal development is part of how we work, not an annual tick-box. • Wellbeing matters: Flexibility and openness are part of day-to-day working life. In practical terms, Platinum means the people managing your procurement are among the bestsupported in the industry. They stay longer, develop deeper sector knowledge, and build the kind of client relationships that come from genuinely understanding your operation.

A culture of recognition That commitment to people extends beyond our own walls. In September 2026, our friends at Buyers Edge Platform recognised allmanhall's Client Relationship Manager Laura Simcock with an award for her outstanding work supporting clients and driving value through the partnership. Jo Hall, co-owner and Managing Director at allmanhall, said: "Laura's objective was to demonstrate our value as a partner, not just through cost savings, but also by delivering control, transparency and multitiered support. Laura's relentless commitment to working with our buyers to resolve and improve supplier performance and to nurturing relationships ensures a positive experience and happy clients." Recognition was deservedly wide-ranging. Katrina Lane, Senior Client Relationship Manager, Hayden Hibbert, Client Relations Director, and the whole allmanhall marketing team were also nominated for awards, with Hayden receiving a special mention for being shortlisted for two.

Looking ahead Platinum is an important milestone, but not the end of the journey. We will continue to invest in our people, support their development, and build on the collaborative culture that helps allmanhall deliver for clients every day. Jo concludes: "Being awarded Investors in People Platinum is an important recognition of the culture we have worked hard to build across allmanhall. It reflects the contribution of our whole team and the importance we place on creating an environment where people can grow, contribute, and perform at their best.”

20th anniversary of allmanhall

Issue 24, Autumn 2026

Academies & Trusts Edition