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April 2017

Lean times for European meat processors

Food & Drink Business Website:


C o n t e n t s



Coverage of British and international deals.

Barilla continues international expansion as it celebrates 140th anniversary. P AGE 33

- 7 C OVER S TORY Lean times for European meat and poultry processors.


Christophe Bonduelle, CEO, Bonduelle.

- 15 B REWING Heineken strengthens platform for future growth.


Indra Nooyi, CEO, PepsiCo.

Scottish food and drink industry aims to double in size to £30 billion by 2030.

R EGULARS Processing & Manufacturing . . . 11, 27, 27-29, 37, 43, 59-62


Bottling & Packaging . . . 12, 13, 18, 19, 25, 36

Peder Tuborgh, CEO, Arla Foods.

Materials Handling . . . . . . . . . . . . . . . . . . . . 24 Control & Automation. . . . . . . . . . . . . . . . . . 30

- 21-30 T RADE FAIR Enormous interest in Interpack 2017 – 4-10 May – Düsseldorf.


Jais Valeur, group chief executive of Danish Crown.

Interpack 2017 Previews.

Quality & Hygiene . . . . . . . . . . . . . . . . 44 & 45 Storage & Logistics . . . . . . . . . . . . . . . . 49-52 Energy & Environment . . . . . . . . . . . . . . . . . 55 Materials & Ingredients . . . . . . . . . . . . . . 63-67


Stefan Descheemaeker, CEO, Nomad Foods.

- 33 B EVERAGES & S NACKS Performance with purpose at PepsiCo.

Managing Director: Colin Murphy Editor: Mike Rohan Group Operations Manager: Sylvia McCarthy


- 39 D AIRY

Jari Latvanen, CEO, HKScan Group.

Advertising: Ian Stewart & Rachel Howard Production Manager: Sylvia McCarthy

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Ferrero International to Acquire US Chocolate Confectionery Manufacturer Ferrero International, the third largest company in the global chocolate confectionery market, has agreed to acquire Fannie May Confections Brands, a US premium chocolate confectionery manufacturer of the Fannie May and Harry London brands. Fannie May operates a production facility in Ohio and distribution centres in Ohio and Illinois, and employs 750 people. Giovanni Ferrero, chief executive of the Ferrero Group, comments: “The US is an important growth market for Ferrero and we are excited about the opportunity to support and grow a great American brand as we continue to expand our presence in the US.” Following the transaction close, Fannie May will operate as a stand-alone entity and brand within the Ferrero Group, with support from Ferrero USA. Ferrero will maintain its US headquarters in Parsippany, New Jersey and its assembly and packaging facility in Somerset, New Jersey. The transaction, which is subject to customary closing conditions and regulatory approvals, is expected to close by the end of May.

year, Plumrose USA posted revenue of DKr3.4 billion. The company manages five plants and two distribution centres with 1,200 employees across the USA. The sale of Plumrose USA to JBS is contingent on approval by the US competition authorities. Meanwhile, Danish Crown has acquired Nottingham-based Leivers Brothers for an undisclosed sum to double the revenue generated by the international meat group’s UK foodservice business. Foodservice has been part of Danish Crown’s business in the UK since 2014. Danish Crown has succeeded in establishing a stable base in and around London and Manchester and this is now being further expanded in the Midlands with the acquisition of Leivers Brothers. “Wanting to get closer to the end-users of our products is part and parcel of our 4WD strategy. This is by no means a major acquisition, but it is an important step in our efforts to create the right conditions for our UK foodservice business to be able to grow organically,” explains Jais Valeur, group chief executive of Danish Crown.

ed EBITDA estimated for financial year 2016-2017. Bonduelle is a well-respected, family-owned company, with seven generations of the Bonduelle family involved since its founding in 1853. The French company owns four brands of canned, frozen and fresh vegetables with presence in 100 countries worldwide and has revenues of US$3 billion. The acquisition of Ready Pac Foods makes the US Bonduelle’s largest country of operation and biggest division. This aligns with its strategic plan and will strengthen the brand’s leadership positions in its core business lines. These include development of Bonduelle’s business in the consumer convenience and healthy food segments, increasing presence in the fast growing fresh prepared segment and reinforcement of its footprint in North America. “This milestone acquisition for Bonduelle is a key step toward achieving our strategic ambition –‘VegeGo! 2025’ – to become the world reference in well-living through vegetable products,” says Christophe Bonduelle, chairman and chief executive of Bonduelle. “This acquisition will strengthen Bonduelle's international footprint and dramatically change our profile.”

Bonduelle Completes $409 Million US Acquisition

Danish Crown Sells American Business But Expands in UK Food Service Danish Crown has signed an agreement to sell its American subsidiary Plumrose USA for DKr1.6 billion (Eur215 million) to Brazil-based JBS, which is the world’s largest meat processing company. The sale is in line with the 4WD strategy, under which Danish Crown has decided to focus its business on Northern Europe and Asia. In the most recent financial

Bonduelle, the world leader in ready-to-eat vegetables, present in canned, frozen, fresh cut and delicatessen, has completed its $409 million acquisition of Ready Pac Foods, the US-based producer of convenience fresh meal solutions, salads and fresh cut produce. Having established a national presence and wide customer base in the US, Ready Pac Foods operates four production facilities and has annual revenues of about $800 million. Ready Pac Foods is the US market leader in single serve salad bowls. The purchase price represents a multiple of about 11 times the US company’s adjust-

Christophe Bonduelle, chairman and chief executive of Bonduelle.

Maison Ferrand Makes First Distillery Acquisition Outside France French spirits distiller Maison Ferrand has acquired the West Indies Rum Distillery in Barbados which has produced rum continually since the 19th century. Maison Ferrand is the owner of the Plantation rum brand with global distribution


in 68 countries. The company produces Cognac and gin at its facility in Cognac, France and the purchase of West Indies Rum Distillery (WIRD) marks the first distillery acquisition outside of France. The acquisition signifies Maison Ferrand's long term commitment to the quality production of Plantation rum. “We are production guys and having our own distillery in the Caribbean has been a dream for many years,” says Alexandre Gabriel, proprietor of Maison Ferrand. “It is like getting married, we wanted to find a great match, one for life and we have found it in West Indies Rum Distillery and the exceptional rum makers there. The team there is as passionate as we are and we can't wait to start producing delicious rum together.”

Nestlé and The Coca-Cola Company to End Worldwide Joint Venture While the Beverage Partners Worldwide (BPW) joint venture has performed well for more than 15 years, Nestlé and The Coca-Cola Company have agreed to dissolve the 50-50 ready-to-drink tea joint venture as of 1 January 2018. Created in 2001, BPW offers ready-to drink tea, in particular NESTEA, in Canada and Europe. The ready-to-drink tea market has evolved, and Nestlé believes the time is right to develop Nestea independently. As part of this agreement, Nestlé is granting the CocaCola Company a license to manufacture and distribute NESTEA in Canada, Spain, Portugal, Andorra, Romania, Hungary and Bulgaria. In other countries that are currently part of the joint venture, The CocaCola Company will no longer produce or distribute NESTEA. Through its Nestlé Waters division, Nestlé already manages the NESTEA brand in several countries, including the United States. Following this new agreement, Nestlé Waters will 3

M E E R R G G E E R R S S M also manage NESTEA in all the European countries that are not concerned by the licensing agreements.

Green Light For Acquisition of AB InBev's Central and Eastern European Business by Asahi The European Commission has approved the Eur7.3 billion acquisition of sole control over the business currently owned by AB InBev in Central and Eastern Europe by the Asahi Group of Japan. The AB InBev CEE Business comprises certain beer brands and assets formerly owned by SABMiller and currently belonging to AB InBev in the Czech Republic, Hungary, Poland, Romania and Slovakia. These brands and assets had to be divested as a condition for the approval of the AB InBev/SABMiller transaction. Asahi had already purchased a strong business platform in Western Europe in October 2016, comprising Italian, Dutch, UK and other related assets from SABMiller, including global premium brands such as Peroni and Grolsch, for Eur2.55 billion.

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includes the ‘La Vaquita’ and ‘Kümey’ brands. In 2016, the acquired businesses generated net revenue of about Eur95 million. The enterprise value of the acquired businesses is about Eur100 million. The acquisition strengthens Parmalat’s presence in South America by expanding geographically in a country where it operates through a licensing agreement. Parmalat is controlled by the Lactalis Group of France.

Halewood Enters UK Brewing Industry Halewood Wines & Spirits, the UK-based family-owned drinks company, is entering the UK brewing industry by taking a controlling interest in Hawkshead Brewery, the independent brewer based in the Lake District of Northern England. Hawks head Brewery currently produces around 120 barrels (20,000 litres) of beer a week, delivering widely throughout the North. It also operates a bar at the brewery site. Under the partnership, Hawkshead will build a new brewery, expand production and gain new routes to market. The specific terms of the deal have not yet been disclosed. Hawkshead’s existing team will carry on running

the brewery as a stand-alone business, within a small group of North West craft drinks-makers, under the Halewood umbrella. The group includes another Lakeland company, mineral water producer - Willow Water, Liverpool Gin distillery and North Wales whisky distillery, Aber Falls, which is due to open later this year.

FrieslandCampina Considers Disposal of Fruit Juices and Fruit Drinks Business International dairy group Royal FrieslandCampina is investigating the sale of Riedel, the market leader in the field of fruit juices and fruit drinks in the Netherlands. The brand portfolio of Riedel includes familiar brands, such as Appelsientje, CoolBest, DubbelFrisss, Taksi and Extran. Riedel is located in Ede and has its own production and packaging facilities.

Parmalat Strengthens Position in South America With €100 Million Acquisition Parmalat, through its subsidiary La Vaquita Holding, has acquired some companies in Chile that specialise in the cheese sector. The acquired companies include four production facilities with about 600 employees. The brand portfolio


Riedel’s consolidated net sales of fruit juices and fruit drinks for the year 2016 amounted to approximately Eur125 million. Riedel employs 200 people and the company is currently part of the business group Friesland Campina Consumer Products Europe, Middle East & Africa.


Roelof Joosten, chief executive of Royal FrieslandCampina.


Bridge2Food Awards Celebrate Innovation in Sports & Active Nutrition Industry ridge2Food’s 2nd Sports & Active B Nutrition Awards celebrate the innovators creating the next generation of categories, products and ingredients to delight an increasingly health conscious consumer and achieve mainstream appeal. Gerard Klein Essink, Bridge2Food, says: “These are exciting times in the sports nutrition industry as consumers adopt healthier lifestyles across all life stages and traditional retailers allocate more shelf space to active nutrition products. Our awards will celebrate companies developing products and ingredients to meet this growing demand.” The awards are part of Europe’s leading 7th Sports and Active Nutrition Summit 2017 (12-14 June, Amsterdam), which brings together more than 200 experts in sports, weight management, nutrition, health food, beverage and bars industries to discuss latest innovations in ingredients, products, business and markets. Award finalists and winners benefit from global marketing exposure through Bridge2Food’s online community of 40,000

Stunning Bridge2Food Award trophies, designed by leading glass artist Marc Barreda.

food specialists, its website, media partners, marketing and public relations. Award Categories are:

• Best New Category Development: awarded to a company that has created a new category or made significant changes to existing category. • Best New Sports & Active Nutrition Product: awarded to a new disruptive and innovative product that delights the con-


sumer. • Most Novel Ingredient: celebrates new ingredients that are truly innovative and offer measurable benefits. The closing date for entries is 30 April, 2017 when the expert panel of judges will select a shortlist of finalists. The winners will be announced on 13th June 2017, at Bridge2Food 7th Sports & Active Nutrition Summit in the Netherlands. Last year’s winners – Muscle Food Meat Feast Protein Pizza, Creation Nation’s DIY Protein ‘Balls Bars Bites’ and NUTRALYS® S85Plus pea protein from Roquette - showcased the increasing trend to adapt and target products to mainstream consumers. The expert panel of judges includes: Colinda Hoegee, MD, Holland & Barrett Benelux; Claire Nuttall, founder The Brand Incubator; Robert Walker, CEO Voff Science, Asker Jeukendrup director, mysportscience and Pieter-Paul Verheggen, CEO Motivaction. Entry forms are available at www.bridge2food, or contact Sue Wilson at: awards@bridge2food.com J



Lean Times For European Meat and Poultry Processors The European meat and poultry industry is becoming increasingly consolidated and global in nature as the major processors move to add scale, enter new markets and diversify their product portfolios through acquisitions.


ntensifying competition in the retail market, which is causing price deflation, combined with a decline in export sales due to the Russian trade embargo and a slowdown in some emerging markets, such as China, is exerting downward pressure on processors’ profit margins. Consequently, the major processors have been exploring new ways to improve efficiency and reduce costs while also investing in tighter, more integrated and more transparent supply chains, in the wake of a number of ‘food scares’, such as the ‘horsemeat’ scandal of 2013, the current Brazilian meat crisis and by recent outbreaks of Avian Flu and the pressing problem of campylobacter on fresh chickens. Consolidation While the majority of EU meat processors remain local and national in nature and focused on their domestic markets, the biggest players have been investing in assembling overseas production assets and the industry overall is steadily becoming more consolidated and international. About 30% of EU meat production by volume is now controlled by the top 15 European meat processors – Vion Food, Danish Crown, Tonnies, Bigard Group, Westfleisch, LDC, HKScan, Veronesi Group, Cooperi, Doux Group, Plukon Food Group, Terrena, ABP Food Group, Moy Park (JBS) and 2 Sisters Food Group (Boparan). Over half of EU meat volume production is now generated by 100 companies.

Based in Northern Ireland, Moy Park is one of Europe’s largest poultry producers and is in the process of a £170 million expansion programme across its three Irish sites.

Wesley Batista, global chief executive of JBS.

cost control. JBS generated total group revenue in 2016 of R$170.4 billion (Eur50.7 billion, £44.1 billion) and EBITDA of R$11.3 billion (Eur3.4 billion, £2.9 billion). “In Europe, following the acquisition of Moy Park in 2015, we were able to capture synergies that contributed to an improvement in the results of this strategic business unit,” says Wesley Batista, global chief executive of JBS. “Additionally, we successfully expanded our presence in the European market with a portfolio of innovative and higher value added products. This portfolio will serve as a benchmark for future innovative product launches in other global regions where we are present.” Indeed, Moy Park’s current £170 million expansion programme includes the establishment of an Innovation Centre to drive new product development.

Brazil-based JBS, which is the world’s largest meat-processing company and is a major player in Europe following its $1.5 billion acquisition of Moy Park in September 2015, is aggressively expanding globally. Based in Northern Ireland, Moy Park is one of Europe’s largest poultry producers and is in the process of a £170 million expansion programme across its three Irish sites. Moy Park is now the central element of JBS Europe. Despite a 0.3% drop in revenue to £1.437 billion for 2016, JBS Europe, which also incorporates Italian cured meat company Rigamonti, succeeded in increasing EBITDA by 13.5% to £131.9 million and advancing the margin from 8.1% to 9.2%, due to an improvement in operational efficiencies and an enhanced focus on

Competitive Advantage JBS is continuing to diversify its production platform, which it regards as an important competitive advantage. Wesley Batista explains: “The significant scope and scale of our global operations provides


Jais Valeur, group chief executive of Danish Crown.


new 4WD strategy. We want our beef division in particular to grow and to account for a larger share of Danish Crown’s total activities – while at the same time focusing more on organic products and value adding,” says Jais Valeur.

Danish Crown is the world’s largest exporter of pork and the largest cattle slaughtering business in Denmark.

JBS access to raw materials in different regions, while also providing access to every consumer market in the world. Importantly, this strategy has enabled the company to mitigate volatilities, whether associated with commodities cycles, challenging macro-economic scenarios in certain countries or regional commercial or sanitary barriers. Thus, we have been able to leverage the considerable advantages of our global scale, creating a resilient business model that consistently delivers solid results.” However, JBS is currently embroiled in the Brazilian meat scandal which has prompted the EU, China, South Korea and Chile to suspend meat and chicken exports from Brazil. In line with its strategy of geographical expansion and adding high value added prepared foods to its portfolio, JBS recently purchased Plumrose USA, a cooked meats specialist, for DKr1.6 billion (Eur215 million) from Danish Crown, the world’s largest exporter of pork and the largest cattle slaughtering business in Denmark. Retrenchment at Danish Crown In contrast to the global expansion of JBS, Danish Crown is retrenching. Under new group chief executive Jais Valeur, Danish Crown has just launched its Francis Kint, chief executive of Vion. ambitious 4WD strategy with the predominant aim of growing its four home markets in Denmark, Sweden, Poland and the UK. The strategy includes plans to expand exports to Asia in general, and to establish a production facility in China based on Danish pork. Danish Crown is also focusing on achieving global leadership in selected categories. “The focus of Danish Crown’s 4WD strategy is to lead our home markets in Northern Europe, to further grow our positions in Asia and to expand our leading position in casings globally,” says Jais Valeur. “Selling Plumrose USA is a step forward in achieving the long-term goals of the 4WD strategy. We have strengthened our financial capacity quite substantially. This gives us extensive room for manoeuvre and for taking part in what I would call a necessary consolidation of the food sector in our four home markets.” Reflecting this strategy, Danish Crown recently acquired Leivers Brothers, to double the revenue generated by the international meat group’s UK foodservice business, and bought German cattle slaughterhouse Teterower Fleisch to become the fifth-largest cattle slaughterhouse in Germany and a major player in the north European market for organic beef. The purchase price of both acquisitions was not disclosed. “The German business ties in beautifully with Danish Crown’s

Restructuring at Vion Vion Food, the Netherlands-based international meat group, has also been restructuring its business by focusing on cost efficiencies while investing in some of its operations in order to achieve more sustainable production and to improve profitability. The cost reduction programme has centred on achieving better co-ordinated between Vion’s various production locations and a more efficient supply chain. The programme to optimise its operations commenced in 2014 and entails reducing the number of production facilities in the Netherlands and Germany, while investing to improve the capacity utilisation of the remaining locations through modernisation and expansion. The renovations reflect Vion’s aim to focus on valorisation (optimal value creation of animals processed) and balancing the product offerings with the global demand in markets open to the group, such as China, America, Japan, Korea and Australia. “The food chain of the future is demand-driven. This requires commitment by all parties, from retail to agricultural entrepreneur,” says Francis Kint, chief executive of Vion. “The very first thing which Vion can and must do within its own supply chain, is to make itself as efficient as possible. That is positive for the viability of the entire supply chain.” £150 Million Investment by 2 Sisters The rationalisation of Vion’s business allowed 2 Sisters Food Group, one of Europe’s largest poultry processors, to enter the red meat sector. 2 Sisters acquired Vion’s UK red meat business in 2013 to supplement its poultry operations. 2 Sisters currently supplies about a third of all the poultry products consumed in the UK and has also developed a significant presence in continental Europe with five sites in the Netherlands and one in Poland. With annual sales of over £2.0 billion, the Protein division is the anchor of 2 Sisters convenience foods business. 2 Sisters also incorporates two other divisions - Chilled and Branded. 2 Sisters is part way through a £150 million investment programme at its UK poultry business, which phased over three years, will create a world-class and industry leading estate for poultry manufacturing. This includes investing £45 million to upgrade the site at Scunthorpe to create the world’s most advanced poultry processing plant. The investment will introduce new robotic cells to create a fully automated process that will increase the capacity of the site by a third to 2.4 million birds a week. The investment programme is being underpinned by an aggressive cost focus throughout the division, with benefits already delivered in support function rationalisation. 2 Sisters is also planning to consolidate its retail packing function within its red meat business to realise substantial cost benefits. Difficult Market “The market remains very difficult following the uncertainties around the UK’s decision to leave the EU. Currency-driven inflation and the pricepressured retail grocery market will make next year one of our toughest,” comments Ranjit Singh Boparan, chief executive of 2 Sisters Food


Ranjit Singh Boparan, chief executive of 2 Sisters Food Group.


Group. “Our Protein footprint programme progresses at pace and the expanded capabilities at our Scunthorpe and Derby sites will enable us to deliver more volume and extended product offerings in Added Value Protein in 2017. Our Red Meat division is restructuring to improve efficiency and reduce its overhead base in order to remain com-

we will undertake multiple simultaneous measures to correct the negative trend. While we continue to invest in strengthening our innovation capability and offering development to delight consumers and win the loyalty of our customers, we will also focus on improving our operational efficiency.” HKScan has consequently renewed its group leadership team and is about to initiate a review of the group’s operating model. As part of this review, HKScan plans to embark on a partial re-organisation of its operations. The goal of the review is to renew HKScan’s offering with a sharper focus on consumers and customers, to improve the efficiency and transparency of the meat value chain, and to upgrade the productivity of its internal processes. The strategic aim of these changes is to improve the company’s profitability and competitiveness and to seek profitable growth on its home and export markets. Job losses from the planned changes are not expected to exceed 150.

petitive.” Ranjit Singh Boparan adds: “Our ‘Better Before Bigger’ strategy underpins our drive to maintain excellence in a cost-conscious operating environment. We are well positioned to negotiate the predicted 2017 headwinds and to ensure we deliver for customers on quality, service and price.”

Capital Investment In addition to expansion programmes by Moy Park and 2 Sisters Food Group in the UK, and HKScan’s new plant in Finland, other major capital investment initiatives within the European meat industry include Campofrio Food Group’s Eur225 million spend on building a new meat factory at Burgos in Spain, while Cherkizovo Group, the largest vertically integrated meat and feed producer in Russia, has commenced construction of a new Eur88 million meat processing plant – the largest food industry investment in the Moscow region. In Poland, meat processor Sokolow (part of Danish Crown) invested Eur27 million in 2016 and plans further investment in 2017. J

Jari Latvanen, chief executive of HKScan Group.

HKScan’s New €80 Million Poultry Plant HKScan is also investing in its poultry business. The Nordic meat group is on schedule to complete its new Eur80 million poultry plant at Rauma in Finland by the end of the year. The state-of theart plant is among the most ambitious production investments in HKScan’s history, guaranteeing the long-term survival of food industry jobs in western Finland. On the red meat side of its business, HKScan is acquiring the remaining 50% of Paimion Teurastamo, a Finnish beef slaughterhouse business. The deal will strengthen HKScan’s foothold in the beef market and support the company’s target of a long-term development of the Finnish beef production chain in co-operation with its contract producers, all the way from farm to product. However, HKScan saw both sales and profits fall in 2016 - net sales declined from Eur1.917 billion to Eur1.873 billion during the period, with all the group’s market areas behind the previous year, and comparable EBIT fell from Eur21.5 million to Eur13.2 million. HKScan supplies pork, beef, poultry and lamb products, processed meats and convenience foods under strong brand names to customers in the retail, food service, industrial and export sectors in its home markets of Finland, Sweden, Denmark and the Baltics. It also exports to close to 50 countries. Weak Performance “HKScan’s full-year performance in 2016 was weak,” admits Jari Latvanen, who took over as HKScan Group’s new president and chief executive on 31 October 2016. “Given the poor performance,


Cherkizovo Group, the largest vertically integrated meat and feed producer in Russia, has commenced construction of a new Eur88 million meat processing plant.



Stork AMF-i Sets the World's Benchmark – Breast Cap Filleting Meets Intelligence reast cap deboning is an extremely B important stage in any poultry processing plant. During this process, end products with the highest value, such as breast fillets and tenderloins, should be harvested in the most accurate and consistent way with highest yield. That's why markets around the world ask for the most efficient automated solutions to facilitate and assist in breast cap filleting. In this respect, the Stork AMF-i sets a new benchmark. Since its origin in 1996 the Stork AMF system is the leading solution worldwide in breast cap deboning; with hundreds of systems in operation globally it is a huge suc-

cess. Continuous development keeps opening up new product opportunities for this system, at the same time maximizing deboning efficiency, quality and yield. In this way the AMF solution continues to be the benchmark in breast cap deboning. The most renowned firms in every part of the world prove that the AMF system is performing excellently under all circumstances, for all capacities.

out the following tasks: breast cap loading, deskinning, breast blister removal, wishbone removal, fillet halving, fillet separation, tendon trimming, tenderloin separation, keel ribbon harvesting and cartilage harvesting. Influence of Fluctuations Eliminated

Poultry processors typically handle a substantial flock weight variance, causing significant differences in breast cap size and weight. For optimum yield and top product quality it is essential that modules are set correctly for the size of breast cap being processed. Thanks to AMF-i's newly added intelligence, processors don't need to calibrate their input anymore, nor have to select product size related recipes for module settings. The measurement unit determines the dimensions of every single incoming product. Based on this measured data, the downstream AMF-i modules automatically adjust their settings accordingly. In this way, the influence of incoming breast cap fluctuations are eliminated, ensuring the most optimal yield per individual breast cap. Modular Set-up

Breast caps are automatically conveyed through the modules. Turning stations position the holder correctly for each processing

operation. Each module is responsible to handle one specific process step and modules can be switched on or off to create different end products. Every individual poultry processor can choose their own preferred line-up of modules, whichever suits them best. The system can debone a wide range of breast cap weights into a wide range of skinon or skinless breast fillet products, varying from whole butterflies with tenderloins attached to half fillets with tenderloins harvested separately. Reliable Cutting

Just one example of a measurement-guided module is the Wishbone Remover-i. Instead of using an average setting for this module, the cam-controlled knife can be set to cut in two different ways. Depending on the product's size, the right settings are automatically regulated by PLC control. This highly reliable way of cutting out the wishbone results in considerably increased fillet yield. Changing Orders

Thanks to the measurement unit, consistent adaptive filleting can be done without human intervention needed. Top yield and quality are therefore guaranteed across the whole range of breast cap weights and on all breast fillet products. The AMF-i intelligence gives processors optimum flexibility to react swiftly and adequately to fast changing order requirements from their customers. For more about AMF-i visit www.marel.com/amf-i. J

Fully Automated

The newest AMF-i generation not only produces a wide range of breast fillet products for the retail industry but also harvests valuable by-products, such as skin, breast tendon meat and breast cartilage. Almost all filleting operations can be done automatically, thus saving manual labor. A full-scale AMF-i deboning system would comprise modules carrying FOOD & DRINK BUSINESS EUROPE, APRIL 2017



Future-proof For Success he meat market remains fast-moving and competitive. As part of T this processors and retailers are always looking for a point of differentiation. As well as new product development, this can mean new pack formats. Convenience remains a major driver here but this has to be matched by the ability to maintain product quality and freshness and extend shelf life. This has led to the introduction of many new pack types. As well as the different shapes and designs of trays, there are now a wide variety of sealing requirements in addition to traditional atmospheric sealing, including Gas Flush, Hermetic Shrink, Vacuum, Skin Pack, Skin Plus and Skin Deep. Challenges These bring with them a number of challenges. Companies need the flexibility to be able to respond to changing market requirements and consumer demands in their style of pack. At the same time, they must be able to explore any new pack options while maintaining current production. Equally significant, the proliferation of new products and pack types means that many manufacturers now have to handle a variety of different packs on a single line. Meanwhile the need for speed and efficiency on the production and packing line remains essential.

Tray sealing specialist Proseal has addressed these challenges by ensuring its GTe range of tray sealers can handle all types of pack on the same machine. This gives manufacturers the ability easily to switch between packs during normal production with minimal downtime. The other focus of the company’s development work has been on future-proofing its models. There is little point having a machine that is fast and efficient if it is not able to cope with new pack formats.

the tray sealer without having to pre-sort and adjust pack spacing. It also improves product handling since there are fewer line stoppages due to misplaced trays. Unique E-seal® Technology In addition, and particularly important for retail markets, the unique E-seal® technology provides high quality seal reliability while at the same time delivering a 92% reduction in energy usage, which offers valuable cost savings and sustainability benefits. It can also decrease gas flushing cycle times by ensuring accurate gas flush positioning. Line speeds and efficiencies are further increased and enhanced when all machines are fully integrated. The Proseal tray sealer screen is able to monitor and control the entire line. This has two particular advantages. In the event of a problem, the tray sealer is able to pass a stop signal to the equipment further up the line. This allows the line to come to a controlled stop, which avoids overfeeding of the tray sealer and prevents unnecessary product or packaging waste. Equally important, continual online monitoring enables the tray sealer to collect data on small but unscheduled line stoppages. This can help production managers and engineers to identify recurring problems and implement corrective action to maximise line uptime. In a constantly changing and developing market, this ability to respond quickly to the latest trends while maintaining high efficiencies can make all the difference to a business’s success and growth. J

Proseal’s GTe Platform Proseal’s GTe platform is therefore designed to be completely adaptable in order to incorporate the latest developments. For every feature introduced into new models, the company also ensures that it can be retrofitted to existing machines so that all customers keep up-to-date with latest trends. In this way, meat processors are well equipped to cope with everchanging market requirements without the need to invest in new machines each time. In terms of increasing line speeds, Proseal’s pioneering Pro-Motion intelligent buffering system enables trays to feed continuously into 12


Specialist Packaging Solutions From CoCopac ince 2008, CoCopac has evolved into one of the premier supS pliers of high quality, specialist packaging solutions to clients in the food packaging industry across the UK, Europe, the Middle East and Australasia. Based at its purpose built 23,000 sq ft facility in Somerset, CoCopac combines fifty years of experience of converting specialist papers, paperboard and film into high quality, primary packaging for a huge range of foods, from meats and dairy to baked goods and desserts. CoCopac will work with you to design and produce the exact packaging solution necessary to meet your specialist requirements. From products that are specially designed to prolong freshness and colour, reduce waste and extend the shelf-life, to specialist barrier papers and wet-strength wrappers to keep moisture in, and absorbent air-laid products to take moisture away or act as protective cushions for soft or delicate items, CoCopac’s specially developed, precision converted materials can cater for all your food packaging requirements. The company’s BRC/IoP accreditation means that wherever you are globally based, you can trust CoCopac as reputable producers

working to the highest standards of hygiene and safety providing professional, high quality products for your food packaging needs. J

Goliath – A ‘Spirited’ Automation Systems Provider oliath Packaging Systems, in business G since 2007, sources, supplies, installs & after-sales services a comprehensive range of End-of-Line Automation, Materials Handling & Industrial Washing equipment to the Irish Food/Beverage sector with recent projects successfully delivered for whiskey distillers such as Cooley Distillery (Beam Suntory), Bushmill’s plus William Grant & Sons amongst others. The Goliath product range consists of the following distinct items: • Liquid Filling Systems • Shrink Wrapping, Banding & Over Wrapping • Cartoning • Case Erecting, Case Packing & Bag-in-

• • • • • • • • • • • •

Box Systems Manual & High Speed Labelling Systems Case Sealing Conveying Systems Pallet Inverting & Exchange (Fixed, Mobile & Automatic In-line) Pallet Stacking / Handling Scissors & Vacuum Lifting Systems Materials Handling Systems (Reel, Drum & Product Manipulators) Pallet Elevating Systems Palletising Systems (Gantry, Articulated Arm & Layer types) Stretch Wrapping Strapping Systems (Case & Pallet) Washing Systems (Bottle, Jar, Box, Tray, Drum, Pallet, Keg & IBC etc)


• AGV Transport • Weighing Systems • X-Ray / Metal Detection. Centrally located in Nenagh, County Tipperary, Goliath is less than two hours from all of the major markets, while trained engineers maintain spare parts and service all installed equipment with annual service contracts (reactive / preventative) available as preferred. To discuss your particular packaging equipment needs, please contact Goliath as follows: Name: Goliath Packaging Systems Ltd Contact: George O’Leary Position: Director Address: Well Rd., Nenagh, Co. Tipperary, Ireland Tel / Fax: 067-37893 / 067-34794 Mobile: 087-1222816 E-mail: info@goliath.ie Web: www.goliath.ie. J 13


Heineken Strengthens Platform For Future Growth Heineken is continuing to invest in expanding its business in both mature and emerging beer markets globally, recently making strategic acquisitions in the UK and Brazil. n Brazil, the world’s third largest beer market by volume, Heineken is acquiring Brasil Kirin, one of the country’s largest brewers and soft drinks producers, from Kirin Holdings of Japan for Eur664 million. With the addition of Brasil Kirin, which operates 12 production facilities and has its own distribution network, Heineken will significantly extend its footprint, increase scale and further strengthen its brand portfolio, to become the second largest beer company in Brazil.


Jean-Francois van Boxmeer, chairman and chief executive of Heineken.

Step-change “This transaction marks a step-change in scale in an exciting beer market, building on our success to date in the premium segment and strengthening our platform for future growth,” remarks JeanFrancois van Boxmeer, chairman and chief executive of Heineken. “It reiterates our commitment to the Brazilian market and confidence in our ability to generate attractive returns over the longterm across all segments of the market.” Heineken expects to deliver significant cost synergies from the acquisition through production efficiencies, including logistics and brewery optimisation, and through optimising selling, general and administrative expenses. However, the transaction is likely to be dilutive to Heineken’s margin in 2017. Completion of the acquisition is subject to customary regulatory approvals and is expected in the first half of 2017. Under the leadership of Jean-Francois van Boxmeer, who became chief executive in 2005, Heineken has invested heavily is developing its business in emerging beer markets, particularly Asia and Latin America. For example, in 2016 Heineken added capacity in Ethiopia and Cambodia, opened a brewery in Shanghai, and acquired a brewery in Vietnam. It is currently building a new brewery in Mexico.

Balanced Geographical Footprint In tandem with the further internationalisation of its business, Heineken has continued to strengthen its position in its traditional heartland of Europe, which still generates 47% of group revenue and over a third of operating profit (beia). The global brewer divides its business into four regions – Europe; Africa, Middle East & Eastern Europe; Americas; and Asia Pacific. In addition to its balanced geographical footprint, Heinken also benefits from its strong brands portfolio. The Netherlands-based brewer is focused on winning in the premium beer category led by Heineken, which is the world’s most global beer brand with a presence in more than 190 markets. Buoyed by positive momentum in all geographical regions, the brand achieved organic growth of 3.7% in 2016. Heineken is complemented by the group’s international brands portfolio including Amstel, Desperados, Sol, Affligem, Tiger, Tecate, Krusovice and Red Stripe. Amstel is now available in more than 100 markets and Tiger is being sold in close to 60 markets. UK Acquisition In the UK, Heineken, in partnership with private equity firm Parton Capital, has made a £402.7 million recommended final cash offer to acquire Punch, one of Britain’s largest leased pub companies, with a portfolio of more than 3,500 pubs nationwide. Heineken plans to add about 1,900 Punch pubs to its existing UK leased pub business - Star Pubs & Bars. This business currently incorporates 1,049 outlets and has received investment of £20 million a year since 2014. Heineken became the biggest brewer in Britain following its acquisition of the UK and Irish operations of Scottish & Newcastle, including its pub business, in 2008. Punch has been successful in adapting to the changing market conditions in the UK by helping its publicans to maximise profits by broadening their offer towards food and entertainment, at a time when drinks-only pubs have been struggling to compete with

Heineken is the world’s most global beer brand with a presence in more than 190 markets.



revenue to Eur20.79 billion with net profit (beia) up by Eur50 million to Eur2.098 billion, an organic increase of 8.5%. Currency developments had a negative impact of 5.6% on revenue, largely driven by the depreciation of the Mexican Peso, the Nigerian Naira and the British Pound. Revenue increased 4.8% organically, with a 2.6% increase in total volume and a 2.2% increase in revenue per hectolitre. Operating profit (beia) was Eur3.540 billion, up 9.9% organically, with a Eur216 million negative foreign currency impact and a Eur40 million increase from consolidation changes. Operating margin improved by 54 bps to 17.0%. Higher revenue and the benefit of realised cost savings and efficiencies were only partially offset by higher marketing and selling expenses. Heineken is complemented by the group’s international brands portfolio including Amstel, Desperados, Sol, Affligem, Tiger, Tecate, Krusovice and Red Stripe.

cheap supermarket sales. Stefan Orlowski, regional president Europe for Heineken, comments: “This transaction is a significant step forward in our strategy to unlock value in the UK pub market. The performance of our Star Pubs & Bars business clearly shows that well invested pubs, in the hands of skilled and ambitious independent operators can outperform. Leveraging our extensive experience will enable us to realise increased potential from the pubs we are acquiring and deliver positive returns to our shareholders.” The UK Competition and Markets Authority is currently examining the proposed deal and will decide by April 24 whether to launch an in-depth investigation. Financial Performance For its 2016 financial year, Heineken reported a 1.4% increase in


Stefan Orlowski, regional president Europe for Heineken.


Jean-François van Boxmeer comments: “We delivered strong results in 2016, with clear outperformance of our premium brand portfolio led by Heineken, and sustained momentum from our innovation agenda. Our unique diversified footprint was again a competitive advantage, enabling us to deliver more than 50 basis points margin expansion, despite more challenging economic conditions in some developing markets and significant currency pressures.” He adds: “Performance in key European markets was good and results in Vietnam and Mexico were strong. In Africa, Middle East and Eastern Europe market conditions remained tough, most notably in Nigeria, DRC and Russia.” Europe Heineken’s European business increased beer volume by 0.7% in 2016 driven by strong growth in the premium portfolio, led by the Heineken brand. France, Serbia, Spain, Italy and Poland contributed positively and more than offset the decline in Romania. European revenue at Eur10.11 billion increased by 1.9% organically, with revenue per hectolitre up 1.4%. Deflationary pressure and off trade pricing pressure continued to impact the region. Operating profit (beia) at Eur1.26 billion was up 7.1% organically due to successful revenue management, continued focus on premiumisation and innovation, as well as disciplined cost management. Operating profit (beia) margin rose 80 bps to 12.5%. In the UK, beer volume declined slightly, although premium beer and cider volume increased strongly, led by the Heineken brand. Innovations in cider proved successful and value enhancing. The pubs business also continued to perform well. In France, volume grew mid single digit, with growth led by premium brands including Heineken, Desperados and Affligem. However, the pricing environment continues to remain challenging. In Spain, beer volume was up low single digit, with double digit premium segment growth supported by continued improvement in the underlying economic environment and good on trade performance. In the Netherlands, volume grew low single digit, led by Heineken and supported by strong performance of Brand and Affligem in the premium segment. In Poland, beer volume increased low single digit. The underlying market continued to be adversely impacted by channel mix and competitive pricing strategy. Outlook Heineken expects economic conditions at a global level to remain volatile in 2017 with a negative impact from currency comparable to 2016. However, the brewing group is projecting further organic revenue and profit growth in 2017. Excluding major unforeseen macro economic and political developments as well as the impact of the proposed acquisitions of Brasil Kirin and Punch, Heineken anticipates a year-on-year improvement in operating profit (beia) margin of around 40 bps in 2017. J

Heineken, in partnership with private equity firm Parton Capital, has made a £402.7 million recommended final cash offer to acquire Punch, one of Britain’s largest leased pub companies.


Keeping the Soda Flowing ne of the world’s largest soda companies needed to transport O large amounts of PET bottles 50 meters over to another section of the packing line, all while keeping the flow of products steady and their delicate labels untouched. The only viable solution was to elevate the product upwards and then to bridge the existing gap several meters above the floor, crossing over various other machines, before lowering the product back down to floor level. What also had to be kept in mind was that the uneven petaloid base would give less surface for the belt to grip, increasing the risk of the product falling when transported at steep angles. AmbaFlex tackled the challenge, elevating the bottles at the perfect angle while keeping the desired throughput, by increasing the diameter of 2 standard Mass flow SpiralVeyors®. The AmbaFlex multi-chain belt that was used offered two essential features that made this application possible. First, the use of multiple chains offered the necessary pull essential for the high total load. Second, the perfect product support which was provided by multiple slats arranged with near to no gap in-between them. The sales engineering team also made sure to use the special product inner/outer guides so as to ensure that the product labels stayed in perfect condition. The two specially made SVm Spiralveyors® will allow the company to meet the demands of their customers for many years to come. One more proof of AmbaFlex’s leading position in Spiral Conveyor Solutions! J

AmbaFlex tackled the challenge, elevating the bottles at the perfect angle while keeping the desiredd throughput, by increasing the diameter of 2 standard Mass flow SpiralVeyors®. I PREFORMS

Nitro Hotfill First For 38mm Neck Format sterform has pioneered the use of a 38mm wide neck E preform for juice brands Fortuna and Pysio. Nitro Hotfill technology offers brand owner Fortuna Sp zoo an alternative to aseptic filling. Until now the process technology has only been applied to narrower neck formats, but preform pioneers Esterform have designed and developed a stable 38mm neck format specifically for the process. The process offers arguably greater flexibility of bottle 18

design than aseptic. The bottle design was developed by Esterform in conjunction with the filling line manufacturers Krones to replicate the brand’s current shelf identity. Esterform’s manufacturing site in Tenbury Wells was the first in Europe to produce a PET preform. The company has recently invested £15 million in new injection and blow moulding platforms, and is currently establishing a manufacturing base in Poland. For further information visit www.esterform.com. J


The UK’s Leading Packaging Event is Hailed a Huge Success sda, Britvic, ALDI, Avon, Beiersdorf, Coty, GSK, Harrods and Jaguar Land A Rover were just some of the major names attending this year’s Packaging Innovations, Empack and Label&Print. Visitors flocked through the doors to hear the latest trends, solutions and innovations in the packaging and print market. They were treated to 300 exhibitors plus over 30 hours of educational content, from leading names including Innocent, Amazon, Mintel, Jaguar Land Rover and Lucozade Ribena Suntory. The show, which has been hailed a success by both visitors and exhibitors, also successfully launched four new show features.

James Drake-Brockman, Divisional Director of Easyfairs’ Packaging Portfolio, commented: “This is my first taste of Packaging Innovations, Empack and Label&Print, and it’s been an incredible show. The world of packaging is fast moving and constantly evolving, and it’s great to be at the heart of such a dynamic industry. This show enables professionals spanning the whole packaging spectrum to see the latest trends and newest innovations before everyone else. There were lots of new additions for this year including an Innovation Showcase with onsite interactive voting, an Inclusivity feature and the Pentawards display, revealing the cream of packaging design. With an astounding 76% onsite exhibitor rebook for next year, I’m sure the 2018 show will be the biggest yet.”

Consultants, hosted a new show feature, which examined how packaging can be made more inclusive at the design stage. Ian Hosking, Senior Research Analyst, at Cambridge University was pleased with the number and calibre of people keen to discuss the topic: “Our objective is always quality not quantity, however on this occasion we managed both. It is fantastic to see people are really starting to think about their packaging, looking how they can turn it into an advantage. We have been explaining to visitors just how important the role of packaging is in independent living, and its commercial benefits. We have started the ball rolling. The job of us, and everyone else, is to keep it moving forward.” Also new for 2017 was the Pentawards Display, which showcased the 2016 Diamond, Platinum and Gold Pentawards winners. Visitors voted for their favourite packaging, from the likes of Dominos, Marc Jacobs, Imayotsukasa Sake Brewery, Chivas Regal and Sony, with Holika Holika being crowned champion. In addition to this, Campden BRI, the UK’s largest independent food and drink research body, hosted a series of intimate and topical sessions for the food and drink industries. Sustainability Running alongside the show features was a full programme of inspirational content across five dedicated theatres. Sustainability

Inclusivity Inclusivity was a key talking point at the show. Cambridge University, in partnership with DRW Packaging FOOD & DRINK BUSINESS EUROPE, APRIL 2017

was one of the show’s hot topics, with Simon Reid, Sustainability Manager at Innocent, kicking off day one with his keynote session ‘Leaving things better than we find them’. He announced that the next generation of Innocent bottles will be created using plant based renewable sources, an exciting innovation for the brand. During his session, he also discussed Innocent’s packaging criteria which includes ‘looking great on the shelf, feeling great in the customer’s hands and being sustainable’. Leading Exhibitors Alongside these educational opportunities, the show hosted over 300 leading exhibitors presenting their latest innovations and services; with 70% of suppliers using the show to launch new products. Ivo Maasdam, Sales and Marketing Director at FlexPet, commented: “As a first-time exhibitor we were not completely sure what to expect, but we have had a fantastic show. The quantity, and more importantly quality, of visitors to our stand has been fantastic. Our business is experiencing growth in the UK, so it seemed like the perfect time to exhibit at Packaging Innovations, and we have not been disappointed. In fact, we have already rebooked our stand for next year.” The next Easyfairs packaging event will be Packaging Innovations & Luxury Packaging London, which takes place at London Olympia on 13 & 14 September 2017. For anyone interested in exhibiting, more information can be found here (at www.easyfairs.com/PI-London) or via the show team on +44 (0)20 3196 4429 or PackagingUK@easyfairs .com. J 19


Enormous Interest in Interpack 2017 – 4-10 May - Düsseldorf 2017 is recording the highest Iovernterpack demand among exhibitors in its history of 55 years. By the official closing date of this outstanding international event for the packaging industry and related processing industries, exhibitors had booked about 20% more space than was available at the exhibition centre with its 262,400 square metres in 19 halls.

Around 2,700 exhibitors can therefore be expected again from 4th to 10th May 2017, coming from about 60 different countries. As before, another trade fair will be running in parallel, entitled components, special trade fair by interpack. It will feature products from supplier industries of the packaging sector. This event, too, is now fully booked, yet it will occupy more than twice as much space as in 2014, at its première. Industry 4.0 – in Partnership With VDMA

Where size and internationalism are concerned, interpack is a unique platform for businesses offering products and solutions in packaging technology and related processes as well as packaging media and materials for the various segments of this industry: food, beverages, confectionery and baked goods, pharmaceuticals, cosmetics, nonfood consumer goods and industrial goods. The products and services presented here will be supplemented by several innovative specialist areas. Working together with the German Engineering Federation (VDMA), Interpack 2017 will put the focus on Industry 4.0, in particular. The special show will take the form of a Technology Lounge at the

VDMA stand, featuring examples of solutions in packaging machinery and process engineering and opening up new opportunities for applications in security, traceability, copying and counterfeit protection as well as in customised packaging. SAVE FOOD - Innovation Park

As before, SAVE FOOD will play a role at interpack 2017. A special show called innovationparc (Innovation Park) will be held, with packaging ideas and solutions designed to reduce food losses and waste. They will include the winners of the international competitions for the SAVE FOOD Packaging Awards, held by the World Packaging Organisation (WPO). The prizes were awarded prior to interpack, and the winners are now set to compete with one other for the WorldStar Awards at the trade fair. The innovationparc will include a presentation forum which can be used by companies to showcase their ideas and solutions. As before, the innovationparc will be held in a high-quality marquee, situated between Halls 2 and 3. The first day of the trade fair will also feature the third international SAVE FOOD convention, held in partnership with the UN Food and Agriculture Organisation (FAO) and the United Nations Environment Programme (UNEP). Components Trade Fair

Following the première of components, special trade fair by interpack, in 2014,


the general idea of this trade fair has been substantially revised for 2017. Visitors will now find it at a central location within the exhibition centre, in Hall 18, a temporary lightweight hall, approximately 5,000 square metres in size. It is situated between Halls 10 and 16, complementing interpack for its entire duration. Hundreds of companies from the supplier industries will each have their own stands, offering products in drive, control and censor technology, industrial image processing, material handling technology and other (machine) components. Components will be freely accessible to all interpack visitors and exhibitors. Further details are available at www.packagingcomponents.com. Online Services For Visitors

The www.interpack.com website contains useful resources to help visitors prepare and plan each day at the trade fair efficiently. These resources include an exhibitors’ database with the option of compiling a personalised hall plan as well as a “matchmaking” function to contact exhibitors and to receive news of companies represented at the trade fair. The site has a responsive interface which also adjusts itself to a small display on a mobile device. In addition, a visitors’ app is available for iPhone and Android users. Its functions include the exhibitors’ and event database, updated on a daily basis, graphically optimised hall plans and exhibitors’ details, including contact details and product information, an appointment form and the option of adding customised notes to exhibitors’ entries. The user’s settings and notes are available on all platforms, regardless of the device where they were originally created. For further information visit www.interpack.com/tradefairplanner.J 21


Dry Running High-speed Can Line With Rexnord PSX Material large beer brewery in South Africa is A operating a 90.000 c/h can filling line, installed in 2013. The line is equipped completely with Rexnord “Flush Grid” MatTop® conveyor chains in PSX® material in combination with Magnetflex curves in ULF material (“Combi-X”). Rexnord PSX material was selected for this project as a result of the need for completely “dry running” conveyors, without concessions to can filling speed and line efficiency. The advantages of no external lubrication for this brewery are important savings on water

usage, reduced costs on lubrication and dry production floors, which improves the worker safety in the production hall. In October 2013 the line started up with excellent performance of the conveyor chains and corner tracks. The performance has been validated in December 2015, after more than two years of running at full capacity. The results are excellent! Low Friction The line has been running since start up in 2013 without the need for any external lubrication, with the exception for the section between filler and pasteurizer, where water and soap used only to get rid of beer residue coming from the cans. The friction level of PSX material on the dry running conveyors is low and constant, which is important to maintain the optimal product flow and have minimal backline pressure on the delicate cans. Wear Resistance The chains in PSX material and ULF corner tracks show minimal wear after more than two years of continuous use. No replacement is therefore required for the

near future. This means costs for maintenance to the conveyors are minimal, giving them the full benefit of the dry running solution. Conclusion The excellent performance of the highspeed can line at the brewery proves that it is definitely possible to run conveyors without external lubrication. Rexnord chains in PSX material in combination with corner tracks with ULF top sections ensure optimal conveyor performance and durability. You will find Rexnord at Stand B64 in Hall 13 at Interpack 2017. J

ACMA at Interpack – A New Customer-oriented Era CMA, part of the Coesia Group, will A showcase a wide range of machines at Interpack, confirming its ever-increasing commitment to consumer goods solutions. The Italian company will showcase one complete coffee line, a tea line and two con-


fectionery solutions at Interpack. The offer for the confectionery field will include the CW 600 F, the latest addition to the multistyle machine family, and the CW 800 R, for round chocolates, heir of the well-known and reliable 880UNI. For the tea field, ACMA will present the TD 300, the latest addition to the double chamber bag packaging range, with a renewed design, enhanced performance and a new unique packaging format. Last but not least, the complete coffee line is the ultimate testimony to the company’s commitment to the capsule filling sector. In this case, the company will showcase the capsule sealer and filler QI 500, the QW 200-H and the QC 60 for secondary packaging. The company will also hold a seminary to highlight its know-how. ACMA’s experience gained in over ninety years of activity, along with the competences shared with the Coesia Group, have gained the company a unique technological legacy, which allows it to be an FOOD & DRINK BUSINESS EUROPE, APRIL 2017

ideal partner for projects at different levels of complexity - from the integration of single units within pre-existing production plants, to the design and installation of multiple lines, taking into account several aspects, such as packaging design, production space layout and material/energy savings. The seminar will focus on this aspect, by presenting material saving applications, obtained by employing advanced technological solutions and innovative production processes. ACMA will be exhibiting at Hall 6/E31D57 at Interpack. J


Automation and Data Solutions For the Confectionery, Chocolate & Snack Industries stablished over 35 years ago, A.M.P E Rose is one of the world's leading machine builders, process and packaging solutions provider for the confectionery, chocolate and snack industries, all of which will be on display at this year’s Interpack exhibition. The company continues to further develop new and exciting range of factory automation machinery, both with and without the use of robotics. The latest in linear transport systems, which combines the benefits of both rotary and linear systems, has been integrated to feed the company’s multipack wrapping machines. The main focus for this development is flexible format changes, where downtime is almost nonexistent when a client wants to change the collations on their multi-packs. Robotics Robotics, and developing a system that works in conjunction with current automated systems is another area of development, this will mainly focus on case filling. Offering the complete packaging and boxing solution. With this expansion of factory automation machinery, the company will have more product lines to offer full factory solutions.

In addition to the automated systems the family owned business are further developing their machine and factory data solutions to give managers real data directly from their machines. A.M.P Rose will be integrating electronics, software, sensors and

network connectivity to their machines so they can collect and exchange data from the physical machine to other physical devices where managers can see live data of their lines. Industry 4.0 and Internet of Things (IoT) has the potential to allow a manager to not only monitor their lines but also remotely control them, whether that is from their laptop or mobile device. As well as these exciting innovations the company will also display at the show; the company’s skill in the design, manufacture and operation of cut and wrap machinery. The AMP Rose '750' is a versatile yet low cost cut and wrap machine, which has been designed for strength and durability, as well as ease of operation and low maintenance. The machine sizes, shapes, cuts to length and wraps toffee, fruit chew, bubble gum, or high boiled sugar fed in rope form from a Batch Roller/Rope Sizer or extruder. Versions of the ‘750’ machine can produce square, rectangular, round or cylindrical shaped sweets and lollipops, in various wrapping styles. Bar Forming The company has seen in recent years that customers are increasingly looking for complete solutions to their bar forming requirements. A.M.P Rose are well equipped to supply complete lines for bar manufacturing, or single machines to add to current lines. Bar forming lines can be supplied for sinFOOD & DRINK BUSINESS EUROPE, APRIL 2017

gle or multi layered bars. The equipment can incorporate a number of products into the bars this can be items like peanuts, pistachio’s, walnuts, dried fruit etc. Complete turnkey lines can be supplied to suit the product you want to make, such as; energy and protein bars, candy bars, cereal bars, fruit bars, peanut brittle bars, nougat bars and many other pliable products. Bar forming lines are very flexible for producing different products, you can change from slab bar forming to rope forming lines; the change overs can be quick and simple. NR10 Neapolitan Wrapping Machine Finally the NR10 Neapolitan wrapping machine will be on display, it is an adjustable high speed automatic wrapping machine for square and rectangle tablets. The machine can be supplied as a hand fed machine, or with an automatic feeding system.

The machine has been designed to use either single or double wrappers, with the outer paper taken from a stack of pre-cut labels rather than the more common reel fed systems. By using pre-printed labels, this allows the manufacturer to pack small quantities of product, which is particularly useful for smaller volume clients such as marketing promotions, corporate gifts etc. A.M.P Rose will have this new exciting machinery on display at the Interpack exhibition in Dusseldorf, located in hall 3, Stand 3 E29. For further information visit www.amp-rose.com. J 25

Tel: +44 (0)1355 575350 | Fax: +44 (0)1355 575351 Email: sales@wolverineproctor.co.uk www.cpmwolverineproctor.com


CPM Wolverine Proctor – A Total Solution Supplier For Breakfast Cereal Manufacturers By Robin Holding, Commercial Director, CPM Wolverine Proctor Ltd he breakfast cereal industry sector has seen T a steady growth over the last few decades with new markets such as Asia and Eastern Europe developing a taste for traditional breakfast cereals. However, in recent times, the major cereal manufacturers have been challenged by calls for recipe changes, onthe-go product varieties, and now, cereal bars, and drinkable versions of what hitherto were traditional market favourites. This presents a great challenge to the cereal R & D teams and, further upstream, to the machinery manufacturers. Clearly, we need to work together to develop new processes and products to be able to satisfy consumer demand, but there can often be a compromise between what is desirable and what is practical and cost-effective. CPM Wolverine Proctor, has been supplying innovative, processing machinery to the breakfast cereals and other food industries since the turn of the last century, and continues to do so on a global basis. We have manufacturing facilities in Europe, USA and China.

have come from applications in other industry sectors. We have product testing facilities available in both the U.K. and U.S.A. for use by our clients, with most of the equipment is portable enough to ship, fully assembled, to site. for equipment in this class. All our processing equipment is supplied with full plc control of all processing parameters. This is not only to optimise on product quality and consistency, but also minimise energy consumption and provide secure real time data logging. FDA approved systems are available. The need in the industry for a high temperature and low air velocity ‘puffer’ has been identified, and resulted in such a unit being developed, built and successfully operated. This now complements our traditional Jetzone TM high velocity fluid bed ovens. One-stop Shop

Total Solution Supplier

Our customers are becoming progressively more reliant on us as a total solution supplier. In order to meet this demand, we have strengthened our project management, and technical teams, bringing in new design initiatives and process knowledge. This allows us to draw on relevant experiences that may

Complete Plants

For all types of breakfast cereals, and cereal products, we are able to offer complete plants based on traditional batch steam cooking or extrusion, drying and tempering, flaking and shredding, baking and toasting, coating, and final product drying. Having embraced the latest in computer graphics and software, we use 3D drawing packages to design a complete system in 3D, and can ensure that it will fit into an existing factory without issue. This saves considerable time, money and resource, as any potential issues are caught before any metal is cut. At the detailed engineering level, hygiene, energy efficiency, and versatility of equipment, continue to be the major driving forces for our new design features The SCF III range of ultra-hygiene dryers and toasters are now widely accepted as a benchmark design FOOD & DRINK BUSINESS EUROPE, APRIL 2017

While we do not manufacture every machine that we supply in a turnkey system; by teaming up with other world class machinery manufacturers and specialists, we can offer cereal manufacturers a “one-stop shop”, all managed by a dedicated project management team. Our continuing drive to be the preferred machinery supplier means that we are actively encouraging our customers to talk to us about their challenges and requirements in process and equipment design. Only by listening to their ideas and identifying the priorities for their business, can we hope to meet, and exceed their expectations, by supplying them with the optimum solution. We are proud to be a major supplier to many of the major breakfast cereal manufacturers around the world and we look forward to continued success with them, as well as with new players in the future, whatever their product lines might be! For further information contact CPM Wolverine Proctor on Tel + 44 (0)1355 575350; E-mail sales@wolverineproctor .co.uk or visit www.wolverineproctor.com. J 27


Admix Has Strong Product Line-up at Interpack dmix Europe ApS will be showcasing A several flagship products along with new mixing services specials at the Interpack Trade Fair in Dusseldorf, Germany on 4-10 May. With thousands of installations around the world in food, beverage, cosmetic and pharmaceutical manufacturing facilities, Admix sets the global standard in sanitary mixing across countless applications. For 100% wetting out of powders and an easy-to-clean design that meets strict sanitary requirements, the Rotosolver high shear mixer is an industry leader. The Rotosolver design offers high intensity, high-speed batch mixing, improved dispersion, and reduced energy consumption for volumes up to 10,000 liters.

process results they’re getting.” The Fastfeed

Along with the Rotosolver, the Fastfeed powder induction and dispersion system will be at Interpack. It inducts, wets, and disperses ingredients instantly eliminating agglomerates. Proteins, gums, starches, vitamins, fiber, sweeteners, stabilizers, flavors, and colors are dispersed at rates up to 220 kilograms per minute in a single pass.

The DynaShear

The Fastfeed.

“The Fastfeed consumes up to 70% less energy than conventional tank mixers and batch-to-batch inconsistencies are eliminated as powders are introduced at the same rate every time,” notes Buchert. Batch times and air entrainment are also reduced because powders. Dust from dumping powders into open top tanks is also eliminated. Operator safety is also enhanced as powders are added from the safety of floor level. The DynaShear

The Rotosolver.

“The Rotosolver outperforms our competitors in many key performance areas,” according to Bjarne Buchert, General Manager of Admix Europe ApS. “It delivers up to 50% less energy consumption, up to 600% higher flow rates, 20% higher tip speeds, and around six times more throughput than conventional high shear mixers. Our customers couldn’t be happier with the 28

Also making an appearance in 2017, the DynaShear inline high speed emulsifier. It disperses gums, stabilizers, proteins and sweeteners in a single pass delivering batch times as low as 3-5 minutes and less air entrainment and can run 24/7. With flow rates up to 40,000 liters per hour it delivers smooth product every time with no agglomerates. The two-stage rotor/stator action allows processors to run longer and CIP less frequently. The DynaShear prevents clogged strainers and extends the life of pumps, valves, and seals. Buchert notes: “Due to the reduction in maintenance costs and the FOOD & DRINK BUSINESS EUROPE, APRIL 2017

lower total cost of ownership, the DynaShear has quickly become one of our best-selling products.” In addition to this trio of products, Admix will also be presenting its Boston Shearmill wet mill/homogenizer, low shear agitators, and its BenchMix laboratory mixer. Exclusive show specials will also be available including trial program Try & Buy incentives and priority scheduling for complimentary lab testing. Visit admix.com/Interpack for complete details. About Admix

Admix is a recognized leader in advanced mixing technologies for the food, beverage, dairy, pharmaceutical, and cosmetics industries. Its innovative, high-efficiency sanitary mixing systems coupled with years of applications experience help processors meet any mixing challenge, with a special focus on adding powders into liquid. We offer a full portfolio of products for in-tank high shear batch mixers, low shear agitators, emulsifying, homogenizing and wet milling, and powder conveying and induction, plus the equipment complies with stringent sanitary standards. Partnering with Admix provides complete access to our expertise and our fully equipped pilot lab, which means that new products move from development to full production faster and more cost effectively. J


Primoreels Has Revolutionised Production of Ultra Filtrated White Cheese y replacing the traditional permeable B membrane with a specially developed impermeable membrane, Primoreels has radically simplified the process of producing UF white cheese. Salting UF cast cheese using permeable membranes is a cumbersome process that requires two turns of the containers. Primoreels has devised a two-part solution comprising: • a special impermeable membrane which eliminates the need to turn cheese containers twice during the manufacturing process. The impermeable membrane is placed on the coagulated cheese, salt is dosed on the

membrane, and the containers are then sealed and placed in the fermentation room in an upright position. • a new type of membrane dispenser that eliminates the risk of serious cross-contamination associated with the handling of the membranes. The membranes are produced and dispensed in reels, and the endless strips of foil are never touched by human hands in the process. In addition, they pass a UV treatment device before being dispensed onto the cheese curd. The reels with membranes will typically contain enough units to keep production run-

ning for up to 8 hours, thus eliminating the need to constantly refill membranes. This inline approach to the process of filling, coagulation, cutting and packaging performed in a continuous flow, under ultra-clean conditions, is the safest and most efficient method on the market. The Primoreels system makes it possible to cut the cheese in the containers before placing the impermeable Primoreels® membranes. The process also permits producers to add herbs, oils, etc to the cheese. Visit Primoreels at interpack 2017 – Hall 11 Stand A 43. J

Operational Excellence With SuperTrak t this year’s interpack (Booth E62, Hall 6), B&R Automation A will be showcasing SuperTrak – a versatile, intelligent conveyor system that represents a key contribution to Packaging 4.0.

This smart manufacturing revolution promises CPG producers unprecedented levels of OEE and reduced TCO. SuperTrak is a new generation of robust, operator-friendly intelligent conveyor technology based on long-stator linear motors. Unlike similar systems available thus far, it offers true industrial-grade reliability and easy serviceability. Its independently-controlled shuttles allow mass production of highly customized products, while also minimizing time lost on stoppages and product changeover. B&R will also be showing how open standards like POWERLINK, OMAC PackML and OPC UA will provide seamless connectivity – the lifeblood of industrial IoT solutions. From the sensor to the cloud, across multi-vendor lines and value chains, this connectivity will bring a dramatic leap in operating efficiency. More about B&R's contributions to the future of the packaging industry can be found in the Packaging 4.0 white paper and the special edition of its customer magazine. Both publications will be available at Booth E62 in Hall 6 at interpack. For more information, visit www.br-automation.com. J




Enabling Operational Excellence By Nicholas Temple, Marketing Manager, B&R UK&I ndustry 4.0 and the Industrial Internet of Itivity Things promise to bring step-wise producgains to manufacturers of all sizes and from all industries. With the revolution will come heightened levels of networking and integration between companies or intercompany business units in value networks. This type of collaborative partnership relies on interoperability, transparency and decentralised intelligence to ensure operational consistency throughout a multi-stakeholder environment. With the threat of becoming obsolete in the competitive market of consumer packaged goods, companies are investing in many areas to avoid being left behind in this new world of big data and analytics for use in smart factories. Mass customization, or increasing customisation and smaller batch sizes offering consumers more choice, means flexible manufacturing machinery and processes are necessary.

Maurizio Tarozzi, Global Technology Manager for Packaging at B&R Automation, explains: “If achieved, these ambitious smart manufacturing operations will be accompanied by exceptional agility that enables cost-efficient production at any batch size. These ultra-connected packaging lines will need intelligent subsystems – smart conveyors, machine vision, digital printing, robotics, mechatronic units – able to collaborate seamlessly at dizzying speed.” Maximum productivity and extensive product customisation under mass production conditions are central goals of Industry 4.0. In many ways, the highly innovative packaging industry already operates according to these principles. Some filling and packaging lines are already producing products with personalized recipes (personalized 30

medicine, custom-blended perfume) and customized containers. A key supporting innovation for flexible production machines will be played by a new generation of more robust, more userfriendly intelligent conveyor technology. In addition to unprecedented productivity and flexibility, B&R is introducing a product with industrial-grade reliability and serviceability that have so far been lacking in the market. These highly dynamic, independently controlled movers boost output and make format changes more fluid than ever. But where should a manufacturer who is just starting the journey to a smart factory start? Overall Equipment Effectiveness With B&R Automation One key metric to consider that many manufacturers are using are Overall Equipment Efficiency, as it encompasses not only machine data but also quality and supply chain. As a key performance indicator, OEE, provides reliable information regarding the actual production efficiency of a packaging line, machine, or factory. Measuring OEE or collecting data on new machines can easily be defined as part of the specification for a new machine, but what about all of the brownfield sites? How do you connect a machine that is 30 years old but one that is still producing high value for the business? FOOD & DRINK BUSINESS EUROPE, APRIL 2017

Conventional systems that allow for data acquisition, storage and analysis for measuring the performance of production machines can be very costly and time consuming thus minimising the return on investment or payback period. Enter stage right, B&R’s orange box. This allows a user to either connect to existing PLCs on machines or if the machine does not have a PLC, collect data through some added remote I/O. This information can either than be viewed locally by line on a local HMI or over a network solution in a manager’s office. No PLC programming knowledge is required to configure this solution as it is configured rather via a set of pre-developed screens directly on the HMI. This means the local site electrical team can install and commission the solution without the need of speciality system programmers. One large global end user in the food and beverage market has found this solution to be extremely effective. By installing our Orange Box solution the company is able to standardise on the KPIs across its global network of factories. By increasing their OEE by 1% globally across their 436 factories, the company is predicting a Eur400 million increase in profitability. And the ability to measure OEE easily and consistently is the first step to the factory of the future. Tarozzi of B&R in closing states: "’Enabling operational excellence’ – that's the ultimate vision for how Industry 4.0 and the IIoT is transforming the consumer packaged goods industry.” For further information visit www.brautomation.com. J


Performance With Purpose at PepsiCo Despite the challenging operating environment, PepsiCo is reaping the benefits of successfully transforming its products portfolio to meet changing consumer trends as it continues to invest in its infrastructure to improve competitiveness to sustain profitable growth. ccording to Indra Nooyi, chief executive of PepsiCo, the global beverages and snacks group is committed to planning and managing its business in a way that is self-sustaining and balances delivery of attractive shortterm financial results with long-term shareholder value creation. “We achieve this by executing a virtuous circle model that combines top-line growth, productivity and significant reinvestment in the business,” she explains. “Our top-line performance is underpinned by strong market positions in


Indra Nooyi, chief executive of PepsiCo.

growing categories and an enviable portfolio of leading brands. And it is fuelled by a product innovation engine built on consumer and shopper insights, deep research and development capabilities and the broad market reach.” The PepsiCo portfolio encompasses about 100 brands, 22 of which generate annual sales in excess of $1 billion. Diversification Through a combination of mergers, acquisitions and organic growth, PepsiCo has successfully internationalised its business and diversified its brands portfolio away from sugary drinks and salty snacks towards

healthier and more nutritious products in line with changing consumer demands. Indeed, the once core Pepsi-Cola trademark only accounted for 12% of net revenue in 2016. Although PepsiCo’s net revenue at $62.799 billion was flat in 2016, operating profit advanced 17% to $9.785 million and net income rose by 16% to $9.785 billion. What PepsiCo refers to as ‘everyday nutrition products’, which include positive nutrients like grains, fruits and vegetables or protein, plus those that are naturally nutritious like water and unsweetened tea, account for 25% of net revenue. ‘Guilt free products’, encompassing the ‘everyday nutrition products’ plus diet beverages and other beverages with fewer than 70 calories per 12 ounce and snacks with low levels of sodium and saturated fat, generate about 45% of net revenue.

points in 2016. It has also strengthened its digital marketing capabilities, in order to execute marketing campaigns that integrate social media, traditional media and point of sale to achieve greater consumer impact. PepsiCo has also increased its investment in R&D by 45% since 2011 and has spent approximately $3.5 billion on R&D and food quality and safety initiatives cumulatively over the past five years. Innovation “Our R&D capability investments have led to the creation of new products in the short-term and to the development of new platforms, ingredients and packaging with longer-term potential for breakthrough benefits such as sugar, calorie, fat and sodium reduction and more sustainable packaging alternatives,” she comments. “Under this robust innovation agenda net revenue from new products, which we define as products introduced within the past three years, has averaged more than $5 billion since 2013.” Innovation is also supporting PepsiCo’s portfolio transformation. For example, the group launched a number of new low and reduced calorie drinks in 2016, such as new recipes of its Mirinda and 7UP brands, which are being rolling out in over 80 international markets. In nutritious and functional beverages, Naked Juice is on course to being PepsiCo’s next $1 billion brand while Tropicana launched Tropicana Essentials

Productivity “Our success is also supported by an aggressive and relentless drive for productivity that contributes to current financial performance and provides the funding for investments that will sustain our growth into the future. These substantial investments have largely been directed at capabilities that fuel top-line growth,” points out Indra Nooyi. PepsiCo has invested $14 billion in property, plant and equipment over the past five years to enhance productivity and to support business growth. To strengthen its brand building, PepsiCo has increased its advertising and marketing expenditure as a proportion of sales by 145 basis points over the The PepsiCo portfolio encompasses about 100 brands, past five years and by 40 basis which generate annual sales in excess of $1 billion. FOOD & DRINK BUSINESS EUROPE, APRIL 2017

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Beverages; Frito-Lay North America; Quaker Foods North America; Latin America; Europe & Sub-Saharan Africa; and Asia, Middle East & North Africa. Growth in all regions is generated by a mix of licensing, contract manufacturing, joint ventures, and affiliate operations. PepsiCo’s domestic market accounts for just over half of group revenue with 49% generated from outside the United States.

Richard Evans, president of PepsiCo ESSA.

Probiotics, to become the first brand to bring probiotics to the mainstream juice consumer. In Russia a new J7 apple juice that delivers all the fibre of a single apple in every glass has been launched. PepsiCo has also expanded its portfolio of healthier snacks with the introduction of Quaker breakfast flats, which it plans to launch in more than a dozen countries over the next two years. It is also building on the success of Baked Lays by broadening the line-up of baked products. Indra Nooyi continues: “We have established solid momentum in our business with strong financial performance generated through a healthy balance of top-line performance and productivity. And we have made and will continue to make investments in capability and infrastructure that we believe will strengthen the competitiveness of our business and lengthen the duration of our financial returns.” Performance with Purpose At the heart of PepsiCo is ‘Performance with Purpose’ – a vision to deliver top-tier financial performance over the long term by integrating sustainability into its business strategy. PepsiCo’s global business is divided into six main divisions - North American

European Business Europe & Sub-Saharan Africa PepsiCo’s ‘everyday nutrition products’ account for 25% of (ESSA) is PepsiCo’s third biggest net revenue. division by both net revenue and operating profit. Spanning 11 time zones tion, higher advertising and marketing and more than 65 countries, ESSA’s port- expenses and adverse foreign exchange folio incorporates iconic global brands such translation. as Pepsi, Tropicana and Quaker Oats, along with well-known local brands like Making a Difference Alvalle soups in Spain, Chudo dairy in Along with other European soft drinks Russia, Walkers snacks in the UK and manufacturers, PepsiCo is reducing sugar in its products by a further 10% by 2020, Duyvis nuts in the Netherlands. Since commencing operations in Europe in response to the growing health concerns in the 1930s, PepsiCo has developed into of consumers. The major manufacturers one of the continent’s leading food and have also committed to innovate, reformubeverage companies. PepsiCo is Europe’s late, use smaller pack sizes and encourage top savoury snacks producer; the number consumer choice towards low and no caloone juice company; the leader in RTD tea rie drinks. The move is in line with with its Lipton joint venture with Unilever; PepsiCo’s ‘Performance with Purpose’ and is the second biggest cola company. strategy. PepsiCo is also now a major dairy compa“Companies like PepsiCo have a tremenny in Eastern Europe and has been the dous opportunity - as well as a responsibilileading food and beverage provider in ty - to not only make a profit, but to do so Russia since its $5.4 billion acquisition of in a way that makes a difference in the Wimm-Bill-Dann Foods in 2011, which world,” points out Richard Evans, presiwas the US-based group’s largest ever dent of PepsiCo ESSA. “We were first international deal. PepsiCo first entered movers in reformulating products for lower the Russian region in 1972 and opened its calories but we recognise that more must first Pepsi plant there in 1974. be done to help people manage their caloESSA net revenue in 2016 was $10.216 rie intake. Working together with our billion, down 3% against the previous industry peers, this accelerated programme year, but operating profit was up 2.5% to to reduce sugar is one of the ways we are $1.108 billion. During 2016, ESSA was bringing our Performance with Purpose positively impacted by productivity gains, vision alive. We aim to deliver strong partially offset by higher raw material financial performance sustainably over costs (in local currency terms, driven by a time in a way that is responsive to the strong US dollar), operating cost infla- needs of society.” J




Four PET Lines With High Flexibility CMI has installed in one of the South A American plants of the Coca-Cola Femsa Group four PET lines of the latest

changeover, reel changeover systems, etc.

Mobile Gate System Turning to the description of the supply, each of the two compact lines installed in Coca-Cola Femsa is equipped with a dynamic accumulation table, the only accumulation table of the line, and with a “mobile gate” system, patented by ACMI, which connects the labeller to the Fenix 295 shrink wrapper. It is precisely the shrink wrapper Overall view of the installation. which, according to the fluctuations of the downstream this stretch wrapper it is possible to cusmachinery regulates the labeller tomise each single parameter of the wrapproduction speed so as to ensure ping cycle and create holding straps and constant performance and avoid the ropes. In the event of accidental breakage of installation of an further accumula- the film, as the machine is equipped with tion table. an automatic changeover system of the The shrink wrapper model entire pre-stretch unit, it automatically installed is a two lane model of 95 replaces the unit without the need for the strokes per minute, equipped with presence of the operator. an automatic film changeover sysMoving on to describe the last two lines tem and an external reel carrier box. installed in chronological order, the main The system, using a double circuit, difference lies in the absence of the labeller, makes it possible to switch from the which has been incorporated into the blowFenix shrinkwrapper with automatic film changeover. film of the used reel to the film of the new reel in a The two compact lines are the ones that time of about ten seconds and, reach the higher speeds recording a filling thanks to the external reel carrier speed of 44,000 bottles per hour. The con- box, allows the operator to replace cept of the “compact” line was introduced the reel operating in an ergonomic by ACMI for the first time in 2009 and safety position. focuses on the labeller-shrink wrapper connection and the high level of performance Twisterbox Layer Formation and reliability of its machines. In addition, System it is essential for all the machines to be A spiral elevator moves the packs to equipped with automatic feed systems of the fast Faster model high infeed consumables and automatic film palletiser that has been integrated in the two module Twisterbox layer formation system. The Vortex pallet stretchwrapper. Twisterbox installed in Femsa is a latest generation model, with carbon grippers, capa- ing-filling unit, and in the two Fenix shrink ble of handling any format with wrappers, belonging to the two lane 265 extreme delicacy and precision. The series, of 65 strokes per minute. As regards outfeed pallets reach the Vortex the rest of the line, this is identical to that model rotating ring stretch wrapper of the two 44,000 compact lines described through a series of high precision above, both as regards the automatic materroller conveyors. The stretch wrap- ial changeover systems and as regards the per mounts one metre reels and is palletiser and stretch wrapper models. equipped with an electronic pre- Thanks to this supply, the Coca-Cola stretch unit which makes it possible Femsa Group can count on a bottling sysSeries of Faster palletisers with Twisterbox® layer to handle very thin film and reach tem with high performance and great flexiformation system. pre-stretch values of 400%. With bility. J generation each able to handle 12 different formats. Of the four lines, the first installed in chronological order have a nominal filling capacity of 31,500 bottles per hour, while the last two reach a nominal production speed of 44,000 bottles per hour. The formats range from 0.25 to 3 litres. The first two lines installed are PET lines designed with the “compact line” system, while the last two are integrated in two Ergobloc systems not supplied by ACMI.



Pentair Offers Integrated and Sustainable Production Solutions he variety and complexity of products that T dairy, food and beverage processors produce to stay competitive, challenges them to combine consistent quality, cost control and sustainability. Pentair’s integrated and sustainable production solutions that include a wide valve range for hygienic and aseptic processing, quality control instrumentation, membrane technology for water and product filtration, and biogas and carbon dioxide recovery systems, helps customers create a highly efficient and advanced production operation. Components

Pentair’s Südmo’s 365it Complete Mix Proof Valves provide more safety, greater efficiency and smarter operation in a space-saving design. Pentair’s Powder Butterfly Valve, available in a USDA compliant variation, features advanced seat technology that optimizes performance in harsh abrasive environments.

Pentair Haffmans’ complete range of quality control technology measures carbon dioxide (CO2) and oxygen (O2) in the laboratory, packaging, at-line and in-line. Systems

Food processing waste streams such as condensate of whey and waste water is often treated in anaerobic digesters that generate biogas as part of the process of processing the waste. Pentair biogas recovery systems utilize membrane and cryogenic technology to recover 100% CH4 with minimal CO2 emission. This biogas can be converted to bio-methane of natural gas grid quality and CO2 of food/beverage quality creating a dual value stream. The high caloric bio-methane can be fed into the national gas grid, used as vehicle fuel or consumed on site. The purified CO2 is ready for food grade applications and can be used on-

site or sold to a third party. Service

Pentair’s products, backed by the company’s multi-disciplined team, provide unparalleled

customer service and technical support. Pentair offers original spare parts planning, for preventative maintenance, emergency repairs, and customer-specific maintenance schedules. By doing this, Pentair not only addresses urgent maintenance work and repairs, but take preventative measures to help minimize maintenance time and unscheduled downtime. J

IRL P: +353 (0) 1 206 3546 UK P: +44 (0) 1905 797 280 E: Sales_sudmouk@pentair.com




Arla Foods Accelerates Capital Investments to Boost Profitability Arla Foods expects to invest €335 million in its production sites around the world during 2017 to support its recently unveiled new development strategy, designed to switch more of its milk from bulk commodity products into branded retail sales and into the food service channel. he capital investment programme represents a substantial increase on the Eur228 million spent in 2016 and is one of the highest ever single-year supply chain investments in the global dairy group’s history. Operating production facilities in 11 countries and sales offices in a further 30, Arla Foods is the world’s fifth largest dairy company and biggest supplier of organic dairy products. As a co-operative, owned by 12,000 dairy farmers from Denmark, Sweden, the UK, Germany, Belgium, Luxemburg and the Netherlands, Arla Foods’ objective is to deliver the highest value for its members’ milk, while seeking growth opportunities. To achieve this in the volatile post-EU milk quota era, Arla Foods recently changed its approach to focus on organic growth rather than expansion by M&A activity.


Arla Foods is the world’s fifth largest dairy company and biggest supplier of organic dairy products.

Arla Foods is now focusing on six market regions - Europe, the Middle East, China, Russia, Nigeria and the USA. €335 Million Investment Programme The major part of this year’s forecast Eur335 million investment across Arla Foods’ supply chain will focus on production upgrades to increase the profitability of products sold in core markets such as Germany, the UK, Denmark, Sweden, the Netherlands and Finland as well as on production sites that supply high-quality dairy products to the group’s emerging markets outside the EU. “With these investments we continue our relentless pursuit of the goals in our Strategy 2020 to move more milk from bulk into brands and improve the profitability for our farmer-owners. You will see Arla take an even stronger position in the market as

Peder Tuborgh, chief executive of Arla Foods.

Development Strategy Arla Foods has restructured its business in line with its new ‘Good Growth 2020’ development strategy, which has identified eight global dairy categories and six market regions for delivering the best returns for the dairy co-operative’s farmer owners from its expanding milk pool. The eight dairy categories are: butter & spreads, spreadable cheese, speciality cheese, milk-based beverages, yogurt, milk & powder, mozzarella, and ingredients. Growth in these priority areas will be pursued through marketfocused innovation and primarily by leveraging the group’s three global brands - Arla, Lurpak and Castello. Having already established strong market positions in Northern Europe and the Middle East while also growing in emerging regions such as China, sub-Saharan Africa and Russia,

Arla Foods expects to invest Eur335 million in its production sites around the world during 2017.



the innovative farmer-owned dairy company, providing greattasting, natural dairy products that help people make good food choices. That is the main focus of these investments,” explains Peder Tuborgh, chief executive of Arla Foods. An important aspect of Arla Foods’ ‘Good Growth 2020’ strategy is to grow food service sales significantly by 2020. Consequently, around Eur18 million of the planned 2017 investment will be used to expand and develop production for food service customers. One such investment is Eur13 million for Rodkaersbro dairy in Denmark, which is one of the leading mozzarella sites in the world. By investing in new world-class technology, Arla Foods will be able to take the product quality to new heights as well as expand the site’s production of mozzarella for the international pizza industry. A World Leader in Whey Protein and Lactose A further Eur30.6 million will be spent on general upgrade and expansion of production facilities at Arla Foods’ Denmark Protein site near Videbaek in Denmark which produces protein, lactose and other high value-added whey-based ingredients for the global food industry. “One of the ambitions in our Strategy 2020 is to be a global leader in natural whey ingredients for food producers in a range of categories – from bakery, beverages, dairy and ice cream to medical, infant and sports nutrition. The investment in our Denmark Protein site is key to meeting that ambition and it will help us build on an already strong and profitable part of Arla’s business,” explains Povl Krogsgaard, vice-chief executive and executive vice president of Arla Foods’ supply chain. Spreadable cheese and cream cheese is another high priority product category for Arla Foods. The dairy giant intends to build on its already strong market positions in this category in Northern Europe, the Middle East and the US, and will invest over Eur12 million in its key Povl Krogsgaard, vice-chief executive and cream cheese dairy executive vice president of Arla Foods’ supply site in Holstebro in Denmark to introchain. duce new, innovative packaging designs that will give products an edge on the supermarket shelf. The first phase of this project is expected to be completed by the end of 2017, with phase two to follow in 2018.

Arla Foods is owned by 12,000 dairy farmers from Denmark, Sweden, the UK, Germany, Belgium, Luxemburg and the Netherlands.

UK Business The 2017 investment plan earmarks expenditure of Eur44 million (£37.5 million) across Arla Foods’ UK sites and logistics - an increase of 51% from 2016. The UK is Arla Foods’ single largest market. Indeed, Arla Foods UK is Britain’s largest dairy company. In addition to being a leading supplier of fresh milk, and number one in butter, spreads and cream, Arla Foods is the UK’s largest cheese manufacturer. It has also built the world’s largest fresh milk facility located at Aylesbury in England. All 13 UK production, packing and distribution sites will benefit from the increased investment as well as Arla Foods UK’s logistics operation. For instance, £5 million will be spent at Taw Valley creamery, in Devon, to further develop capacity and harness the latest technologies to support product quality for its award winning hard cheeses. Similarly, £5 million will be invested at the Stourton dairy, in Leeds, in a number of projects including a new packing facility that will allow the site to increase production of own-label flavoured milk. A significant proportion of the £3.5 million planned for Arla Foods’ state-of-the-art fresh milk processing site at Aylesbury will go on new processing equipment for Arla B.O.B, the award-winning fat-free skimmed milk that tastes as good as semi-skimmed. The Westbury site in Wiltshire, which is home to Anchor butter, will receive £3 million investment. Tomas Pietrangeli, managing director of Arla Foods UK, comments: “Last year, I unveiled the most ambitious UK business strategy to date to make Arla a household brand by 2020 and grow its

Investing in Improving Efficiency As part of Arla Foods’ ongoing commitment to keeping operational cost low, some Eur22 million will be spent across all sites on the continued rationalisation of production “Arla already runs one of the most efficient supply chains in our industry, and every year we find new ways to make our production sites even more efficient as we work to establish one European milk pool to ensure a more holistic use of our milk across the Arla group. Overall, we have set an ambitious cost improvement target of Eur400 million to be reached by the end of 2019. This is done to secure the highest value for our farmers’ milk while creating opportunities for their growth,” says Povl Krogsgaard. The 2017 investment forecast also includes 150 projects at a total investment of about Eur5 million aimed at improving Arla Foods’ energy efficiency. FOOD & DRINK BUSINESS EUROPE, APRIL 2017


prices, Arla Foods delivered financial results above its targets on most measures, with net profit at 3.6% of sales, a strategic branded volume driven revenue growth of 5.2% and a growth in brand share to 44.5%. Leverage was 2.4. “Our 2020 strategy has guided our business in 2016 as we sought to mitigate the impact of the extremely volatile market in Europe. We are more focused than ever on brand and category development as well as our geographic markets, and we succeeded in building our market shares in many of our strategic growth regions outside the EU,” says Peder Tuborgh. The chief executive of Arla Foods elaborates: “The year was very tough for our farmer-owners, as they were not immune to the sustained period of low milk prices in the global dairy industry for the last two and a half years. Consequently, the multiple increases we were able to deliver in Arla’s prepaid milk price during the last four months of the year were much-needed.” Tomas Pietrangeli, managing director of Arla Foods UK.

revenue by nearly a third. This ambition is part of the company’s global strategy for growth and will position Arla as the champion of British dairy. By continually investing and improving our sites, we can ensure we grow capacity, maintain high quality of our products and ultimately return the best possible price to our farmer owners.” Elsewhere in Europe, Arla Foods plans to spend Eur34 million to modernise its two major German sites at Upahl (Eur19 million) and at Pronsfeld (Eur15 million) in 2017. The dairy co-operative will also invest Eur38 million (SEK360 million) in its Swedish business during 2017. Financial Performance Arla Foods has made a solid start to delivering its ‘Good Growth 2020’ strategy by managing to achieve strong branded growth despite the volatile trading environment during its 2016 financial year. Although group revenue declined by 6.8% to Eur9.57 billion in 2016, as a direct result of lower sales prices in the global dairy market, Arla Foods continued to improve the quality of its sales by moving more milk from bulk to brands to increase net profit by 20.7% to Eur356 million. In the second half of the year, Arla Foods introduced increases in its pre-paid milk price to farmers by nearly 30% and expects annual revenue and performance price to improve in 2017. In a year with extreme volatility in raw milk production and farm gate

Outlook For 2017 In 2017, Arla Foods expects group revenue to grow significantly due to a continued growth in the company’s branded business as well as higher prices in the market globally. “We are confident that the improved quality of our business as well as our Good Growth 2020 strategy put us in a favourable position and will ensure that we are ready to capture the full potential of the market as it continues to evolve and globalise in 2017,” says Peder Tuborgh. “You will see Arla take an even stronger position in the market as an innovative dairy company that provides natural and healthy food to consumers and customers worldwide.” J

The 2017 investment plan earmarks expenditure of Eur44 million (£37.5 million) across Arla Foods’ UK sites and logistics - an increase of 51% from 2016.

Get More Value Out of Your Dairy Based Ingredients he global market for high-value dairy T based ingredients for infant, sports, and clinical nutrition is growing at high

leading supplier of advanced filtration and separation technologies for the global dairy and food industry. In close co-operation with customers Tetra Pak Filtration Solutions develops innovative solutions for new, natural, and highly profitable ingredients that address current and future consumer needs. Originally used primarily for water removal and protein concentration in the dairy industry, membrane filtration is now playing a crucial role as a valueadding technology in the dairy as well as other sectors of the food industry. J

rates. At the moment, the world’s major dairy processors are expanding and refining their milk and whey processing facilities to capitalize on this opportunity, looking to get maximum value out of their product streams by means of advanced filtration and fractionation technologies for new ingredients like hydrolysates, micellar casein, Lactoferrin, and WPI. Tetra Pak Filtration Solutions is a FOOD & DRINK BUSINESS EUROPE, APRIL 2017





Eilersen Electric Launches the World’s First Hygienic Beam Load Cell ilersen is releasing a new series of digital E load cells in a hygienic (aseptic) design for dynamic weighing, process weighing, filling, packaging and general weighing applications targeted primarily at food and pharma customers. The new hygienic design is unique without any exposed bellow grooves, facilitating easy cleaning to minimize the risk of bacteria and contaminants on the load cells, and thereby ensuring an overall high level of hygiene. All Eilersen load cells are developed and manufactured in Denmark and based on a highly accurate and very robust capacitive measuring principle. This technology allows an installation without complicated, nonhygienic stay rods and overload protection devices, which are applied in most strain gage load cell installations and result in a non-hygienic final installation. The absence of overload protection devices in an installation with the new Eilersen hygienic load cells further improves the existing design, and thereby provides an installation which is even more simple, easy to commission and hygienic. World’s First Hygienic Beam Load Cell

The new Eilersen beam load cell type BL is the world’s first beam load cell in a hygienic design and is characterized by the smooth bellow, which provides a clean, maintenance free installation and is unique for weighing systems using beam load cells. Beam load cells in general are known for the difficulty when cleaning

Eilersen is releasing a new series of digital load cells in a hygienic (aseptic) design for dynamic weighing, process weighing, filling, packaging and general weighing applications.


The new Eilersen beam load cell type BL is the world’s first beam load cell in a hygienic design and is characterized by the smooth bellow, which provides a clean, maintenance free installation and is unique for weighing systems using beam load cells.

EtherNet IP and Modbus TCP. In addition, the new hygienic load cells can be supplied with a range of digital weighing terminals that include standard firmware for most weighing applications or customized firmware. Reliable Capacitive Technology

the bellows and the need for overload protection devices, both of which are not necessary when installing Eilersen beam load cells. The new hygienic design from Eilersen eliminates the difficulties in cleaning the load cell surfaces, and thereby reduces the risk of product contamination. The new hygienic digital beam load cell type BL is produced in electro-polished stainless steel, hermetically sealed (IP68) and can be supplied in capacities up to 1000kg with 0.025% accuracy. The load cell type BL is ATEX certified for installation in ATEX zone 1, 2, 21 and 22. New Application-specific Integrated Circuit (ASIC) Provides Optimal Specifications During development of the new range of load cells, the specifications have been optimized through a proprietary ASIC, which is manufactured for Eilersen utilizing the newest technologies. Flexible Instrumentation

The new load cells can be supplied with the most common fieldbus interface options such as PROFINET, Profibus DP, FOOD & DRINK BUSINESS EUROPE, APRIL 2017

Eilersen has more than 40 years’ experience as experts in industrial weighing, with capacitive load cells that are known for a simple mechanical and simple electrical installation, reducing both the overall installation cost and minimizing customer’s maintenance costs. These characteristics are known and appreciated by satisfied users in more than 85 countries all over the world. For further information contact: Eilersen Electric A/S, Kokkedal Industripark, 4 DK2980 Kokkedal. Tel +45 49 180 100; Email info@eilersen.com; Web www.eilersen.com. J

The new hygienic design from Eilersen eliminates the difficulties in cleaning the load cell surfacess, and thereby reduces the risk of product contamination.




Hygienic Sealed Wall Kerbing Within Food and Drink Factories n the food and drink factories it is an important factor when manIucts, ufacturing, processing, packaging and distributing quality proddaily. With various processing areas in a factory it is imperative that the construction of the factory will not impede production or fail due to its impact wear. With strict demands within the food and drink industry it is crucial to provide a highly hygienic environment to avoid all costs of contamination. The choice of material within a factory design is highly important to withstand the regular cleaning regimes as well as increasing the clean ability of the environment. Aspen Stainless are the UK’s exclusive agent of Polysto hygienic wall kerb range. Each kerb is made from a very strong polymer with a smooth finish, the kerbing is designed to reduce the ingress of liquids and provide protection to walls, columns and the door edges from floor level.

To increase clean ability a Polysto rebated wall kerb can be installed with a resin floor to create a smooth curve. The rebated kerb eliminates the stand 90 degree angle which increases clean ability and decreases the risk of dirt traps. When installed the wall kerb is sealed with a high quality silicone based food joint sealant, which contains a special fungicide to prevent build-up of bacteria. The high strength formula is ideal for food environments for its high humidity and temperature resistant attributes. Accompanied with wall cladding and bump rails Aspen can provide a completely sealed hygienic surface between floors and walls. The added protection will support daily traffic and the potential loading bay collisions. Browse the product range online, which has full technical data available to download and discuss your bespoke requirements with the Aspen Technical Team at +44 (0)115 986 6321; www.aspen.eu.com. J FOOD & DRINK BUSINESS EUROPE, APRIL 2017



Healthy Outlook For €91 Billion European Seafood Market Because of its healthy image, seafood consumption in Europe is rising but sustainability and traceability are becoming increasing important to consumers. ccording to a new Eurobarometer survey on EU consumer choices regarding fishery and aquaculture products, fish consumption is increasing, with 42% of Europeans eating fish/aquaculture products at least once a week at home, highlighting the need to ensure a sustainable supply of fish to the EU market. People in the EU eat seafood quite regularly, although how far they live from the sea plays a role in how often fish is consumed. The majority of Europeans say they eat fish because it is healthy. “This survey helps us see how Europeans choose their seafood. This helps inform our policies,” explains Karmenu Vella, European Commissioner for the Environment, Maritime Affairs and Fisheries. “We must make sure that consumers continue to have a wide range of high quality seafood to choose from. That is why we are determined to reach targets on sustainable fishing by 2020.”

States, highlighting the potential for reinforcing the EU internal market for fishery and aquaculture products.


Consumer Preferences For seafood, there is a strong preference for regional, national and European origin (80%). The majority of consumers indicated that they like to try new products and species, which shows the importance and potential of diversified sourcing. Reducing import dependency by developing sustainable fishing and aquaculture in the EU is again emphasised. Indeed, 68% of consumers indicated that they would eat more fish if the prices were lower. People mainly buy their seafood at the supermarket, and they look first at its appearance, then at its price and origin. Karmenu Vella, European Commissioner for the Europeans trust the content of labels, Environment, Maritime Affairs and Fisheries. especially when the information provided is required by law, as 66% think the information on products is clear and easy to understand, showing that EU labelling rules are working. The survey findings are largely confirmed in a new study by EUMOFA, the Commission’s European market observatory for fisheries and aquaculture products. The study, which looked into retailers’ strategies and national campaigns promoting seafood consumption, notes the growing importance of farmed seafood products in the EU market, given the need for retailers to ensure a stable supply. The analysis also finds that various categories of consumers show common attitudes and behaviours across Member

Industry Consolidation The European seafood industry is becoming increasing consolidated in nature and merger and Stefan Descheemaeker, chief executive of Nomad acquisition activity has been accelerating, Foods. leading to the emergence of a number of large, international processing groups. The top ten processors now control over 20% of the European seafood market, which is worth over Eur91 billion, according to Food For Thought (FFT), the leading independent, international food and drink consultancy, specialising in strategic research, food and drink industry insight and financial expertise. The leading company by market share value is Nomad Foods with a 5.4% share, followed by Lion Capital incorporating Young’s Seafood (3.6%), Marine Harvest (2.3%), Icelandic Group (2.3%) and Agama Group (2.0%) of Russia. The Top Ten European seafood companies, ranked according to their market shares, are listed in the Table, which is based on Food For Thought data. Market Leader Market leader Nomad Foods, which is also Europe’s leading frozen food company, was created following a series of major acquisition deals, orchestrated by Nomad Holdings, a publicly listed acquisition company. Nomad Holdings initially purchased Iglo Foods, Europe’s largest frozen food business with iconic brands including

The majority of Europeans say they eat fish because it is healthy.



Birds Eye in the UK and Ireland, Iglo in Germany and other continental European markets, and Findus in Italy, for Eur2.6 billion from private equity group Permira. The enlarged business subsequently changed its name to Nomad Foods. Nomad Foods further extended its European footprint with the acquisition of Findus Group’s continental European businesses in Sweden, Norway, Finland, Denmark, France, Spain and Belgium Bill Showalter, chief executive of Young’s Seafood. for £500 million. These operations include the intellectual property and commercialisation rights to the Findus, Lutosa, and La Cocinera brands in the respective markets. The remaining part of the Findus Group, including Young's Seafood in the UK, was not part of the deal and is still part of the Lion Capital portfolio. The acquisitions created a pan-European food business with operations in 17 countries and annual sales of about Eur2 billion. Generating over a third of group sales, frozen seafood is Nomad Foods’ largest category ahead of vegetables, poultry and meals. Building on its anchor investment in Iglo Group, completed in June 2015, Nomad Foods’ goal is to build a global consumer foods company. In addition to pursuing organic growth initiatives, Nomad Foods will also seek strategic acquisitions to build a portfolio of best-in-class food companies and brands within existing and new categories. “We continue to see further acquisition opportunities and believe we are well positioned to execute both bolt-on synergistic acquisitions in European frozen as well as broaden strategic transactions globally as a means of delivering value for shareholders,” says Stefan Descheemaeker, chief executive of Nomad Foods. Young’s Seafood Refocuses Following the Findus disposal, Young’s Seafood, the leading seafood manufacturer in the UK, has been focusing on cost management, relationships with retailer customers, strengthening the Young’s brand, diversification, international business development, exports and food service. With a turnover of £600 million and operating 12 manufacturing sites across the UK, Young’s Seafood provides a broad portfolio of chilled and frozen fish to Britain’s major retailers, restaurants and food service businesses. Bill Showalter was recently confirmed as chief executive of Young’s Seafood and also heads the parent company Young’s Seafood International Holdings. He has led the company’s proactive response to the challenging raw material inflation and foreign exchange dynamics following the ‘Brexit’ vote. This strategy and the strength of the brand have resulted in the company retaining its industry leading market share position. “Young’s Seafood is the number one fish and seafood business in the UK,” points out 48

Alf-Helge Aarskog, Harvest..

Bill Showalter. “We are making significant progress executing our strategic plan, in challenging market conditions, and will continue to be dynamic and proactive in our response to change. Young’s has a broad portfolio as a multi-channel, multi-customer, multitemperature and multi-category company, offering branded and retailer own-label seafood across the retail and food service sectors. Our focus continues to be on inspiring people to love fish now and for generations to come, and on providing great quality and value to our customers and consumers.”

Further Expansion By Marin Harvest After achieving record high operational results in 2016 – delivering EBIT of Eur700 million for the full year – Marine Harvest, which is one of the largest seafood companies in the world, is continuing to expand its international operations. Having just entered a strategic partnership with Denmark-based Espersen for the processing and distribution of chilled whitefish products, Marine Harvest is also embarking on the development of a new £80 million salmon feed plant in Scotland. Headquartered in Bergen, Norway, Marine Harvest is the world’s largest producer of Atlantic salmon, satisfying one fifth of global demand. Employing 11,700 people, the company is represented in 24 countries worldwide. The strategic alliance with Espersen will enable the partners to offer “European customers one-stop shopping for chilled seafood products,” points out John Paul McGinley, commercial director of Marine Harvest. “Espersen is strong in white fish, while Marine Harvest is strong in salmon. Together, we can offer a wide assortment of chilled seafood products for every occasion through one point of contact.” Marine Harvest is simultaneously moving to strengthen its position in North America with the opening of a new plant in Dallas, according to Alf-Helge Aarskog, chief executive of Marine Harvest. The Norwegian seafood group also plants to build a new value-added facility in British Columbia this year. “Marine Harvest is also nominated to purchase farming assets on the East Coast of Canada, which in the future can further chief executive of Marine strengthen our supply to the North American market,” adds the Marine Harvest chief. J

The Top 10 Players in the European Fish Market Company 1 Nomad 2 Lion Capital 3 Marine Harvest 4 Icelandic Group 5 Agama Group 6 Pomona 7 Heristo 8 Bolton 9 Pescanova 10 Fish Roud

Market Share 5.4% in 16 markets 3.6% in 14 markets 2.3% in 16 markets 2.3% in 7 markets 2.0%in 2 markets 1.5% in 2 markets 1.1% in 10 markets 1.1% in 15 markets 1.0% in 9 markets 0.9% in 1 market

Coverage: Europe (24 countries): Countries: Austria, Belgium/Lux, Bulgaria, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Netherlands, Norway, Poland, Poland, Poland, Poland, Portugal, Romania, Russia, Slovakia, Spain, Sweden, Switzerland, Turkey, United Kingdom. Products: Fresh Fish, Canned Fish, Frozen Fish, Dried Smoked Salted Fish. Market shares are for end-retail and foodservice markets by value, based on weighted averages of value market data and retail and foodservice buy-in prices. Source: Food for Thought, see: www.fft.com.


AGRO Merchants Group Expands in the Iberian Region GRO Merchants Group, a global leader in cold storage and logistics solutions, A has announced the acquisition of Cold Land SGPS SA from funds affiliated with InterRisco, a premier Portuguese private equity firm, and Portugal Ventures, a venture capital and private equity firm. Cold Land is the parent company of Frissul and Frigomato, which together offer 303,200 cubic meters of storage capacity or the equivalent of 55,700 pallet positions, making it the leading cold storage operator in Portugal and a key player in the Iberian Peninsula. This latest acquisition for AGRO expands its footprint in a key strategic region and significantly broadens its capabilities and service offerings throughout the food supply chain. The current management team, led by CEO Afonso Almeida, will continue to lead the business in Portugal. The company’s largest cold store is located in Carregado Industrial Estate in the Lisbon district. Two additional facilities are based in Aveleda and Aguda, both in the Porto area. The business is well-known for its high levels of quality, innovation and extensive expertise in value-added services, plus technology systems that enhances productivity throughout the distribution process. Product expertise includes frozen/deepfrozen such as ice cream, bread, pastries, produce and protein, as well as refrigerated products like dairy and cold meats. The company has developed a deep roster of customers across the food chain including producers, retailers, distributors and traders. Group certifications include ISO 9001, SMETA and IFS Logistics.

Strategic Goal This latest acquisition by AGRO furthers its strategic goal to become the leading cold storage and logistics service partner serving the Iberian Peninsula. In March 2016, AGRO acquired Barcelona-based APC, a cold storage leader in Spain with two facilities totalling 55,000 pallet positions. Also in 2016, AGRO completed a state-of-the-art expansion of its Algeciras warehouse, which increased that facility’s capacity to 15,600 pallet spaces.

“Frissul and Frigomato are valuable additions to our global cold storage network given the quality infrastructure, customer base and focus, management team and high standards of service,” says Carlos Rodriguez, CEO of AGRO Merchants Group. “The Iberian Peninsula is also one of several key clusters for our group, with current operations in Algeciras and the Barcelona area and plans to expand further in the region. The addition of Frissul and Frigomato extends our geographical coverage and enhances our capability to offer full transportation and FOOD & DRINK BUSINESS EUROPE, APRIL 2017

distribution solutions to existing and new customers.” Afonso Almeida, Cold-Land CEO, comments: “I was invited by Inter-Risco to join Cold Land’s team just after they acquired Frissul. I found a fantastic company with amazing people and I always was supported by our shareholders and their teams. We are extremely proud of the work that we jointly developed over the last years and we believe that this work was recognized by the interest of AGRO Merchants Group in integrating Cold Land on its cold storage network. We believe that with this acquisition, Cold Land will continue to affirm its relevant role in the market and increase its capabilities, in a more and more logistically integrated world.” About AGRO Merchants Group AGRO Merchants Group owns and operates 60 facilities in 10 countries – Spain, Portugal, the Netherlands, UK, Ireland, Austria, the US, Brazil, Chile and Australia. AGRO is focused on providing innovative cold chain solutions on a global basis by partnering with the highest quality family businesses and creating new, reliable, and integrated trade networks to help its customers grow. AGRO invests in modern assets, industry-leading technologies, and value-added service offerings to ensure the highest quality supply chain management standards in the industry. For additional information, please visit AGRO’s website at www.agromerchants .com. J 49


Leave the Wood – Go Plastic By Jim Hardisty, MD of Goplasticpallets n today’s hard-working supply chain, Iprocesses there are constant demands for logistic to become more efficient, sustainable and cost efficient, without compromising on hygiene, time or requiring more resources. Yet one simple way of improving a closed loop supply chain, which is highly common within the food and drink sector, is the employment of plastic pallets. Plastic pallets offer a high return on investment thanks to their long “working life” and contribute to a more proficient, sustainable supply chain. Something both owned and rental wooden pallets cannot offer. There are many applications where plastic pallets outperform their wooden predecessor. This is why we’ve seen many food retailers adopt plastic pallets, because they show their value in hygiene-reliant environments, handling edible consumer goods. Closed Loop A great example of this is in closed loops, where a “pool” of pallets has been created by a company, as a group of assets working together, for repeated use. In a closed loop, the owner of the pallets will use them to repeatedly transfer goods between a number of specific locations. They are regularly serviced and facilitate the return collection of the pallets on the next trip. These closed loops can work between production facilities and regional depots, or between NDC’s (National Distribution

porting plant fertiliser one day, packed chicken then next – and are never washed. On the contrary, plastic pallets are made from hygienic, food-grade materials, specifically designed for such use. They are easy to clean and can even be printed to ensure clear identification, supporting the separation of different food stuffs where necessary.

Jim Hardisty, MD of Goplasticpallets.

Centres) and large clients – in fact it is quite surprising how many businesses are harbouring a potential closed-loop scenario. The loop may serve a number of applications or requirements, demanding a lot from the pallets in use – flexibility, durability, strength, hygiene and consistency. This is why plastic pallets thrive in this in environment, where wood will only deteriorate. Why are Plastic Pallets so Effective in a Closed Loop? The contained nature of a ‘closed loop’ allows the freedom to purchase the most suitable plastic pallet for the application in question. By specifying a highly robust pallet, logistics professionals can ensure a return on the original investment in the medium term. They would then go on to achieve a “super return” with heavy duty pallets, such as our APB 1210 Pool pallets, because they have a working life in excess of ten years. Thanks to their durability and how easy they are to clean, when the transported goods finally arrive at a client’s premises, they are presented in a professional, clean manner. Completely improved by the use of plastic pallets. Hygienic and Easy to Clean Rental wooden pallets schemes are also used in closed loops. However, the nature of these schemes mean that the rented wooden pallets could have previously been used in any type of environment – transFOOD & DRINK BUSINESS EUROPE, APRIL 2017

Strength You can test both wooden and plastic pallets to assess their strength, but you can only guarantee and accurately test the consistency, strength and loading capacity of a plastic pallet. Purely because wood is a natural, inconsistent product. Consistent, Time and Time Again Moulded under extreme pressure in highly polished moulds, plastic pallets offer consistent, dimensional accuracy and loading capacities, which their wooden counterpart cannot. Guaranteed Long Life The life of a plastic pallet is dependent on several variables, including the type and style of pallet in use and the application environment. For example, in a closed loop scenario with normal handling and loading, a plastic pallet has the potential life span of up to 10 to 15 years and sometimes more. Whereas the wooden alternative will always deteriorate, weaken and shrink over time, regardless of how it is handled. These are just some of the benefits of utilising plastic pallets. Other advantages include: lower waste disposal costs, streamlining of labour and operations, reduced CO2 footprint and safer handling. With so many benefits to adopting plastic pallets for use within a closed loop supply chain, there’s no reason not to leave the wood and go plastic. Goplasticpallets are the UK’s leading independent distributor of returnable plastic packaging. Visit www.goplasticpallets .com to view the full product range, or call 01323 744057 to discuss your application. J 51


Move More With Less aking sure you have the right goods and M platforms available in the right place, at the right time, and in the right condition is

essential. But the supply chain is becoming more and more complex with disruptive new channels, shifting consumer behaviour, increasing legislation, more international trade and ever more focus on our planet. And when it comes to managing disposable and returnable packaging across the supply chain, it can be made far more complex, costly, wasteful and labour intensive than it needs to be. Whether you are moving liquid beverages, condiments, ingredients or dry packaging materials, managing the platforms within your supply chain is not a core, value adding activity for you. But using substandard, inefficient platforms drives up cost, increases the risk of product damage, contamination and injury to your people and diverts resources from your core business. Introducing Pooling Solutions CHEP has helped more companies move more goods, to more places, more efficiently and more sustainably than anyone else in the world. CHEP uses its scale, network and knowledge to help customers share and reuse resources – redefining the way the supply chain works. So that CHEP customers really can move more with less. • More efficiency. Less risk. • More sharing. Less cost. • More simplicity. Less complexity. • More sustainability. Less waste.

Pooling equipment allows CHEP customers to focus their limited resources on serving their own customers rather than buying, repairing and storing equipment. CHEP specialises in pooling solutions, allowing customer to share the use of high 52

• •

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quality, standardised pallets, resuable plastic crates (RPCs) and Intermediate Bulk Containers (IBCs), only paying for the platforms they use, when they use them. Protecting What’s Important When it comes to storing and transporting bulk liquids and dry products and packaging materials, CHEP provides resuable Intermediate Bulk Containers (IBC) to customers all around the world and across a range of industries including food, beverage, dairy, pharmaceutical, cosmetic, chemicals and general manufacturing. CHEP tracks, inspects, repairs, cleans and reuses its platforms time and time again. Meaning that customers can safely, hygienically and efficiently move their ingredients, condiments, beverages, fruit concentrates, oils and dairy products whilst minimising the risk of contamination and injury. It’s kinder on the environment, cutting out waste and saving natural resources. Compared with disposable packaging, drums and bottle in cage, CHEP collapsible and stackable IBCs are designed and tested for strength and durability. • CHEP owns, stores, tracks, delivers, FOOD & DRINK BUSINESS EUROPE, APRIL 2017

washes, repairs and manages, so you can focus resources on your core business. The containers you need, when you need them, with CHEP’s unrivalled supply network. Eliminate non-core CAPEX with CHEP’s flexible service offerings. Simple, collapsible & stackable Intermediate Bulk Containers save on space, storage, handling and transportation costs. Greater efficiencies - up to 25% more loading capacity compared to drums. Make the most of your products - minimise residual waste and reduce the risk of contamination.

Better For Your Business - Better For Our Planet But moving more with less is more than just carbon and cost-efficiency. It’s a philosophy that is at the heart of everything CHEP does for customers. It means looking at the impact of every part of your supply chain to see where CHEP can increase your profitability and reduce the cost to the environment. CHEP works with customers to understand their needs and ensure they have total control and volume flexibility to rent the containers they need, when they need them to support constant and seasonal production requirements. CHEP develops solutions to

reduce their total packaging-driven supply chain costs and ultimately enable them to focus on their core business. If you want to explore CHEP’s Intermediate Bulk Container solutions and unlock the potential in your supply chain, contact CHEP on Tel +44 (0)121 525 6060; Email palleconsolutions@chep.com or visit www.chep.com. J




Food For Thought – Demand-Side Generation ombined Heat and Power (CHP) is C long established as a highly economic and energy efficient way of providing energy to a food factory. With rising power prices, maximising the electricity production from a CHP plant is the usual way to maximise revenue savings. However, most factories do not have a CHP plant, or if they do, the site power demand is in excess of the generation capacity, often due to a limitation in, or lack of, a heat demand. Most sites would have standby diesel generation, which may be used for short periods of supply to avoid the very high power costs of the late afternoon (TRIAD avoidance). But generally, the majority of electrical power on-site is supplied form the electricity grid with the supplier presenting a large monthly bill. Power Bills to Rise Industrial power bills are set to rise significantly over the next few years. This is not due to a rise in the wholesale power price (the base cost of production and supply), but due to all the additional charges and levies applied to it. These additional costs are principally for distribution and paying for green power production. Typically, if the purchase power price was 8p/kWh in 2016, it is likely to be 10.5p/kWh or greater by 2019. If oil and gas prices rise, then the wholesale power price will also rise, increasing this figure further. The Distribution Use of System (DUoS) and Transmission Use of System (TNUoS) costs, also known as TRIAD, are time of

day dependant. These charges mainly apply between 4pm and 7pm and represent 15% -20% of the total energy bill. If a site has a steady load, the recent changes in the DUoS charging method may produce a small overall cost increase. The Green Charges are levied on every kWh used. The principal Green Charges are for the Renewable Obligation (RO) which is currently set at 1.6p/kWh and the Feed in Tariff at 0.5p/kWh. These too are anticipated to rise by at least 20% over the next two years. In addition, another green charge for Contracts for Difference (to subsidise offshore wind and now DRAX biomass combustion) is small at the moment but set to rise substantially to nearly 1p/kWh by 2020. By 2020 the green charges could be 30% of the total energy bill. Demand-Side Generation All this makes the installation of DemandSide Generation, an attractive proposition. Diesel generation is a potential for short periods, but the high cost of fuel and maintenance precludes operating for more than a few hundred hours per year. Also, diesel is considered to be an “unclean” fuel. Gas generation is far cleaner and economic irrespective of gas prices. There is a


case to be made whether this is base load i.e. operating all year round, or intermittent only during the weekday. If the operational cost of generation was 6p/kWh, there would be a current 30% saving on power rising to possibly nearly 50% by 2021. In addition, there may be incentives through the Capacity Market which could be acted upon. Interpreting and understanding how the power costs are going to increase over the next few years can be challenging. However, the published increase in taxes, levies and transmission costs are set to increase by nearly 20% in 2020, irrespective of the wholesale price, thus, making economic sense and supporting a strong business case for Demand-Side Response application. Leading Supplier As a leading supplier, installer and maintenance provider for CHP and gas to power solutions, Edina can deliver a support solution that can reduce your energy costs through on-site power generation. With over 300MWe installed across the UK, Ireland and Australia, Edina continues to work with the food processing industry, supporting clients to reduce their energy costs, reduce carbon emissions and deliver improved business competitiveness. If you would like to discuss the benefits and feasibility of Demand-Side Generation within your business, please contact Ian Farr at ian-farr@edina.eu or visit www.edina.eu. J



Barilla Continues International Expansion as it Celebrates 140th Anniversary Currently celebrating its 140th anniversary, Barilla Group, the world’s largest pasta producer, is to invest €50 million to expand its pasta sauces plant at Rubbiano in Italy. he Rubbiano facility was only opened in 2012 at a cost of Eur40 million. When the expansion is completed in 2018, the Rubbiano site will become the largest and most efficient production plant of pasta sauces in Europe, and one of the most sustainable in the world, in line with Barilla Group’s corporate ethos of ‘Good for You, Good for the Planet’. “It will be a totally integrated factory, designed in-house and fully consistent with the ‘Good for You, Good for the Planet’ business strategy,” points out Carlo Carteri, head of Pasta and Sauce Production Plants in Europe at Barilla Group. “It will feature innovative technology with robotized and digitalized equipment in line with Industry 4.0 logics, capable of further boosting the levels of product quality and safety by combining efficiency and flexibility with a sophisticated traceability system.”


Barilla Group is the world’s largest pasta producer.

When the expansion is completed in 2018, the Rubbiano site will become the largest and most efficient production plant of pasta sauces in Europe, and one of the most sustainable in the world.

About 75% of the facility’s current output is destined for exports, especially to other countries in Europe. The plant is now running at near capacity and the expansion programme will increase production up to 122,000 tons/year. Expansion in Pasta Barilla Group is also continuing to expand its traditional pasta business globally. For example, the Italian family-owned company recently spent Eur15 million to install two new production lines dedicated to pasta at its Solnechnogorsk plant, in the Moscow region, which was already producing sauces, bread, bakery products and biscuits. With annual output of over 1 million tonnes, Russia is now the fifth largest pasta producer in the world and has annual per capita consumption of 7.8 kg. Barilla operates in Russia and in other countries of the Commonwealth of Independent States through the Harry’s CIS brand, which was acquired in 2004. The Italian

group’s presence in Russia began with bakery products, such as biscuits, snacks and bread, but later expanded, in 2009, into the ready-made sauces and pasta sector. On-site production in Russia reached an estimated 27,000 tonnes of pasta by the end of 2016 with revenues of Eur64 million. This has more than doubled the 13,000 tonnes that Barilla was exporting to Russia in 2014, before opening the plant. “Russia is a strategic market for the Barilla Group, as shown by the investment in the Solnechnogorsk plant, which represents an important page in the history of our brand in this country,” says Luca Barilla, vice president of the Barilla Group. “It is a sustainable choice, in line with the only way we do business – ‘Good for



He adopted stylish designs for the first pasta packaging in the 1950s and pioneering promotional campaigns featuring Italian singers, actors and film-maker Federico Fellini. However, the business left family hands in the early 1970s when it was sold to US multinational firm Grace. Pietro Barilla managed to buy back the company in 1979, when his focus turned to growing the business by bringing pasta to all of Italy, then to Europe and beyond under the belief that ‘pasta is the soul of Italian cooking’.

Guido Barilla, President of Barilla Group.

you, Good for the Planet’ - which allows us to make pasta of the same quality produced in Italy, using local raw materials and collaborating with important and qualified partners in the agrifood sector.” Of course, in addition to its global pre-eminence in pasta, Barilla is also a leader in pasta sauce in continental Europe, bakery products in Italy, and crisp bread in Scandinavia. 140th Anniversary Barilla Group is currently celebrating its 140th anniversary, having been established in Parma in 1877 as a shop producing bread and pasta. Pietro Barilla, a grandson of the company founder, who joined the family business in 1947, is credited with masterminding the transformation of Barilla from just another small Italian pasta producer into the world’s largest and best-known pasta brand. A trip to New York after the Second World War convinced Pietro Barilla of the importance of marketing and communication.

Internationalisation The turnover rose tenfold during the following decade and the number of factories increased from five to 25 and employment from 2,000 to 8,500 people as Barilla began to internationalise the business. Following Pietro Barilla’s death in September 1993, the presidency of the company passed to the elder son, Guido, with Luca and Paolo becoming vice-presidents. Barilla Group continued its rapid internationalisation process throughout the 1990s and the first decade of the new Millennium, growing its presence in European and US markets, opening new production plants and acquiring important brands such as Pavesi (Italy), Misko (Greece), Filiz (Turkey), Wasa (Sweden), Yemina and Vesta (Mexico), Lieken (Germany) and Harry’s (France). US Success The Italian group’s assault on the US pasta market commenced in 1996; and within three years Barilla had become the leading US brand. Indeed, Barilla is attempting to emulate its success in the US in other international markets. Still family-owned and run, Barilla Group is now present in more than 100 countries worldwide. “Basically, we are pasta makers and bakers; this is the line of work our family has pursued over the last four generations, with the help of outstanding co-workers. It is the only line of work we can and try to improve every day,” says Guido Barilla, president of Barilla Group. J

Barilla and Ricciarelli – Long-term Partners Facing New Challenges hen Barilla started, 140 years ago, W Ricciarelli was already an important reference for the supply of equipment to the food industry. A long common history of two companies united by a passion for pasta. Ricciarelli has always been a partner of Barilla - facing different challenges from a market in continuous development, on the study of new solutions for packaging and on the individualization of required solutions from more and more integrated and sophisticated logistics. Thanks to the experience gained in the


past decades and to continuous technological development, Ricciarelli is able to offer lines and systems that are completely automated, featuring special patented devices, which assure the best handling of the product and guaranteeing at the same time that packages are perfectly sealed and free from defects. Being a supplier to Barilla means a capacity to generate innovation, personalization of the system and products, quick answers, interaction and mutual involvement on projects. The composition of the team involved in the projects allows both companies to expand their knowledge and optimize their resources to achieve a very satisfactory outcome for both. This doesn’t happen by chance but is earned through the years of completed projects all over the world. FOOD & DRINK BUSINESS EUROPE, APRIL 2017

One of the last major projects was the supply to the Russian factory in Solnechnogorsk of two long pasta packaging lines in cartons; the blue case for which Barilla is known around the world. Ricciarelli was pleased to be chosen for this new launch on the Russian market and to have contributed to the development of this project. J


The Consumer Trends Presenting New Processing Challenges and the Role of Mixing and Blending By Anders Yngwe Soderstjerna, Centre of Expertise Director, Tetra Pak ixing and blending ingredients into a liquid medium is a common process, however with increased pressures on manufacturers to create more diverse products – all with the same smooth and consistent homogenous natural quality – it is a process that remains as important as ever. Over the last five years there has been an increased focus on processing efficiency gains, as well as balancing the refinement of product quality and consistency. The challenge for manufacturers is to combine these improvements with a large-scale expansion of their product portfolio to meet changing consumer demands. Consumers are looking for products that cater to their nutritional needs, as well as offer an exciting experience. There are three key trends driving consumer demand: 1. a preference for food and beverage products that help consumers live a healthy lifestyle; 2. a desire for products offering ‘on-the-go’ convenience, 3. and a focus on products with a ‘natural, homemade’ quality.


The Importance of Mixing and Blending

Mixing and blending is critical because it is the processing phase in which product ‘value add’ is created. If the correct approach isn’t employed at the start of processing, the batch will either be unusable or inconsistent, therefore compromising product value significantly. By applying the right expertise from the start, manufacturers can achieve unique product characteristics that set themselves apart from the competition. Manufacturers must have complete control over every aspect of production from beginning to end. This ranges from having the right initial mixing solution for the product, to having detailed oversight of the many different factors that affect mixing efficiency, and all important end-product quality factors such as texture and taste. Control is essential for ensuring food safety, Tetra Pak’s number one priority. The safety of a product is primarily contingent on the balance of ingredients and the level of heat applied during processing to ensure that the product is adequately sterilized. The number of ingredients variables is increasing. They are now offered in powders, pastes and multiple other forms. It is therefore important that processors can guarantee product consistency and safety, regardless of new ingredient combinations. Powders, which have a longer shelf life, are a particular focus point for processors. They are smaller and lighter, making them more convenient to transport. However, some such as aspartame, powdered milk, and tea powders are prone to foaming and therefore require a special mixing and blending approach. The Integral Role of Processing in Satisfying Consumer Demand

High Shear Mixer.

Consumer trends are driving interest in specific products. They’re looking for products that contain functional ingredients such as added vitamins and protein for general health and physical recovery from exercise. Ambient products, such as longer shelf life yoghurt and beverages are supporting onFOOD & DRINK BUSINESS EUROPE, APRIL 2017

Anders Yngwe Soderstjerna, Centre of Expertise Director, Tetra Pak.

the-go consumption, and more ‘natural’ products with fruit and nut particles are meeting the demand for a more natural, homemade quality. These demands present new processing challenges for manufacturers. At Tetra Pak, we offer our 60-year expertise in providing automated food and beverage solutions to customers combined with a deep understanding of food technology and the challenges manufacturers are facing. To ensure we can consistently offer this service globally, we have established over ten Product Development Centres (PDCs). These centres provide customers with access to experts who can help them test recipes and machinery simultaneously, finding an optimal solution and fast tracking the process of turning ideas into new products and categories that will capture the attention of modern consumers. In conclusion, to ensure products keep pace with the increasingly complex demands of consumers, beverage manufacturers must continue to explore and invest in their processing capabilities. Despite being an existing technology, mixing and blending remains a central processing technique for creating innovative products in the beverage space. J 59


The Admix Fastfeed System – Revolutionizing Batching he Admix Fastfeed powder induction and dispersion system T consistently delivers smooth product for any batch size at controlled feed rates up to 450 pounds per minute in a single pass. With hundreds of global installations, food and beverage processors rely on this system to: • Cut batch times in half • Improve operator safety and ergonomics • Reduce energy consumption up to 70% • Eliminate dusting and reduce air entrainment. The Fastfeed is an integrated, skid-mounted inline system featuring a specially designed powder suction pump and proven high shear mixing technology. It instantly inducts, wets, and disperses countless ingredients such as proteins, gums, starches, vitamins, fiber, sweeteners, stabilisers, emulsifiers, flavours, and colours. Since powders are dispersed into the liquid stream while the tank is being filled, batch times are reduced and time-consuming preblends are eliminated. And because powders are introduced into the hopper at the same rate, batch-to-batch inconsistencies are eliminated, allowing for longer process times and less frequent CIP cycles. The Fastfeed can also feed multiple tanks to hold or suspend product prior to filling or packaging. Constructed of 316L stainless steel components, the Fastfeed requires only 15 horsepower to drive its vacuum pump and built-in

DynaShear disperser, consuming less energy than conventional mixers. Importantly, batching is performed from the safety of floor level, not elevated platforms. Gone too are back injuries and dusting associated with bag-dumping into open top tanks. A Case Study in Quality, Efficiency, and Safety

Recently a beverage manufacturer whose protocol required the carrying and dumping of powder from 50-pound bags approached Admix to improve its batching processes. The ingredients were being dumped into a conventional batch mixer on an elevated batch deck. The client needed to produce product faster, use less energy, and improve operator ergonomics, while maintaining quality product. It also wanted to reduce product loss from producing diverse products in batch sizes from 100 to 30,000 gallons. Ingredients ran the gamut including gums, stabilisers, plant proteins, vitamins, minerals, sweeteners, energy drink components, nutraceuticals, preservatives, acids, whey and milk protein isolates, whey and milk protein concentrates, milk powders, and assorted flavourings. The Solution

Admix representatives conducted a thorough audit and recommended batching improvements using the Fastfeed. This combination of high liquid flow and controlled vacuum induction completely wets and disperses powders inline at the particulate level. This results in no unmixed ingredients ever reaching the downstream blend tank and emulsions in the three to five micron range. After the system was installed, operators could disperse and hydrate all powdered ingredients in a single pass, at induction rates over 450 pounds per minute. Highly-used powders are now inducted from bulk sacks, while the balance of powders are added from 50-pound bags; both from the safety of floor level. Liquid flavour concentrates and purees are also inducted from pails, drums, and totes, without an additional pump. The Benefits

Batch operators now induct, disperse, and hydrate all powdered ingredients in a single pass, at induction rates of 450+ pounds per minute.

The results were far reaching: Fastfeed reduced batch times by 50 percent, utilised 70 percent less energy, eliminated dusting from dumping powders into open top mix tanks, and made every batch size the client needed. Since all mixing is now done inline without time-consuming recirculation loops, air entrainment was drastically reduced also. Today, downstream strainers and filters are not required as smooth product is delivered with every batch run. Batch-to-batch inconsistencies from different operators dumping powders into mix tanks at varying rates are also eliminated. Lastly, the Fastfeed was able to achieve a quick return on investment – in less than one year. To see the Fastfeed in action or learn how it improves operations and product quality, visit www.admix.com/fastfeed. J




How to Achieve the Best Results From Key Ingredients ilverson Machines Ltd have recently S released a series of new ‘How to’ videos on their YouTube channel intended to demonstrate and instruct how to get the best results from various key ingredients in the food industry. Produced by Silverson’s videographer Emanuel Caetano, the series includes ‘How to’ information on applications such as Mixing Xanthan Gum, Dispersing Titanium Dioxide and High speed sugar dissolving at ambient temperature. With more people turning to video for information Silverson began producing video content to demonstrate and instruct how to get the best results in various appli-


cations when using a high shear mixer. Although Silverson have previously produced videos focusing on the capabilities and range of their mixing equipment, the new series of videos is intended to reach out to those who aren’t aware of Silverson and their mixing technology, to help them improve their processes and get the best yield from their ingredients with the help of a Silverson High Shear mixer. With over 70 years’ experience, Silverson are hoping to help a new set of customers with their mixing requirements. By focusing on what people are searching for online, ‘How to dissolve sugar without heating the water’ for example, Silverson’s new videos target a new audience while showing how versatile and useful their mixing equipment is in these applications. Harold Rothman, Managing Director of Silverson says: “Videos are very demonstration friendly allowing the viewer to quickly understand the benefits of Silverson Mixers.” More ‘How to’ videos are currently being


filmed including videos on emulsions and High Active Surfactants. Additional videos will be released over the course of the year covering a wide range of applications over the food, chemical, cosmetic and pharmaceutical industries. To view the videos, please visit: www.youtube.com/silversonmachines and subscribe to the channel to get updates on the newest content and be the first to know when new videos are released. The videos are also available to view alongside the corresponding application reports on the Silverson website at www.silverson.co.uk. J

Cargill Cocoa & Chocolate Launches New Coatings and Fillings argill Cocoa & Chocolate has launched C new additions to its coatings and fillings range offering extended capabilities to manufacturers, with innovations designed to answer key trends and consumer preferences. Each of the coatings and fillings responds to a trend identified in Cargill Cocoa & Chocolate’s recently issued Trends report, namely: Healthy, Sustainable and Clean, and Indulgent. Healthy: • Reduced sugar – for those torn between the desire to indulge and making healthy choices, these coatings and fillings have been

reformulated to reduce sugar by at least 30%, contributing to the reduced sugar claim on manufacturers’ end products. • Source of protein – the trend for protein continues to grow. Breaking free from sports nutrition, protein has now moved mainstream. Packed with around 20% protein, these coatings and fillings are ideal to contribute to the protein claim of cereal bars, biscuits and other final applications with no taste trade-off. Sustainable and Clean: • Naturally coloured with plant extracts – consumers are increasingly looking for natural ingredients and to avoid additives and colourings which can be perceived as unhealthy. Created using plant extracts to replace colourants – from beetroot to give a warm red colour, to spirulina for a deep blue – these coatings and fillings create endless possibilities. Indulgent: • Lemon-flavoured – the demand for citrus flavours is booming worldwide. With natur-

al colour and flavour this coating or filling brings zing and zest to sweet creations. There are also wider possibilities to innovate with even more colours and flavours, such as the popular orange and strawberry, or the on trend coconut. • Salted caramel-flavoured – when warm and comforting winter treats are required this coating and filling combines a vintage toffee flavour with a silky texture – appealing to adults and children alike. To find out more about the coatings and fillings range visit www.cargillcocoachocolate.com/products/coatings-and-fillings/choosing-coatings-fillings/index.htm J

Organic Starches to Meet Growing Food Industry Demand s producers look to source home-grown A organic ingredients with minimum transportation requirements, KRÖNERSTÄRKE, a leading German producer of wheat starches, is now in a prime position to help meet the surge in demand for vegetarian and organic food. The company, which has been producing organic versions of its popular range of starches for nearly thirty years now, is helping food producers to meet strict clean-label and organic standards. One of KRÖNER-STÄRKE’s most popular organic gluten free wheat starches, SANOSTAR, offers outstanding taste and perfect baking properties. It is 100% nonGMO and has guaranteed compliance with improved safety standards as each production batch is analysed by an external laboratory. Its sister product, SANOGEL, a cold swelling organic gluten free wheat starch, is also naturally produced to give a functional ingredient of the highest stan-

dard for food processors needing an organic, gluten free alternative starch. The firm can provide the supply chain with a dependable source of high standard, organic raw materials, which can be used as functional and clean label ingredients in a wide variety of food products. Applications for its organic starches are wide reaching and range from baked goods, delicatessen products, vegetarian burgers, meat and meat replacement products to soups, batters, sauces and fruit FOOD & DRINK BUSINESS EUROPE, APRIL 2017

preparations. No longer a niche sector available only in health food shops, organic and cleanlabel foods are making an increasingly big appearance in main supermarkets and discount stores too. Both bread producers and those catering for the vegan or vegetarian market can take advantage of KRÖNER-STÄRKE’s organic vital wheat gluten. In the bakery sector, it adds texture and softness to bread and in the growing vegan/vegetarian sector, it is ideal for use in Seitan, a meat replacement product. Sourcing dependable raw materials need not be difficult. With KRÖNERSTÄRKE’s totally chemical-free approach to the production of all of its starches, food producers are guaranteed organic starches with full traceability. Even the water used in its grain processing stage is sourced from its own natural spring water well. For more information visit www.kroener-staerke.de. J 63


Natural Flavours Market to Reach US$6.3 Billion by 2020 he global natural flavours market will be T worth $6.295.3 billion by 2020, according to estimates by IndustryARC, the research and consulting firm that publishes more than 500 reports annually in various industries, including agriculture, food, beverages, life sciences and healthcare. Natural flavours are used to add flavour and aroma to food products, drinks, supplements and pharmaceuticals. These ingredients are derived from natural sources such as orange, lemon, grape, onion, beef and others according to the desired taste profile of the product. Natural flavours have extensive usage in packaged food industry. The consumers in developed nations such as Japan, the US, the UK and France are becoming increasingly cautious on the food items they consume. This is due to increasing awareness through blogs and articles which claim the side effects related to artificial flavours consumption. In addition, consumers' shift towards consump-

tion of organic and natural food products which contain minimum added chemicals drives the natural flavours market. The major product types that use natural flavours derived from various sources are beverages, confectionery, bakery, snacks, dietary supplements, dairy and other packaged food. Beverages are the most dominant segment in the natural flavours market. Some of the health conscious consumers are purchasing beverages flavoured with natural flavours derived from exotic fruits and vegetables as they are rich in antioxidants. The rising demand for addition of healthier and nutritious ingredients in major food categories propels the market for natural flavours. APAC is the fastest growing region for natural flavours, which is estimated to reach $1.86 billion by 2020 at a CAGR of 10.5% during 2015-2020. With heightened awareness and wide availability of natural products in the US, North America is the most dominant market for natural flavours currently. The rising organised retail and the exposure of consumers to premium quality products in countries such as South Africa, Brazil, and India will drive the natural flavours market in these emerging economies. The major players in the natural flavours market include: Givaudan (Switzerland), Firmenich International (Switzerland), International Flavors & Fragrances (US),

Takasago International (Japan) and Symrise (Germany). The key players continue to channel funds towards R&D and expansion of production facilities in emerging economies. These players account for approximately 60% of the total market. The mid-sized players such as Frutarom (Israel) are fervently making acquisitions with plans to expand market share in developing countries which offer huge growth prospects for natural flavours in near future. The global natural flavours market report by IndustryARC is entitled ‘Natural Flavors Market By Source (Vegetables, Fruits, Dairy, Meat and Others); By Application (Dairy products, Savory Foods, Beverages, Bakery & Confectionery and others) & By Geography - Forecast (20152020)’. The various product types included in the report are: Bakery & Confectioneryl; Beverages; Savoury Foods; Pharmaceuticals & Dietary Supplements; Dairy Products; and Other Packaged Goods. J


Leading Stevia Producer Set to Double Production ureCircle, the world’s leading producer P of high-purity stevia ingredients for the global food and beverage industry, has com-

line, specifically designed for PureCircle’s Zeta Family ingredients – these are com-

pleted a $42 million expansion of its stevia plant in Malaysia. This major expansion of PureCircle’s facilities will enable the company to double its production capacity and focus on even more efficient extraction and processing from sustainably grown stevia leaf and purification for its next generation of pioneering stevia ingredients. Innovations that have been incorporated into the new facilities include a dedicated FOOD & DRINK BUSINESS EUROPE, APRIL 2017

prised of the most sugar-like steviol glycosides, such as Reb M and Reb D, and allow for the deepest calorie reductions by food and beverage companies. PureCircle’s Group CEO Magomet Malsagov comments: “PureCircle is committed to a substantial ongoing investment programme to ensure that our customers – global food and beverages brands – have year-round access to the highest quality stevia leaf extract that is consistent, sustainably grown and made from the best tasting stevia plant varieties.” J 65


Natural, Fat-soluble Flavourings Allow For the Creation of Outstanding Indulgence Goods ensient Flavors has introduced innovative fat-soluble flavours for fillings in S bakery, confectionery and dairy applications. Nine sophisticated taste profiles have been developed as internal concepts, either as single or dual flavours: apple & almond, banana split, butter mint, cherry, mango, orange & ginger, peanut, praline and smoked coconut. All of the flavours are natural, suitable for vegan concepts and are Kosher certified. In addition, the peanut and almond flavours are ‘nut free’ nut flavours. One key application for the new range is premium filled chocolates, in which the flavours are incorporated into the chocolate ganache filling. To achieve special visual appeal, Sensient Colors’ Spectraflecks™ can be used. These are coloured film particles that add colour to food products and provide, for example, chocolate coatings with colourful highlights.

With comprehensive flavouring expertise as a core competence, Sensient is able to create authentic flavour profiles. Depending on the concept, the company develops tailored solutions in collaboration with its customers. To create multisensory experiences, Sensient’s experts can make use of a broad portfolio of complementary inclusions, including flavoured sugar crystals, popcorn, ground cookies and toffees. In addition, sauces and fillings also play a

key role when it comes to exciting texture combinations; products with tailored viscosities are available, from caramels, chocolate and fruit-based varieties to coffee variants. In general, the sky’s the limit when it comes to product development. “The global chocolate market is set to grow in volume by 5% and increase in value by more than 10% between 2015 and 2020. The challenge for manufacturers is to create products that stand out from the competition. We recognise the consumer demand for sophisticated sensory experiences and, whether that need presents itself as bold flavouring combinations, exciting texture pairings or a unique appearance, with our portfolio, we are perfectly prepared to develop products that are bang on trend and fulfil the most important aspect of sweet treats — being indulgent,” says Simon Daw, Director of Marketing at Sensient Sweet Flavors Europe. J


Opportunities For Healthy Soft Drinks s global consumers’ attitudes towards A soft drinks grow increasingly negative due to their high levels of sugar, calories, and ‘artificial’ ingredients, new opportunities are arising for companies to diversify their portfolios, according to research and consulting firm GlobalData. The company’s latest report states that healthy, ‘clean’ and functional soft drinks are in demand, with 89% of global consumers finding general health and wellbeing claims appealing in food and drink products. These consumers are seeking convenient ways to improve their personal wellbeing and live a more holistic lifestyle, without cutting soft drinks completely out


of their diet. In this way, manufacturers must reduce sugar and calorie content, use plant-based sugar alternatives, and enrich products with essential vitamins and minerals to appeal to modern consumers. Melanie Felgate, Senior Consumer Analyst for GlobalData, explains: “The sugar backlash, concerns around artificial ingredients, and a desire for a ’cleaner’ lifestyle are driving demand for beverages that are deemed ’better for you’ than regular soft drinks. Consequently, manufacturers must reduce sugar content and offer products with functional benefits, such as promoting gut and digestive health, to appeal to consumers seeking healthier products that are still similar to traditional soft drinks.” One such example is Karma Probiotics Wellness Water, a product developed in the US which claims to contain a patented ingredient providing up to 10 times as much digestive health-promoting live culture than probiotic yoghurt. Additionally, on-pack credentials such as logos and certificates, and popular health claims like ‘pure’ and ‘clean’ will further FOOD & DRINK BUSINESS EUROPE, APRIL 2017

appeal to the 66% of global consumers interested in food and drink products with ‘natural claims’, which should be supported by the inclusion of health-enhancing natural ingredients and flavorings such as ginger, turmeric and cinnamon. Melanie Felgate concludes: “It is imperative that soft drinks manufacturers better utilize health trends in order to compete in the market. Effective targeting will help brands to remain relevant to consumers’ changing preferences and shopping habits in this highly competitive space. This is highlighted by the 59% of global consumers who believe that they are often or always influenced by how soft drinks impact their health when choosing products. The sugar backlash and rising healthconsciousness have hit a critical point where ’better for you’ has transitioned from desirable to necessity.” J


‘Clean Supreme’ Leads Top Trends For 2017 rowing calls for transparency throughG out the supply chain are taking clean & clear label to a new and supreme level. This comes as the inherent benefits of plantbased products are being actively marketed to more health conscious consumers. ‘Clean Supreme’ and ‘Disruptive Green’ lead Innova Market Insights’ Top Ten Trends list for 2017.

“Interest in naturalness and clean label continues to feature strongly,” according to Lu Ann Williams, Director of Innovation at Innova Market Insights. “It has become somewhat of a running theme through our trends forecasts in recent years. In 2008,

‘Go Natural’ led our trends list, and since then the theme has featured each year in different forms, such as ‘Processed is Out’ in 2011, ‘From Clean to Clear Label’ in 2015 and ‘Organic Growth for Clear Label’ in 2016. This year, clean & clear is a theme weaving throughout the entire list, but is specifically the case for trend #1 (‘Clean Supreme’).” Innova Market Insights has revealed its top trends likely to impact the food industry in 2017 from its ongoing analysis of key global developments in food and drinks launch activity worldwide. The top three trends for 2017 are: 1 Clean Supreme: The rules have been rewritten and clean and clear label is the new global standard. The demand for total transparency now incorporates the entire supply chain, as a clean label positioning becomes more holistic. Trending clean supply chain claims include ‘environmentally friendly’, which has shown a CAGR growth of +72% from 2011-2015 and ‘animal welfare’, which has grown at

+45% per year during this period. 2 Disruptive Green: As plant-based milks, meat alternatives and vegan offerings have rapidly moved into the mainstream, consumers are looking for innovative options to take the inherent benefits of plants into their daily lives. Even dairy companies are now leveraging the functional and technical benefits of plants in new product development, driving more variety and excitement into their category. Innova Market Insights has reported CAGR of +63% for new product launches with a plant-based claim from 2011-2015. 3 Sweeter Balance: Sugar is under pressure, although it remains the key ingredient delivering the sweetness and great taste that consumers are looking for. The quest to combine taste and health is driving NPD, as the industry faces the challenge of balancing public demand to reduce added sugars and create indulgent experiences, while at the same time presenting clean label products. J


Gluten-free and Healthy Too nicorn Ingredients, a leading British supplier of ingredients for the bakery U and specialist breads markets has confirmed its latest range of seeds meets growing market demand for gluten-free products as well as ongoing demand for products that are nutritionally beneficial. Many seeds are naturally gluten-free, however, this in itself is not sufficient; a guarantee that there has been no cross-contamination in the supply chain is also necessary. “Controlling the supply chain is the key part,” says Frank Horan, Joint Managing Director of Unicorn Ingredients, which is a supply chain specialist. Sourcing seeds directly from independent farmers and cooperatives around the world, Unicorn has

been awarded the BRC Standard for Agents and Brokers for its seeds and honey. The company works closely with its supply chain to provide full traceability of products and a guarantee of quality and safety. “We are rising to the challenge of increasFOOD & DRINK BUSINESS EUROPE, APRIL 2017

ing demand for gluten-free seeds and are able to work with our customers to provide products that are guaranteed gluten-free either by supplier certification or product analysis,” he explains. “In fact, we are going even further than that. Whilst the standard definition of a gluten-free product is that it contains less than 20 parts per million (ppm), an increasing number of our customers are asking for seeds that contain less than 5ppm and we can do that too.” This initiative from Unicorn Ingredients means that Coeliac sufferers, or the increasing number of consumers opting for glutenfree as a lifestyle choice, can now select a bread made with gluten-free flour and the added luxury of a gluten-free seed topping. J 67


Scottish Food and Drink Industry Aims to Double in Size to £30 Billion By 2030 A new, ambitious strategy to drive growth in Scotland’s farming, fishing, food and drink industry has been unveiled by industry body, Scotland Food & Drink. ood and drink has been Scotland’s best performing sector in recent years, with record export figures (see Panel) and sales at home increasing rapidly too. The sector is worth £14.4 billion annually, 119,000 people are working directly in the industry and food manufacturing in Scotland is growing at twice the rate of the UK average for the sector. The new strategy, ‘Ambition 2030’, establishes a vision to cement food and drink as Scotland’s most valuable industry, with the opportunity to more than double turnover in the sector to reach £30 billion by 2030. The strategy has been developed by the Scotland Food & Drink Partnership, an industryled partnership of the main organisations in the farming, fishing, food and drink sector, alongside The Scottish Government and its key agencies.


Land of Food and Drink The industry’s focus will be on building Scotland’s national brand as a Land of Food and Drink and driving sales within Scotland, across the rest of the UK and globally. To unlock the £30 billion potential of the industry, the strategy focuses on three areas: 1. People and Skills: raising attractiveness of the industry as a career destination and investing in the existing workforce.

2. Supply Chain: ensuring farmers, fishermen, manufacturers and buyers work in closer partnership, to ensure greater profitability is shared across the industry. 3. Innovation: embracing a new culture of developing new products and processes to drive growth. In addition, the industry has made a renewed commitment to responsible growth, committing to deliver broader benefits to the country beyond just sales 68

growth. This includes an offer of a new partnership with Government and its agencies to drive improvements in Scotland’s health and wellbeing and to commit again to embracing world-leading standards of environmental sustainability. Collaboration The 2030 strategy identifies collaboration as the most important ingredient in the sector’s success to date with plans to deepen joint-working between the industry, government and its agencies in the coming years, as well as to make support easier to access for businesses. James Withers, chief executive of Scotland Food & Drink, says: “Ten years ago, when the Scotland Food & Drink Partnership was formed, our sector was relatively static. It is now one of the country’s best performing industries and it’s our fastest growing export sector.” He continues: “As an industry, we have identified an opportunity to more than double the size of our sector to £30 billion by 2030, making it Scotland’s most valuable industry. A huge amount of work is required to unlock that potential and it will not come easily. There is uncertainty ahead, with Brexit in the forefront of everybody’s mind. Whilst big political upheavals are out of the industry’s control, we can control how we develop the Scottish brand, the markets we want to sell to and the investments we make in improving skills, innovation and supply chains.” J

Record Year For Scottish Food and Drink Exports Food and drink exports from Scotland grew by £421 million in 2016, to a record £5.5 billion. The latest figures show an 8% increase in the value of exports to Scotland’s successful food and drink sector over the past year. The figures also show that food exports alone grew by 22% to £1.5 billion. The fish and seafood category recorded the largest overall increase of £156 million (up 26%), with Europe the leading export destination. Exports to EU countries were worth £2.3 billion overall, up £133 million last year. Scotch whisky exports grew by £153 million (up 4%) to over £4 billion in 2016.


Profile for Colin Murphy

F&d business europe april issue 2017  

72 page magazine

F&d business europe april issue 2017  

72 page magazine


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