20th edition of Inside Food & Drink

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Packed with green potential WALKER’S SHORTBREAD

COPEFRUT

GRUPO ALACANT

Bakery products with a strong Scottish flavour

Chilean fruit exporter embarks on ambitious sustainability project

Spanish ice cream maker hits the sweet spot

John White Managing Director

A FRESH TAKE ON GOING GREEN Managing Director John White pops peas in a pod and ponders the potential of green processes.

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elcome dear reader to your latest edition of Inside Food and Drink.

I will hit you with the big reveal as to a major focus in this edition good and early this time, rather than you having to endure my ramblings for a couple of paragraphs first. The cover of this edition along with its strapline of ‘packed with green potential’, may have given it away already of course however, allow me to explain what we mean by that.

As the cover page image shows us, Mother Nature has her own way of packaging much of her bounty by way of skins, shells, husks, pods, and such. However, there are many companies throughout the food and drink industry – from packaging and labelling to production and foodservice – that are all doing their bit to help Mother Nature.

With sustainability on our minds and many companies worldwide being tasked with a significant reduction in their carbon footprint, we are all looking at alternative materials and resources that better protect the environment. Packaging, for instance, is most certainly a sector making some major shifts in direction with a raft of recyclable materials being used and replacing less friendly materials of old.

And by encouraging consumers to reuse their own bottles, bags or containers so that the wholesalers and retailers are not so reliant on pre-packaged goods, we are beginning to see a tangible transition from traditional practices right through from crop to consumption.

Mother Nature, as always, leads the way with packaging. As a young lad helping my grandfather in his fruit and vegetable garden, I especially enjoyed collecting the

peas for him. Kindly allowing me to eat, what seemed like almost half of what I gathered, I loved that popping of the protective pod and the fresh smell of homegrown peas lined up ready for me to eat!

For me at least, breaking in past the natural packaging to reveal the treat within, was not unlike unwrapping a gift at Christmas time to reveal the present.

Speaking of the festive season, we always used to have bags of assorted nuts at Christmas time and back then, they came within their protective shells, whereas now, it seems a little less fun somehow to simply open a bag of pre-shelled nuts. As a young boy I would watch on envious of my father’s strength as he cracked every nut with the nut crackers and sometimes showed off by cracking a walnut in the palm of his hands without destroying the contents within. As an adult, I must admit to showing my young son the same trick!

So, whether it be peas in a pod, an orange or banana in its skin or a nut in its shell, nature certainly knows a trick or two about packaging and sustainability. There is much I am sure that we still must learn in this field

and a long way that we all still must go, however, it is encouraging to see and hear from you all about so many innovations and steps in the right direction. Therefore, I encourage you to read some of these articles and advertisements by innovative suppliers, to find out more on this subject whilst also enjoying everything else that our very popular food and drink magazine has to offer.

One section that has made a welcome return to our pages is events focuses and previews. With events firmly back on our calendars, we look forward to meeting many of you again face-to-face. You will find in the following pages details of many upcoming events, in fact my editorial department have just returned from one such gathering at a restaurant in London, where as well as being treated to a fine meal, they also engaged in some whisky tasting with a customer.

There were so many volunteers from the office for that one, but much like Mother Nature, I felt a need to protect most of them from going and keep them here safe with me within the protective packaging of our offices… I was not quite as popular as Mother Nature with that one! n

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Managing Director John White Editorial Manager Daniel Barnes Feature Writers Jordan Yallop Phil Nicholls Filomena Nardi Colin Chinery Andy Probert Romana Moares Laura Watling Richard Hagan Business Development Manager Darren Foiret Senior Editorial Development Manager Jasmine Lodge Editorial Development Managers Jeff Johnson Ginelle Lorenzo Clare Bishop Kain McBarron Sales & Marketing Director Richard Brightmore Sales Manager Helen Leisi Project Managers Kym Hamilton Tony Ingrouille Chris Renicar Becky Scrivens David Earl Callum Robb Callum Smith Dane Coady Events Manager Adam White Art Director Ian Spencer

Designers Daniel O’Malley Sarah Jones Georgina Harris

Telephone: +44 (0)1502 566216 +44 (0)1493 445121 Email: media@insidefoodanddrink.com Website: www.insidefoodanddrink.com

© Inside Food & Drink 2022 No part of this publication in any form for any purpose, other than short sections for the purpose of review, must be reproduced without prior consent of the publisher.

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Director’s comment A fresh take on going green

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The gin guide A look into the most exciting gins currently on the market

Events 6

Food and drink events Upcoming events in the industry

News 24

Country focus 8

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Art Editor Philip White Webmaster Michael Stamp

Taste of the season

Introduction 3

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Denmark Carlsberg’s bio-based bottles trialled with consumers Scotland Scotland’s food and drink sector gets free access to insights to help their business Ireland Dairygold partnership to offer laboratory apprenticeships Israel BT Sweet names new CEO to accelerate sugar substitute brand CAMBYA™

Food and drink news in brief The latest news from across the global food and drink sector

Food for thought 28

Did you know?

Interesting and unusual food and drink facts from around the world

What’s new in the food and drink industry 30

From simple ideas to engineering feats The latest innovations, ideas and product launches

Exclusive interview 14

Educating on best sustainability practices throughout the food and drink industry Inside Food & Drink interviews Rachael Rothman, Professor of Sustainable Chemical Engineering at the University of Sheffield

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Contents

Producers P98

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86 90 94 98

Tasty snacks 34 48 54

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A long history of shortbread Walker’s Shortbread Ice cream maker hits the sweet spot Grupo Alacant Delivering the crunch factor to the last bite Sociedade Industrial de Aperitivos Love life, eat Greek, live well Elbisco A thing that’s called pastry love Pâtisserie Masmoudi A tasty Slovenian treat Hrib

The cherry on top of sustainability Copefrut Giving health a ginger shot of goodness New Concept Product The best of Greek tastes ZANAE Sustainable frozen foods Tioga Foods Belgium’s sugary centre Iscal Group Taking the next step in baby milk powder innovation Geo-Poland

Meat & poultry 104 110

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The label experts Royston Labels Where the cap is always the crowning glory Rivercap Modular SL, the multi-configuration and multi-technology labelling machine P.E. Labellers

Industrial parks 142

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Worlds first eco-industrial park for agribusiness Parkactive Innovative halal food production hub thrives Gallant Venture

Leading the flock Bangkok Ranch Prime quality French butcher celebrates 100 years Maison Lascours Unbeatable Italian meats Rovagnati

Equipment & services 120 126

Offers on the label Selloplast Pack to the future iXAPACK GLOBAL

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Food and Drink Events Upcoming events in the industry

upcoming events

Athens Coffee Festival – 24-26 September 2022 From its very first iteration in May 2016, the Athens Coffee Festival has become one of the world’s finest coffee festivals! At a time when the coffee market is at the height of its growth, going through its most mature phase, the Athens Coffee Festival is now a reference point for professionals, but also for the general public, interested in learning about all the innovations and market developments, from flagship espresso houses and distinguished Greek and international specialty coffee roasters.

www.athenscoffeefestival.gr

SIAL Paris – 15-19 October 2022 For over 50 years, SIAL Paris has been welcoming a melting pot of industry players to the French capital to share their savoir-faire and create the recipes of the future. Every two years, producers, importers, buyers and retailers, media specialists and independent associations of every shape and size meet at the largest exhibition venue in Paris for five-days of inspiration, debate and exchange. Whether you’re a rising start-up or a large group, a hot new product or a blue-chip brand, an established chain or a groundbreaking retail model, SIAL Paris is your springboard for sustainable success.

www.sialparis.com

The International Drink Expo – 19-20 October 2022 The International Drink Expo transforms the ExCeL London into the ultimate destination for beverage innovation, forming the UK’s leading event for maximising your drink sales.

This free to attend event gives visitors the chance to gain exclusive access to all of the hottest new drinks trends, immersing them in the ultimate marketplace for revenue growth and equipping them with all the tools they need to boost their ROI and maximise their profitability.

www.internationaldrinkexpo.co.uk

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Plant Based World – 30 November – 1 December 2022 Plant Based World Expo is the only 100% plant-based event for trade professionals – retailers, foodservice, hospitality, distributors, manufacturers and investors. Hosted at Olympia London, attendees can network with professionals who have successfully embarked on both personal and professional plantbased journeys, many of whom have created some of the world’s most revolutionary plant-based products and foods. Share experiences, learn from peers, and immerse yourself in a truly collaborative industry. Plant Based World is a unique opportunity to help both established and start-up brands move from niche to mainstream with a captive and inspired audience.

www.plantbasedworldeurope.com

NAFEM Show – 1-3 February 2023 Founded in 1948, The North American Association of Food Equipment Manufacturers (NAFEM) represents 600+ foodservice equipment and supplies manufacturers with a variety of products and services for food preparation, cooking, storage and table service. Hosted at the Orange County Convention Center in Orlando, Florida, the NAFEM Show is a leading foodservice E&S showcase and experience. Leading manufacturers of foodservice prep, cooking, storage, table service and cleaning will all be at NAFEM Show 2023.

www.thenafemshow.org.com

ANUFOOD Brazil – 11-13 April 2023 100% focused on the food and beverage industry, ANUFOOD Brazil – powered by Anuga – is the leading platform for the generation of new business, new product launches and innovation for retailers, foodservice operators and the hospitality industry. In one event, entrepreneurs, business owners and industry professionals have the opportunity to meet and evaluate new suppliers, participate in the diverse options of special attractions and experiences, learn from industry experts and have in-depth discussions about the industry’s latest global trends.

www.anufoodbrazil.com.br

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Country Focus Reporting on the latest developments from the Danish food and drink sector

Denmark Carlsberg’s bio-based bottles trialled with consumers In its largest pilot to date, Danish brewing giant Carlsberg is trialling its new Fibre Bottle, putting the bio-based and fully recyclable beer bottle into the hands of consumers for the first time.

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he pilot, which is vital to accelerating Carlsberg’s ambition of making the beer bottle a commercial reality, will see 8,000 Fibre Bottles being sampled in eight Western European markets: Denmark, Sweden, Norway, Finland, UK, Poland, Germany and France.

The bottles will be placed into the hands of local consumers, customers and other stakeholders through select festivals and flagship events, as well as targeted product samplings.

Plant-based PEF polymer lining A significant milestone for the Fibre Bottle is its plant-based PEF polymer lining, which has been developed by Carlsberg’s partner Avantium, a leading expert in renewable chemistry. PEF is made entirely from natural raw materials, is compatible with plastic recycling systems, and can degrade into nature should it end up outside national recycling systems.

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The outer shell of the bottle, produced by the packaging company Paboco, consists of sustainably-sourced wood fibre and is also bio-based. This shell has the added benefit of insulative properties which can help keep beer colder for longer, compared to cans or glass bottles.

Stephane Munch, VP Group Development at Carlsberg, said: “We are delighted to bring our new Fibre Bottle into the hands of consumers, allowing them to experience it for themselves.

This pilot will serve a greater purpose in testing the production, performance and recycling of this product at scale.

“Identifying and producing PEF, as a competent functional barrier for beer, has been one of our greatest challenges – so getting good test results, collaborating with suppliers and seeing the bottles being filled on the line is a great achievement!”

The bottle is 100% bio-based apart from the cap, which is currently needed to ensure the quality of the product, and together the bottle and cap are fully recyclable. Going forward, Paboco, Carlsberg and partners in the wider paper bottle community are exploring alternative fibre-based bottle caps, with a generic solution expected in 2023.

Brewed with unconventional barley Advancements have not been limited to the bottle itself, as Carlsberg has also bottled a more sustainable brew for its 2022 consumer trials. In collaboration with barley malt supplier Soufflet, Carlsberg has brewed a beer with barley that has been cultivated using fully organic and regenerative agricultural practices. More specifically, cover crops have been grown in the organic barley fields to

contribute some additional benefits of regenerative farming.

While consumers can still expect the same distinctive Carlsberg taste, the methods used to farm the barley are set to improve farmland biodiversity, enhance soil health, and increase natural carbon sequestration by the soil versus conventional farming methods.

The constant pursuit of better Carlsberg has reported that Generation 2.0 of the Fibre Bottle already performs better than the single-use glass bottle in the product’s lifecycle assessment, and Carlsberg has even greater ambitions for the subsequent Generation 3.0 design.

Carlsberg’s vision, supported by current projections, is for the Fibre Bottle to achieve up to 80% less emissions than current single-use glass bottles.

Ultimately, Carlsberg is aiming for the Fibre Bottle to achieve the same low carbon footprint as the refillable glass bottle, which is currently the best performing primary packaging when collected and reused in efficient systems. When the Fibre Bottle is commercialised at scale, it will expand Carlsberg consumers’ choice and complement, rather than replace, existing packaging like glass bottles and cans.

Simon Boas Hoffmeyer, Group Sustainability Director at Carlsberg, added: “We’ve been working hard on this project since 2015, and aim to continue to set the industry standard by further improving the bottle’s environmental footprint and product performance. Collaboration is key and, together with our partners, we’re excited to see how research and development into sustainable packaging solutions is now becoming the norm.” n

Country Focus Reporting on the latest developments from the Scottish food and drink sector

Scotland Scotland’s food and drink sector gets free access to insights to help their business The Knowledge Bank’s new website will make it easier to access consumer trends and data affecting the food and drink sector in Scotland. Research is now available to members of the media for the first time and all data is available free of charge.

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embers of the food and drink sector throughout Scotland now have unprecedented free access to market research and sector insights, thanks to The Knowledge Bank’s new website – https://theknowledgebank.scot/. The programme has also, for the first time, made its research available to members of the media who report on the sector.

The Knowledge Bank, set up last year as part of the Scotland Food & Drink Partnership, offers reports, events, and bespoke insights free of charge to all food and drink companies based in Scotland – and, now, those journalists reporting on it.

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We have spent the past year building this new programme and supporting businesses through webinars, events and reports as they worked to grow this vital part of our economy and will continue to build on this in the coming year

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The programme has commissioned bespoke research to inform the sector on topics ranging from sustainability and health and wellness trends to insights on eating out, purchasing behaviours, routes to market, and more.

A £15 billion industry Project Director at The Knowledge Bank Amanda Brown noted: “The food and drink industry in Scotland is world-renowned and worth around £15 billion each year; from whisky to salmon and shortbread, we have a strong foothold on the global stage as well as here at home in Scotland and the wider UK market.

“We have spent the past year building this new programme and supporting businesses through webinars, events and reports as they worked to grow this vital part of our economy and will continue to build on this in the coming year.”

She added: “As the saying goes, knowledge is power – and we want to arm everyone involved in the sector with the information necessary to help it grow and become more resilient, particularly as we are increasingly seeing challenges across the supply chain. We know that using informed insight can help businesses build commercial opportunities.”

Resources are free to any member of the Scottish food and drinks sector and the journalists who report on it.

The Knowledge Bank – turning insight into action

blend of customised market research, data analysis and consumer insights.

The Knowledge Bank works with some of the most respected and well-known global insight suppliers, as well as its own network of insight professionals. The expertise available covers everything from using intelligence to inform strategy, identifying new routes to market, and developing resilient supply chains. Providing Scottish businesses with essential information to identify where the best opportunities are to sell more or sell more profitably.

The Knowledge Bank is funded by the Scotland Food & Drink Recovery Plan with funding provided by The Scottish Government and is a Scotland Food & Drink Partnership Project.

Turning insights into commercial opportunities, The Knowledge Bank Team bring their insights together into one place to support businesses; turning insights into commercial opportunities.

Examples of the type of work conducted

by The Knowledge Bank include insights on consumer trends and shopper behaviour; providing intelligence on markets, sectors and categories; and organising webinars, reports and presentations. n

The Knowledge Bank provides a new approach to managing, sharing and disseminating market data, research, insight and knowledge to promote sustainable growth in the Scottish food and drink industry. Its insight service provides access to a unique Inside Food & Drink

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Country Focus Reporting on the latest developments from the Irish food and drink sector

Ireland Dairygold partnership to offer laboratory apprenticeships Ireland’s leading farmer-owned Agri business and the country’s second largest dairy processor, Dairygold, has announced a new partnership with Munster Technological University (MTU) and BioPharmaChem Ireland to offer laboratory apprenticeships, starting from this September.

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airygold has partnered with some of Munster’s leading pharma companies, BioPharmaChem Ireland and Munster Technological University (MTU), on a new industry-led Laboratory Apprenticeship Programme. The programme will be delivered for the first time at the Munster Technical University Cork campus this September 2022 and this is Dairygold’s first year taking part. Dairygold said it is pleased to be a key partner.

The programme has seen fantastic growth since its inception in 2018 and has given many candidates the opportunity to gain their science qualifications while benefitting from hands-on work experience at some of Ireland’s most successful companies.

Two-year programme Dairygold’s involvement sees the dairy firm being well-placed to facilitate, mentor and nurture ambitious talent. As part of the programme, Dairygold Agri-Business is seeking applicants for two laboratory analyst (two-year Level 6 Certification of Science) apprenticeship positions. This is a two-year programme which will see the successful apprentice work three days on site per week in Dairygold’s high tech Analytical Services Laboratory at Lombardstown Mill and spend two days per week at Munster Technological University.

The programme is designed for those who wish to develop a career in the laboratory 10

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environment of food and drink, biopharmaceutical, chemical manufacturing, medical devices and diagnostics and analytical testing laboratory sectors. Successful applicants will gain industry experience and mentoring all while gaining a national qualification. Dairygold said the programme is suitable for leaving certificate students, career changers, mature students, those with an equivalent qualification, who have an interest in pursuing a career in science or anyone looking to retrain or upskill in this sector.

Speaking about offering these apprenticeship positions in partnership with BioPharmaChem Ireland and MTU, Dairygold Group Head of Human Resources Adrian Beatty said: “Apprenticeship registration is on the increase and is steadily becoming a very popular route into the workforce for those who want to learn on the job. We are delighted to be able to partner with these leading scientific companies in Munster to offer these apprenticeship positions in our modern laboratory facility in Lombardstown.

“Given our focus on developing talent within Dairygold, I am confident the successful applicants will thrive in these positions as a result of this programme.”

The Dairygold Analytical Services Laboratory opened in 1987 and received INAB accreditation in 1989, the first in the industry to do so. In December 2017, following considerable investment, the

laboratory moved to a state-of-the-art facility and is now equipped to analyse the full range of proximate, trace elements, pesticides, residues, toxins and vitamins in water, food, feed, supplements, soil, herbage and grass.

About Dairygold Located in the rich fertile Golden Valleys of Munster, Dairygold is Ireland’s largest co-operative, supporting thousands of shareholder farmers for more than 150 years. Its members have a proud history of producing quality-assured, sustainable gold standard dairy ingredients that enrich lives on a global scale.

Ireland’s second largest dairy processor, Dairygold processes 1.34 billion litres of milk annually from its 2,700 milk suppliers.

Dairygold currently employs over 1,250 people across Ireland, UK, Germany, Spain and China and in 2019 generated a turnover of c. €992 million.

The co-operative said it remains focused on producing cheese and dairy ingredients that can be traced from grass fed cows in Europe’s most fertile pastures, constantly adding value to its nutritional products through smart innovation, research, industry-leading technology and worldclass facilities.

With a clear vision and plan to be a global player in supplying naturally-sourced dairy nutritionals, Dairygold is boldly shaping the future of the industry. n

Country Focus Reporting on the latest developments from the Israeli food and drink sector

Israel BT Sweet names new CEO to accelerate sugar substitute brand CAMBYA™ Tel Aviv food-tech start-up BT Sweet has names Yishai Potack as its new CEO. He will lead efforts to take the company’s CAMBYA™ natural sweetener to the next level of its go-to-market plans.

CAMBYA is a plant-based, one-to-one drop-in sugar replacer for use in multiple food applications.

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Sweet was founded in 2019 with a mission to drastically reduce sugar intake by delivering an alternative “all-in-one” sweetening formula that is based on all-natural plant-based ingredients that will support the growing need for more nutritionally sound and betterfor-you CPG food products.

Based in Tel Aviv, BT Sweet’s goal is to provide a game changing solution for those that are challenged to reduce their sugar intake due to obesity and other digestion related diseases.

Yishai Potack has joined BT Sweet armed with two decades of extensive experience in leading the business, marketing, and product development needs of global medical device innovators. He previously held senior roles at ReWalk Robotics, Inc. developers of wearable robotic exoskeletons enabling spinal cord injured individuals to walk; Covidien Medtronic Minimally Invasive Therapies Group; and artificial cornea developers EyeYon Medical, Ltd. Mr Potack carries a BSc from The Hebrew University of Jerusalem and specialised in marketing at Yale University Business School, USA. “Yishai brings a wealth of knowledge and know-how in spearheading disruptive technologies and elevating start-ups to become well-established top-market names,” stated Dagi Pekatch, founder and Chairman of BT Sweet. “His multicultural experience in the global sphere, combined with strong leadership skills and

innovative marketing strategies, combine to make him a perfect fit for BT Sweet.

We’re delighted to welcome him to the CAMBYA family.”

Simultaneously, the company has added industry consultant Mervyn De Souza to a key position on its advisory board.

“We also are extremely fortunate to have Dr De Souza join our advisory board,” added Mr Pekatch. “He is a savvy innovator and business strategist with seasoned knowledge of the food and beverage industry. Dr De Souza has enjoyed a long and accomplished career leading high-performing teams in developing growth strategies at multinationals Cargill, Sensient Technologies, and Tate & Lyle.”

CAMBYA’s guilt-free natural sweetener BT Sweet entered the B2B confectionary scene late last year with its breakthrough sweetening platform designed to help food formulators reduce simple sugars in their products without compromising the primary role of satisfying consumers’ sweet tooths.

The proprietary formula is composed of a proprietary blend of plant-based fibers, monk fruit, and select botanicals. It functions as a 1:1 equivalent to sucrose in both body and taste. CAMBYA delivers optimal sweetening capacity, without the need for masking agents, and is ideal for lowering sugar levels in a broad range of products, including cereals, chocolates,

chocolate spreads, and more. It leaves no lingering aftertastes or altered textures.

CAMBYA is supported by two patents, one for its formula and the second for its production process.

New growth engines for CAMBYA “Coming from the medical technology space, I have always been passionate about advancing solutions that make a truly positive impact on people’s lives and well-being,” enthused Mr Potack.

“My appointment with CAMBYA marks my entry into the food and beverage world and effectively places me at the centre of the global battle against excess sugar consumption. I’m eager to take the reins and bring CAMBYA to the forefront of this international campaign.”

Mr Potack will focus on propelling the company’s upcoming funding round and penetrating the North American B2B market.

The company already attained two letters of intent with a leading US snacks producer and a gummy manufacturer. He also will increase R&D efforts to broaden the scope of sweet food applications for CAMBYA. “The booming US confectionary market is yearning for more compelling sugar replacement solutions, and we are already experiencing traction there. The European market also is in our plans, and we currently are awaiting EFSA approval for monk fruit, anticipated to arrive by the end of the year.” n Inside Food & Drink

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Exclusive Interview Inside Food & Drink interviews Rachael Rothman, Professor of Sustainable Chemical Engineering at the University of Sheffield.

Educating on best SUSTAINABILITY PRACTICES throughout the food and drink industry

Rachael Rothman has devoted her career to sustainability at the University of Sheffield. As a Professor of Sustainable Chemical Engineering, Associate Director at Grantham Centre for Sustainable Futures, and Academic Lead for Sustainability, she outlines the work being done between academia and business to ensure companies maximise their sustainability impact, today, tomorrow and in the years to come. Daniel Barnes asked the questions.

Rachael, please tell us about your background and your role as the Academic Lead for Sustainability at the University of Sheffield.

I am a chemical engineer who grew up in Teesside, studied in Cambridge then came to Sheffield (via Sweden) and have been here almost 20 years. I love running and exploring the outdoors so being so close to the Peak District but in a thriving city is perfect. We now have two boys who keep us busy and inspire me to use my skills and knowledge to protect our environment and help us live more sustainably.

I started my research career looking at low carbon hydrogen production then moved into carbon dioxide utilisation. Both of these areas required detailed technical knowledge of the relevant processes, but also an ability to look at a whole system to evaluate potential impacts and benefits. Gradually I moved more into systems level analysis of processes and sustainability and a few years ago started applying this to plastics as well as the broader energy picture.

As University Academic Lead for Sustainability I lead our university’s sustainability work, including the development of our five year sustainability strategy which we launched in 14

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November 2020. The strategy was co-created with staff and students from across the university and outlines our thinking around sustainability (for example, that there is always a balance between different factors and that environmental, economic and social sustainability are important).

The strategy includes targets across our campus, teaching and research. We aim to be net zero for scope 1 and 2 emissions (those related to electricity and heating and those that we are directly responsible for e.g. fleet vehicles) by 2030 and for all other emissions by 2038. The strategy is accompanied by an action plan which is continuously evolving and updated to help us meet our targets.

The food and waste sections of our strategy commit to reducing sale of high impact food, investigating local and on campus food growing and reducing single-use packaging and waste. We have already completed several ‘living labs’ projects where academics, students and professional services staff work together to provide the evidence base for making more sustainable decisions, and then implement change on campus. Our move to milk churns (from plastic bottles) is a great example of this.

I am also the Director of the new South Yorkshire Sustainability Centre which will bring together academics, local authorities, businesses, industry and the third sector to drive forward sustainability through knowledge exchange (KE) and co-design of solutions to regional and global sustainability challenges. The centre is support by £5 million funding from Research England and is just getting started. We have exciting projects, including on decarbonising industry, retrofit and urban agriculture, so watch this space for future updates.

And speaking in greater detail of the move to milk churns, last year you co-authored a paper titled: Reimagining the milk supply chain: Reusable vessels for bulk delivery involving LCA data. The focus for this study was a supply chain from one farm to 10 cafes at the university. How easy would it be for businesses with larger supply chains to scale-up and apply your methodology to achieve their own sustainability goals?

In the paper we carried out the life cycle assessment to analyse if reusable stainless steel milk churns would be better environmentally than single use plastic milk bottles. The 10 university cafes considered use a staggering 87,000 plastic milk bottles a year between them.

The analysis showed a 65% reduction in carbon footprint was possible by moving to reusable churns, with reusable glass bottles used for small volumes of milk.

The dairy that supplies the university with milk is only four miles away. This is an advantage when considering the reverse logistics of returning empty churns and bottles for washing and reuse. We recently won some further funding to install a churn washer at the farm which will minimise water use and make the washing and other reverse logistics more efficient.

Any business could in theory switch to reusable vessels, but there are a few things to bear in mind: firstly, the shorter the transport distance for reverse logistics the better, and secondly, the vessels need

to be used enough times that the carbon footprint and other impacts are lower than single use alternatives.

In the case of the milk churns they are part of a captive system – the dairy collects the churns from the café and none are lost from the system. It is always worth doing the LCA to check that reuse makes sense for any given situation, or if the distribution distances need to be shorter or the reusable vessels used more times with a higher return rate.

The Grantham Centre for Sustainable Futures is part of the University of Sheffield. How does the work of the Grantham Scholars drive sustainability in the UK? The Grantham Centre has two main streams of activity: training and supporting our Grantham scholars and coordinating and delivering large interdisciplinary research projects with a sustainability focus.

We have over 50 Grantham scholars currently, working on projects ranging from sustainable housing to the risk and impact of forest fire on biodiversity and carbon emissions in Nepal, and design of algae-bacteria scrubbers for combustion gases to health interventions to regulate sugary beverages in Trinidad and Tobago.

Whilst projects are based all around the world, they also have impacts in our local region and results are very translatable to the UK. For example, one of the Grantham Scholars is investigating the use of green barriers to mitigate air pollution in school playgrounds. She led development of a green barrier at a primary school in Sheffield which dramatically reduces levels of NOx and particulates in the playground.

The Many Happy Returns project for the Grantham Centre is focused on the plastic pollution crisis. How will this project enable reusable packaging systems?

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Exclusive Interview Inside Food & Drink interviews Rachael Rothman, Professor of Sustainable Chemical Engineering at the University of Sheffield.

Many Happy Returns is a truly interdisciplinary research project that aims to make reuse mainstream. We are currently trialling a reusable cup and bowl scheme in five of our university cafes. If a customer chooses to take away, they can choose to have a reusable cup or bowl.

The customer uses the Vytal app to scan the barcode on the lid and assuming the cup/bowl is returned within two weeks there is no additional cost.

We have conducted the full life cycle assessment to show the potential carbon savings of the scheme and are trialling different advertising options to see the best way to increase uptake of the scheme. Our engineers are looking at the durability of the bowls and our behavioural psychologists are looking at people’s likelihood of engaging with the scheme, particularly considering change in attitude if a bowl/cup is discoloured or scratched. Our linguists have looked at how people use language around plastics and have fascinating insights around people having good intentions but often following them with a ‘but’ of inconvenience.

It is by having all these different disciplines working together that we will be able to make concrete recommendations on deployment of reuse schemes.

One thread of the project is life cycle analysis (LCA). Can you please explain LCA for our readers and how this will impact sustainability?

A life cycle assessment analyses the environmental impacts of a process. This includes the carbon footprint, but also impacts such as land use, water consumption, resource depletion and ecotoxicity. Ideally LCA is carried out from cradle to grave. The power of an LCA is that it quantifies environmental impact. This doesn’t mean you can easily make a decision about what is ‘best’ – often when comparing two products, one will be better in some impact categories and the other will be better in other impact categories.

It is also important to consider economic and social aspects of sustainability that aren’t included in an LCA. An LCA therefore gives part of the picture of sustainability, and should be considered alongside other factors.

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Of relevance to the food and drink industry is that the impacts of littering of single use plastic packaging cannot currently be modelled due to a lack of relevant indicators, and the impacts of composting on the soil are also not included. LCA does however give a good indication of hotspots for a product or process. LCA is also powerful in ensuring any changes we might make don’t lead to unintended consequences that would be worse than the initial product.

In January 2022, you spoke at UK Parliament’s Environment, Food and Rural Affairs (EFRA) Committee about the move towards zero ‘avoidable’ plastic waste. In the long-term, how can businesses achieve this goal? Conversely, are there any shorter-term steps that you’d recommend all companies could introduce to help reduce such waste?

The key really is to reduce, reuse, recycle. Have a look at the supply chains and assess where plastic can be cut out completely, or where existing plastic could be reused and therefore not become waste.

Wherever possible choose plastic that can be mechanically recycled.

It’s also important to look at where the plastic comes from – does it have recycled content in it?

It’s important not just to jump from plastic to an alternative material, without considering the change in environmental impacts and whether that material is actually needed at all. Quite often, alternative materials are heavier and involve greater transport emissions, so may not be better after all.

What do you see as the biggest sustainability challenges facing businesses in the UK? Decarbonising heating is a big challenge. This includes both heating in buildings and industrial process heating. The two main choices are electrification (e.g. through heat pups) or hydrogen.

The ‘best’ choice will be different in different situations, but to do either on a large scale we don’t currently have the infrastructure and will need investment over the coming years.

Decarbonising air travel is also difficult and from a sustainability perspective it is important to take advantage of the online meeting tools whose development has hugely accelerated due to the pandemic.

Another big challenge is understanding our supply chains and their carbon footprint (and other environmental impacts). We are used to accounting money and we need to start accounting carbon as well if we are to have any hope of reaching net zero in time.

Ensuring a just transition as we move to net zero is also a big sustainability challenge and it’s very important to remember that to be sustainable a product, process or system must be environmentally, economically and socially sustainable.

engineering design course in which students have design work based on production of nitric acid for fertiliser and use of carbon dioxide to produce synthetic fuel.

By educating our students about sustainable development, by leading by example in our campus, and by showcasing sustainable career opportunities, our graduates will be highly trained in skills relevant to sustainability and will be the sustainability leaders of the future, in business and elsewhere.

What role can – or has – academic research played in addressing these challenges? Are there any case studies you’d like to share?

I love doing something that can make a difference to the world. I really enjoy working with teams of people, bringing different skills together so that the sum is much greater than the parts. I also really enjoy teaching students and explaining science and engineering to the public in an accessible way. The lightbulb moment people get when they suddenly understand something you have been explaining is very rewarding. n

There is a huge amount of academic research ongoing into lots of different aspects that will help us research net zero. I am part of the Hydrogen Research Challenge Coordinator project where we are bringing together industry, policy makers and academia to map out the research challenges that need to be addressed for large scale hydrogen deployment.

As part of the South Yorkshire Sustainability Centre I am leading some work looking at industrial decarbonisation using hydrogen.

For example, we are working with a brick works to look at how they might replace their existing natural gas burning kilns with something more sustainable.

Colleagues are looking at sustainable aviation fuel, which can be produced from carbon dioxide captured from flue gases.

There’s lots of exciting research going on!

You have devoted a lot of your career to sustainability and to the University of Sheffield. On a personal level, what do you most enjoy about your work?

The University of Sheffield has a detailed Sustainability Strategy, with an emphasis on Education for Sustainable Development. How will this approach support sustainable business in the future?

The University of Sheffield has committed to embedding Education for Sustainable Development in all courses by 2025. There are three key ways we are doing this.

Firstly, from the 2022 academic year all first year students will learn about what sustainability means to us as a university and how they can live and learn sustainably on campus. Secondly, we have been working closely with our careers team to develop sustainable careers events and inclusion of sustainability in the MySkills portfolio that students complete, and thirdly, individual departments will be including more links to sustainability in the modules they teach. For example, I teach a second year chemical Inside Food & Drink

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Inside Food & Drink

Taste of the season A look into the most exciting gins currently on the market

Gin

The

guide

Gin has been constantly gaining in popularity over the years, leading to new taste innovations.

This trend is projected to continue well into 2023 and beyond. But with this ever-expanding market, just which of the myriad of gins should you try? Well, we here at Inside Food and Drink have got you covered. Here is a roundup of our choices for gins to give a try this year. We’ve done the hard work, so you don’t have to!

1

www.fourpillarsgin.com Four Pillars – Bloody Shiraz Gin Country of origin – Australia – (37.8% ABV – 70cl)

Established back in 2013 in the Yarra Valley on the outskirts of Melbourne, Four Pillars Gin has fast become one of the world’s benchmark distilleries and Australia’s number one craft spirit. In 2015, Four Pillars began experimenting with some locally grown Shiraz fruit, steeping it in a high proof version of its Rare Dry Gin, which bled colour and flavour from the grapes. The grapes were pressed off and the juice was mixed with some Rare Dry Gin resulting in a deeply purple and naturally sweet gin which soon earnt its very own cult following. Bloody Shiraz Gin has distinct notes of pepper and dense raspberry. The palate is lovely and sweet with a long juniper and spice character on the finish.

Ginelle – Business Development Manager:

iFD “This is very natural and subtle in its sweetness; it is peppery with a light juniper &

kick. The dominant flavour is definitely that of shiraz grapes, a full-on punch of red fruit.”

2

Silent Pool Distillers – Silent Pool Rare Citrus Gin Country of origin – England – (43% ABV - 70cl)

Silent Pool has created the perfect gin blend containing rare citrus fruits from Portugal.

The Buddha’s hand creates the top note and lifts all other notes in the recipe with its bright, zesty, sherbet lemon aroma. The Natsu Dai Dai is the second citrus which produces rich notes of mandarin and subtle accents of lime, while the third citrus – the Green Seville Orange – provides a classic marmalade taste. The Hirado Buntan, the base note of the gin, contributes a subtle yet enticing grapefruit aroma with rich and creamy mouthfeel along with a honeyed sweetness.

Phil W – Art Editor: “A finely balanced gin, zesty citrus notes give

iFD way to a bittersweet orange peel flavour. A peppery spice and &

a classic juniper note made this a perfect tipple on a hot summer’s day.”

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https://silentpooldistillers.com

3

Warner’s Distillery – Honeybee Gin Country of origin – England – (40% ABV - 70cl)

Not just any old honey gin, this is Honeybee Gin; built around an infusion of locally sourced honey, including honey from the distiller’s very own hives. Bees rock. They keep Warner’s acre of botanicals healthy and give them a big dollop of honey for every bottle of Honeybee Gin. A total winner with Mediterranean tonic and a sprig of sage if you’ve got one nearby. Warner’s has an eclectic range of flavoured gins, including raspberry, which we also thought was wonderful.

Summer – Head of Administration:

iFD “Sunshine in a bottle, a honeyed sweetness, with a beautiful floral note. It has &

a soft mouthfeel, almost creamy. There is a subtle light citrus note at the base of this gem.”

www.warnersdistillery.com

4

Bareksten Spirits – Old Tom Gin Country of origin - Norway (44% ABV - 70cl)

Old Tom is slightly sweeter than London Dry, but slightly drier than the Dutch Jenever – the perfect middle ground.

It is a gin with a fine balance of earthy herbs and honeyed sweetness, with a crackle of forest floor spice underneath them both. This excellent gin has notes of juniper and citrus and a full body with a sweet and creamy texture.

Taste of juniper, citrus, and berries, it is savoury and pleasant with a sweet flavour. We also were lucky enough to sample Bareksten’s award winning Navy Strength Gin, a powerful offering.

https://barekstenspirits.com John – Managing Director: “The essence of nature in a bottle. A morish

iFD mix of both sweetness and earthy herbaceous notes, you can almost hear &

the wind through the pine trees.”

Inside Food & Drink

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Taste of the Season A look into the most exciting gins currently on the market

5

CBA Gin – Marrakech Gin Country of origin - England – (42.5% ABV - 70cl)

www.cba-gin.com

Imagine warm spices wafting through the sultry air in the busy souk. Infused with bright citrus and fragrant Moroccan spices, this gin is inspired by some of the wonderful tastes and aromas of Marrakech. But, if you can’t go in person, go in spirit – in this deep blue bottle, you’ll find a premium classic gin combining the flavours of 19 botanicals including fresh lemon peel, mint, coriander, and turmeric. Perhaps it’ll whisk you away to Marrakech faster than any magic carpet.

Phil N – Feature Writer:

iFD “This beautifully designed bottle was the first thing that drew me to the Marrakech Gin; &

a stylish label on gorgeous matte blue glass. The 19 botanicals gave the gin a complex flavour with Moroccan spices such as mint, coriander and turmeric. However, it was the fresh lemon peel which truly stood out for me, making a refreshing and satisfying drink with ice and tonic.”

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The Isle of Wight Distillery – Mermaid Pink Gin Country of origin - England – (38% ABV - 70cl) Mermaid Pink Gin, at 38% ABV, infuses the flavour and aromatics of island strawberries with the smooth yet complex taste of the company’s award-winning Mermaid Gin, a blend of lemon zest, grains of paradise and fragrant rock samphire. Mermaid Pink Gin is the perfect foundation for a summer fruit cup with ginger ale, or a Mermaid Pink & Tonic – garnished with strawberries, fresh mint and/or a slice of lime.

We also had the chance to try Mermaid Gin, which had a smooth, refreshing and complex contemporary style.

https://isleofwightdistillery.com

Ian – Art Director: “A relaxing glass of pink gin is the perfect summer drink. Served with ice and a dash of

iFD lemonade, topped with slices of strawberries and lemon, this pink gin is a warming sunset in a glass. From the &

textured bottle to the sweet strawberry flavours, Mermaid Gin is a delight for the senses.”

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7

Sakurao Distillery – Sakurao Dry Gin Limited Edition Country of origin - Japan – (47% ABV - 70cl)

Sakurao’s master distiller uses 100-years of distilling techniques and know-how to select only the best ingredients from Hiroshima to create its gins. This includes citrus such as lemon and yuzu, as well as Japanese cypress and oyster shells.

The gin also uses cherry blossoms, which is the symbol of Sakurao, where the distillery is located. The Dry Gin Limited Edition, in addition to juniper berries, also utilises a total of 17 specially selected botanicals from Hiroshima and has been distilled using traditional methods from England. Sakurao also makes Hamagou Gin. The hamagou flower, known for its beautiful fragrance from long ago, is blended with miyajima and other botanicals and distilled using a combination of steeping and vapor methods.

Daniel – Editor: “The pink-bottled

iFD Sakurao Dry Gin Limited Edition was &

a real treat! Strong but floral with a distinguishable juniper berry flavour, this drink was actually opened and enjoyed at my wedding, much to the delight of our guests!”

www.sakuraodistillery.com

8

Fallen Angel Drinks – Blood Orange Gin Country of origin – England – (40.6% ABV - 70cl)

The most unique blood orange flavour, in without doubt one of the best bottles we’ve ever seen. All Fallen Angels’ bottles are hand made in British potteries using craftspeople and techniques that have been passed down for generations. Premium English gin, blended with botanicals and blood orange creates both a bold flavour and vibrant colour. We were also treated to a Raspberry & Rhubarb Gin, presented in an incredible ceramic Medusa head, from sister company – Stone Gaze Drinks.

Jordan – Feature Writer: “Truly iconic presentation, it is a showstopper. But its not all just for show; the gin

iFD inside truly delivers. Bright orange, almost red, it has a strong sweet, marmalade flavour, grounded by a fine &

proprietary blend of botanicals and spices.” www.fallenangeldrinks.com

Inside Food & Drink

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Food & Drink News The latest news from across the global food and drink sector

latest news Carbery cheeses bring home six golds at the International Cheese Awards 2022 W

est Cork based international cheese and ingredients producer Carbery Group has been awarded several honours at the world-renowned International Cheese Awards 2022, taking home six gold medals, three silvers and one bronze in total across several cheese categories.

At the event, Carbery received six Gold Awards for Carbery Cracker Mature White, Carbery Lactose Free Cheddar, Extra Mature White Cheddar, Vintage Cheddar and Cheese Extra 14+; three Silver Awards for Mature Cheddar, Vintage Cheddar and Cheese Extra 14+; one Bronze Award for Mature Cheddar; and one Very Highly Commended Award for Red Cheddar with Chilli.

The International Cheese & Dairy Awards are the world’s leading platform to champion world class producers. Held at the Staffordshire Show Ground, the 2022 awards attracted over 5,500 entries from across the world. They are seen as a real measure of quality cheese by cheese-makers and retailers.

Commenting on Carbery’s wins, Commercial Director Barry Fitzsimons said: “We are delighted to have achieved 11 awards across a broad range of our products at this year’s awards. We have focused our efforts on building a portfolio of high valueadded cheese, and delivering high quality products for our customers, and it’s gratifying to see our work pay off here. We are constantly challenging ourselves to innovate for our customers, and I hope these awards show in turn that our focus is on delivering the best products for them.”

Dermot Curtin, Director of Site Operations at Ballineen stated: “The expertise of our cheese-production team is renowned here at Carbery. To achieve these accolades, especially while the whole team also managed a huge expansion project across the Ballineen site, is testament to the commitment and dedication that our team have shown across the last few years. Thanks to the R&D, production and quality teams for all they contribute to making these great products.”

Seamus Corkery, cheese-grader at Carbery, expanded: “We are delighted to have this recognition to bring to our customers and to acknowledge the skill of our team. Thanks to all at ICDA for these awards.”

All cheese produced at the Carbery facility is made with milk from farms within 50km of the production facility. Carbery cows are 95% grass-fed, grazing in pastures outdoors for up to 240 days a year.

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Inside Food & Drink

Carbery cheese is sold in more than 50 countries around the world and last year Carbery produced more than 64,000 tonnes of cheese. All of this cheese is produced in the Carbery facility in West Cork, which was the site of a recent €80 million expansion with the addition of a third cheese line.

The ICDA is the world’s biggest platform to champion world class producers of cheese and dairy products. Winning one of these prestigious awards means being part of an elite group and 125 year-old tradition of the very best in class. Success brings high profile recognition from independents, retailers and food service companies throughout the world.

Send your latest news to: media@insidefoodanddrink.com

Danone leads $7m funding round for methane-reducing cattle feed additive

S

ymbrosia, a Hawaii-based start-up with a seaweed feed additive that reduces livestock methane emissions by over 80%, has closed out its Series A funding round with $7 million. After two years of research on seaweed breeding and cultivation technology, Symbrosia has reportedly developed strains that are significantly more productive, potent and resilient than wild populations. The company said it will use the capital to scale production of these breakthrough seaweed strains by orders of magnitude and bring their livestock feed additive, SeaGraze, to market with the world’s most innovative brands and producers.

The funding round was led by Danone Manifesto Ventures, the corporate venture arm of global food and beverage company Danone. For Danone, the company said this investment aligns with its goal of becoming carbon neutral across its full value chain by 2050. Additional investors in the funding round include previous seed investors, Pacific6 and HATCH, new investor, Presidio Ventures, and new Hawaiian investors, Kamehameha Schools and

Mana Up, along with individual local investors, farmers, and seaweed enthusiasts.

Founder and CEO Alexia Akbay, a Forbes 30 Under 30 recipient for Social Impact in 2022, said: “During the past two years of research, we pushed the boundaries in seaweed breeding to develop high-performing seaweed strains. This Series A funding round marks a critical inflection point where we shift our focus to bringing this innovation to market at scale, as quickly as possible, with strategic partners in Hawaii, California, and the Pacific Northwest.

“The support from Danone Manifesto Ventures and our other investors, existing and new, will enable us to increase seaweed production by a factor of 1,000, round out our team expertise with strategic hires, and put SeaGraze in the hands of visionary companies and livestock producers to create the world’s most sustainable livestock supply chains. Now is our moment to take action on methane.”

Jean Prevot, Vice President, Operations and Sustainability at Danone Manifesto Ventures added: “We are thrilled to be partnering with Alexia and the Symbrosia team. We are impressed by the drive and passion they have to meaningfully address climate change through the reduction of livestock methane emissions.

Given Danone’s leadership in the global dairy industry, this investment also complements our portfolio of strong solutions to help us and our partners achieve carbon neutrality across our value chain by 2050.”

Symbrosia completed the world’s first commercial A. taxiformis trial in 2020, testing SeaGraze on an organic farm in Dover Plains, New York, where they confirmed drastic methane reduction. After this successful proof of concept, with scalable production in mind, the company doubled down on research and technological development. During this phase, Symbrosia developed robust A. taxiformis strains that are a core differentiator, substantially improving the pace and unit economics of SeaGraze production.

With the infusion of capital, Symbrosia plans to max out production in its pilot facility at its headquarters, which sits within the Natural Energy Laboratory of Hawaii (NEHLA) Ocean Science and Technology Park, and build a larger production facility to continue the exponential scale-up. The consistent year-round Hawaiian climate, aquaculture innovation ecosystem, and State support have amplified Symbrosia’s success in Hawaii.

Inside Food & Drink

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Food & Drink News The latest news from across the global food and drink sector

latest news Drop Bear core range

Drop Bear Beer Co becomes world’s first carbon neutral alcohol-free brewer C

raft brewer Drop Bear Beer Co has become the world’s first certified carbon neutral alcohol-free brewer, bolstering the business’ commitment to combatting climate change.

From day one, the burgeoning brewer has taken measures to reduce its carbon footprint, and it is now celebrating its unique position within the brewing sector.

Drop Bear’s official designation as carbon neutral follows extensive work by the award-winning business to achieve carbon neutrality for the company and its beers. This has been achieved by compensating for CO2 emissions through supporting international, certified carbon offset projects facilitated by ClimatePartner.

An example is a clean wind energy project in north east Brazil to implement and operate 14 wind power plants with various social benefits for Brazilian communities.

Since its formation in 2019, the company’s founders – Joelle Drummond and Sarah McNena – have striven to build a business with sustainability and climate change awareness as its bedrock, meaning consumers no longer need to compromise on quality or values.

“Drop Bear takes its responsibility to the environment very seriously and achieving carbon neutrality is the latest milestone towards which we’ve been working for years,” said Joelle Drummond.

“Now comes the time for real innovation as we work to reduce our carbon footprint at production stage and reduce reliance on carbon offsetting.”

Drop Bear’s activities will continue to be monitored by ClimatePartner, with annual Corporate Carbon Footprint (CCF) and Product Carbon Footprint (PCF) reports on the business’ targets.

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Inside Food & Drink

On a mission to brew ‘the best 0.5% ABV craft beers and build a better world in which to drink them’, Drop Bear’s carbon neutrality comes just months after becoming Wales’ first B Corporation® brewery. A Living Wage company, Drop Bear’s B Corp™ designation has put it among an elite group of environmentally, ethically, and socially focused UK food and drink businesses.

Earlier this year, Drop Bear announced its plan to build a bespoke brewery on a farm near in Abergavenny, South Wales. If the company’s building plans are realised, then Monmouthshire will become home to the world’s first carbon neutral alcohol-free brewery.

Joelle said: “Having our own brewery is key for this next, exciting stage of our sustainability journey as we take matters into our own hands. Our proposed brewery would implement innovative technologies to reduce energy use, increase efficiencies, reduce waste, reduce food miles, derive power from on-site solar panels, and explore closed loop systems etc. Now that we have completed our analyses, we know where the most impactful changes can be made and frankly, we can’t wait to get stuck in.”

The Drop Bear range currently consists of four beers: Tropical IPA, Yuzu Pale Ale, Bonfire Stout, and New World Lager – all of which are below 0.5% ABV. The award-winning beers are vegan friendly, gluten-free, and low calorie, all whilst creating awardwinning flavours.

Listings include Ocado and Tesco stores in Wales. At the same time, the company has continued to expand its international customer base with the addition of major retailers in Hong Kong and Finland.

Send your latest news to: media@insidefoodanddrink.com

ReSea Project invites UK food and drink companies to help tackle plastic pollution R

eSea Project is calling on UK food and drink brands and manufacturers to upscale their environmental credentials by signing up to commitments to remove plastic from the planet’s oceans and rivers.

The organisation is on a mission to push the agenda for plasticfree waters and is seeking British food and drink partners to join forces to help tackle consumers’ number one environmental concern – plastic pollution.

ReSea Project is a Danish company which removes plastic from oceans and rivers. Operating out of South-East Asia, it helps brands and service providers embed sustainability and ocean health at the heart of their operations with measurable and documented impact.

Globally, ReSea Project is successfully working with major brands which are able to promote their sustainability credentials to consumers via their websites, on-product and beyond, including The Hidden Sea Wine and Stoli vodka.

This call to action comes as studies show the UK’s supermarkets account for 800,000 plus tonnes of plastic packaging waste a year – with eight million pieces of plastic making their way into waterways every day.

According to a government report, the UK reportedly generates more plastic waste per person than any other country bar the US and currently less than 10% of household plastics are recycled.

Christine Tangdal of ReSea Project said: “We’re already working with a selection of popular brands in the UK and the results have been immediate and impressive, with simple mechanics like for every bottle sold the equivalent of 10 plastic bottles are removed from oceans and rivers.

“We’re open to ideas and initiatives to enable food and drink brands and manufacturers to join in our ocean clean-up activities.

Partnerships such as this really chime with the consumer as it’s such a pressing environmental issue – and means companies can lead the way with initiatives that care for the planet and leverage their environmental commitments.”

ReSea Project provides the marketing services needed to communicate the initiative to increase customer engagement and awareness and can work in partnership on social media and PR campaigns.

“Our solution has shown to be a true win-win,” said Ms Tangdal.

“Consumers prefer brands that do something positive for the environment and by partnering with ReSea Project our partners get

a brilliant chance to show consumers that choosing their brand has a direct and documented impact for our planet. As our movement grows, so does our impact, allowing us to make waves beyond the sea we work in.”

A UN assessment of plastic waste policies determined South-East Asia as the global marine litter epicentre. The international trade in plastic waste and the recent survey in the use of single-use plastics and personal protective equipment during the Covid-19 crisis have also worsened the situation.

DNV certified, ReSea Project’s high level of traceability provides proof of the plastic’s source and its onwards journey to ReSea Project’s sorting station via blockchain technology. From here the plastic waste is sorted into plastic types, bale pressed and distributed for recycling and waste handling purposes.

Ms Tangdal continued: “Our message is clear; we’re in this together.

We welcome brands, manufacturers and producers from across the UK food and drink industry to join us – large and small, established and start-ups. We all have a role to play in pushing the agenda for a plastic-free ocean and we firmly believe that only by working together can real change happen.”

Inside Food & Drink

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Food for thought Interesting and unusual food and drink facts from around the world

foodthought for

In 2008, Sipsmith received an official licence to produce gin in London, the first gin distillery to do so in the capital since 1820.

The average strawberry has 200 seeds across its skin. As these seeds are on the outside of the fruit, a strawberry is technically not a berry.

There is about as much caffeine in two cups of black tea with milk (94mg) as there is in 100g of dark chocolate (80mg).

There are 140 species of anchovy, spread across the Atlantic, Indian and Pacific Oceans. In some countries, they are very popular as a pizza topping... with the exception of November 12th, National Pizza with the Works Except Anchovies Day.

The root vegetable known as the swede in British English was supposedly named after it arrived in England from Sweden around 1800.

In America, it is known as rutabaga, from the Swedish dialect word rotabagge, (literally ‘root lump’). However, in Sweden it is called kålrot, (‘cabbage/kale root’).

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Inside Food & Drink

“

“

There is no sincerer love

than the love of food – George Bernard Shaw –

Vanilla is the only fruitbearing member of the orchid family and the flower that produces the bean only lasts a single day.

The first ice lolly flavour was lemonade, patented in 1923

by US lemonade manufacturer Frank Epperson. He claimed to have stumbled upon the idea in 1905 when a glass of lemonade froze with a spoon in it.

A finished cheese takes up about 1/10th the volume of the milk it was made from.

Espresso machines create the iconic coffee drinks using between 8 and 18 bars of pressure.

In contrast, a stove-top moka pot averages merely one bar and an AeroPress achieves between 0.35 to 0.7 bar.

Scientists in Japan have confirmed that shiitake mushrooms grow better in the vicinity of lightning strikes. The mushrooms doubled their fruiting just from being close to lightning.

The largest crab in the world is the Japanese Spider Crab, with a leggy diameter spanning 3.9 metres.

Inside Food & Drink

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What’s new in the industry?

The latest innovations, ideas and product launches

what’s

new

in the industry ?

World’s first sustainable ready-to-eat Açaí bowl

Singapore robotics start-up raises a further S$4.2m Singapore robotics and automation start-up Ross Digital has raised S$4.2 million in its Series A+ funding round, led by food and beverage company Fraser and Neave (F&N), bringing the total raised, since the company’s inception in 2017, to S$21.2M. The tech company said it will put the funds towards the “acceleration of product enhancements”, to expand into Thailand and Malaysia, and to recruit additional employees. To date, Ross Digital has deployed 15 robotic arms to companies in the region and has plans to deliver a further 40 before the end of the year. Ross Digital’s latest 5th wave coffee robotic barista aims to imitate the coffee making skills of a veteran barista, including perfectly crafted latte art. The robots are designed to help companies solve the issue of finding manpower to do repetitive and menial tasks in the kitchen.

The world’s first ready-to-eat frozen Açaí bowls made entirely from recyclable plant fiber packaging are now available in the UK.Açaí producer Sambazon is strengthening its retail partnership with WholeFoods Market to stock the unique bowls which are the first NPD of their kind to bring the organic flavours of Brazil’s Amazonian Rainforest to the UK’s frozen food category.

Sambazon is the first company to launch 100% plant-based packaging in the category with the bowl, film and the adhesive used all individually certified as recyclable. There are two flavours currently available in the UK – Amazon Superberry and Berry Bliss – each of which feature a blend of wild-harvested Fair Trade Açaí, as well as granola toppings.

A 3D printer for cookies French start-up La Pâtisserie Numérique has unveiled the Patiss3 3D printer.

Specially designed for cookie dough, this solution allows chefs to print any kind of shape with any kind of dough. Whether for sweet or salty recipes, the device offers several possibilities. La Pâtisserie Numérique was founded in 2019 by Marine Coré-Baillais. As a graduate of CAP Patisserie and a recognised expert in the field of 3D printing, she wants to open the doors of local businesses (bakeries, pastry shops, restaurants) to 3D printing for a local, 100% home-made, healthy and tasty production.

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SodaStream unveils next generation of sparkling water makers

Bühler launches SORTEX H SpectraVision

SodaStream has launched its next generation of sparkling water makers designed to make it easier to create and enjoy sparkling water and flavoured sparkling water drinks at home. Available in three different models – Terra, Art and the Duo – the three sparkling water makers feature SodaStream’s patent pending Quick Connect Cylinder technology, enabling a seamless cylinder connection in one simple click. The Art (£139.99 RRP) features a slim silhouette, stainless steel trim and a carbonation lever which allows users to experiment with levels of fizz and different flavour combinations. The Duo (£164.99 RRP) is SodaStream’s first sparkling water maker to be compatible with both SodaStream’s new glass and reusable plastic bottles.

The Terra (£109.99 RRP) is an upgrade from the Spirit machine, but with a mix of textures, high polish and matte finish.

Swiss Bühler Group has launched its latest optical sorter for wheat, rye, oats, grains, coffee and pulses: the SORTEX H SpectraVision.

Powered by brand new MerlinAi sorting algorithms, the solution pushes optical sorting to the next level of usability, performance, and product traceability. The SORTEX H SpectraVision offers three key benefits for customers: unmatched ease of use, high performance, and enhanced connectivity, contributing to increased sustainability. With its individual defect removal control, the SORTEX H enables processors to maintain sort quality with ease and also delivers up to 50% higher reject concentrations. Additionally, enhanced connectivity increases value for processors. Over 500 data points can be downloaded every second and sent to Bühler Insights to optimise and track performance.

Mars introduces co2coa sustainability inspired chocolate brand Mars has partnered with Perfect Day to launch the company’s first ever earth-friendly and animal-free chocolate innovation in the US. Named co2coa, Mars says this innovation provides consumers with a delicious earth-friendly, animal-free, and lactose-free chocolate experience. Perfect Day has created the world’s first nature-identical dairy protein, without any animal inputs.

A recent lifecycle assessment found that their precision fermentation process uses up to 99% less water and produces up to 97% fewer greenhouse gas emissions, compared to traditional production methods. “The creation of co2coa is an inventive example of how we partner with technology innovators, like Perfect Day, to bring great new offerings to our consumers,” said Chris Rowe, Global Vice President of R&D, Mars Wrigley.

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iFD &

from crop to consumption

TASTY SNACKS walker’s shortbread sociedade industrial de aperitivos

elbisco

grupo alacant

pâtisserie masmoudi

hrib

WALKER’S SHORTBREAD

I

PROFILE

Walker’s Shortbread produces bakery products with a strong Scottish flavour. Nicky Walker, Managing Director, related the joys and challenges facing this family business to Phil Nicholls.

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J

oseph Walker opened a village bakery in 1898 with the intention of making the world’s finest shortbread. Almost 125 years later, packets of Walker’s shortbread in its signature red tartan packaging are staple features of Christmas celebrations the world over and are devoured from biscuit tins all year round.

Today, the fourth generation of the Walker family still run the business in the Scottish Speyside town of Aberlour. Joseph’s old bakery is now a test facility for Walker’s baked goods, where new products are evaluated to ensure a genuine taste of Scotland.

Production facilities and the range of merchandise have both expanded, but the core of the business would be instantly recognised by Joseph Walker.

The current Walker’s operation has four factories in Aberlour and two more in nearby Elgin. Base employee numbers are 1,200, but up to another 400 workers are required to deal with the extended Christmas demand for shortbread.

The 2021 turnover at Walker’s was £142 million, up from £132 million in 2020, but still below the pre-pandemic levels. Exports form a large proportion of the company’s business, amounting to £72 million in 2020, selling into over 120 countries.

The Walker’s range includes the trademark shortbread in a dizzying variety of options, from the classic shortbread finger to fans, rounds and seasonal novelty shapes. Walker’s also produces oatcakes, receiving a Royal Warrant for Shortbread & Oatcakes in 2017. The range includes an assortment of Scottish cakes and biscuits, from Ecclefechan tarts to Strathspey rich fruit cake.

To the fourth generation In January 2022, Nicky Walker was appointed Managing Director. As the fourth generation of the Walker family to run the business, he was very clear about what he was inheriting: “I think the biggest legacy has absolutely got to be the brand.”

The longevity of the Walker’s brand has its roots in the quality of the shortbread, baked today using much the same recipe as the one perfected by Joseph Walker.

“The current recipe is a variation on a theme,” Mr Walker explained. “There’s been little tweaks here and there, but intrinsically it’s the same four base products it has always been: flour, butter, salt and sugar. Only a little bit of salt and slightly less sugar nowadays, but absolutely the same recipe.

“We still manufacture shortbread in batch quantities, which we feel gives us a better control over the product. That is the traditional method, that’s how our whole business is set up. We still believe the knowledge and expertise of the bakers is invaluable to our product quality.”

Alongside Mr Walker’s new role, the board of Walker’s has slowly expanded in recent years. The appointment of a new financial director, a non-executive chairman and a commercial director broadened the range of experience and knowledge available to the company. “This is not the traditional Walker’s way of doing things,” said Mr Walker, “but it’s very much needed as we try and modernise somewhat our business approach.”

Modernisation is a delicate process at a company with a traditional product line.

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“What we’ve done as a board is look at rationalisation, trying to slim down the number of SKUs we offer,” Mr Walker outlined. “That in turn allows us to put in more advanced automation in terms of packaging our products.”

One automated line at Walker’s uses pick-and-place robots for the packaging of shortbread fingers. Mr Walker admitted that the robots were “fascinating to watch,” and at first, were perhaps a little too mesmerising for some members of the board and production team!

Cracking supplier relationships Any company who has been in business for as long as Walker’s will have long-term relationships with suppliers. Mr Walker shared an example of this connection: “Some of our current suppliers have been working with us for 50 years. These companies might have changed names or been bought out, but intrinsically they’re still the same company.

“Take Meincke, for example, an oven manufacturer from Denmark who are now part of the Buhler Group; a GermanSwiss company, but it’s still the same guys in Denmark making the ovens.

We’ve been buying our ovens from them for 50 years.”

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Close relationships are formed with every supplier to Walker’s. “We never ever compromise on the quality of ingredients,” Mr Walker said. “We source the very finest ingredients we can. When you’re dealing with such a traditional product, then there’s little margin for error, it has to be the very best we can do. That was the legacy left by our greatgrandfather: his goal was to make the finest shortbread possible and we’re all just following suit.”

When speaking specifically about one of the company’s most critical ingredients – sugar – Mr Walker said the company relies on sugar producer British Sugar.

“We consider British Sugar to be a trusted ingredient supplier, guaranteeing quality and reliable service,” he said.

Maintaining the long history of Walker’s is a challenge in troubled times.

Availability of seasonal workers in Speyside was adversely impacted by Brexit. Compared to the peak employment numbers, Walker’s must now operate at peak times with around 300 fewer workers compared to pre-Brexit numbers.

Assessing market trends is another challenge, according to Mr Walker: “One of the hardest things for us is trying to choose between a trend and a fad: a fad is

not worth the effort following, but a trend is something we should be part of.”

Walker’s products are currently available in gluten-free options, with many products suitable for vegetarians and Kosher OUD certified.

Overcoming supply bugbears Global supply issues have impacted Walker’s Shortbread. “The availability and price volatility across all markets has been an absolute shocker!” Mr Walker remarked.

“Prices last year were sky-high: traditionally, a container of tins coming in from China was about $4,000 before those supply issues, in June last year the cost was up to around $18,000.”

When the suppliers also suffer logistic problems, then there is a knock-on effect.

“Global supply issues create lots and lots of challenges,” Mr Walker admitted, “You can do the very best you can in running your business, but it’s the factors that you can’t control that are the biggest bugbears.

It doesn’t take much working out to know that if a commodity or service price increases and you want or need the commodity, then you’ve got to pay the asking price: that’s just where we are right now.”

Alongside supply issues, Walker’s is also addressing environmental sustainability.

Joe and Jim - Founders

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As a long-standing family-run business embedded in beautiful Speyside, the company has pursued extensive environmental projects for many years. 1,300 lighting units have been replaced with LED lights and all six factories run energy-efficient condensing boilers and compressors. The company recently installed 80 solar panels on the roof of its newest factory, producing 12,000 kWh electricity per annum.

Walker’s headquarters is historic Aberlour House, built in 1838 with a Category A listing. After Walker’s bought the property, it embarked on an extensive renovation program. The estate woods are professionally managed by Scottish Woodlands and the wildlife rich grounds enjoy Site of Special Scientific Interest and Special Area of Conservation status.

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The local community enjoys access to the grounds and orchards of Aberlour House. Mr Walker was clear on the company’s duties to Speyside: “We’re probably the biggest employer locally and with that comes a huge responsibility.

One of the core objectives for the company is to remain here. We want to be in Speyside, we want to be part of the community and we want to offer careers and jobs to as many local individuals as we possibly can.”

Iconic red tartan packaging The final strand of the Walker’s sustainability drive relates to the packaging where work is ongoing to reduce the amount of plastic used in both primary and secondary packaging. Recycled tin-

plate is used and cardboard for selected cartons is sourced through the Forest Stewardship Council.

“There’s no sense in marketing a lovely product inside poor packaging,” Mr Walker said. “The whole marriage between the packaging and product has to be just right.”

The packaging of Walker’s Shortbread is a hot topic within the company as part of its rebranding project. “The challenge the design company had was the fact that, from a design perspective, tartan is challenging to work with,” Mr Walker explained. “And we understand that, but why would we give away the crown jewels? So we had to find the right balance. As a result, the new tartan look is more contemporary.”

Nicky Walker, Managing Director

Joe and Jim - Founders

Due to the rebranding program, the iconic Walker’s tartan is reduced to trim on some of the boxes. The new style packaging relies more heavily on a white background, with the company name larger and topped by the Royal Warrant. Yet, the traditional red tartan remains firmly linked to the Walker’s Shortbread brand.

“The legacy left by my father and my uncle James is all about humility, hard work and honesty,” concluded Mr Walker. “Those three Hs are the principles that really have been steeped in the business. We’re immensely proud of the brand. We’re immensely proud of the business and we’re immensely proud of our staff. The generations have built the business, and the responsibility comes in ensuring that, as custodians, our generation can pass this legacy on to the next generation.” n

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Grupo Alacant CEO Joaquín Lancis

With half-a-century’s experience of making ice cream, Grupo Alacant has strengthened its grip on the Spanish market with the acquisition of fellow producer Crestas La Galeta. A key focus for the union will be to maximise their presence in the vegan and allergen-free markets with their speciality brands, attests Grupo Alacant CEO Joaquín Lancis. Report by Andy Probert.

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he desire to serve up the best ice cream in Spain began in 1972 when 35 artisan ice cream makers came together to create the best recipes under one roof.

Fast forward 50 years and those diverse ingredients now form Grupo Alacant, which is not only the Spanish ice cream market leader but a tour-de-force in Europe.

Employing 700 people across four manufacturing sites, the business annually produces 100 million litres of ice cream and is expected to generate €160 million in revenue in 2022.

Grupo Alacant CEO Joaquín Lancis explained the company, which has 245 shareholders, including 182 ice cream parlour owners and 43 local distributors, has a portfolio of 14 diverse product groupings through its brands: Helados Alacant, Antiu Xixona and 4U Free From.

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About 95% of its production is ice cream, including bulk ice creams, tubs, cones, sandwiches, desserts, moulded sticks, as well as slush fruit drinks, ice pops and extrusion sticks.

With 60 different flavours and other sub-categories, Grupo Alacant has been number one in the Spanish retail sector since 2009, with a healthy 35% market share, and dominates the Horeca sector as a leader in ice cream parlours.

Grupo Alacant’s primary production plants have traditionally centred in Alicante for its ice cream manufacturing and Murcia, specializing in frozen drinks.

Major Acquisition However, the company strengthened its grip on the Spanish market when, at the end of 2021, it acquired Crestas La Galeta SA, a firm with over 80 years’ experience in the ice cream sector, and owner of the Helados Somosierra and Royne brands.

With this purchase, Grupo Alacant will expand its presence in new channels and clients and accelerate national and international growth. Consolidating as an ice cream sector leader, it will see production capacity increase from 100 million to 150 million litres of ice cream annually.

In addition, Grupo Alacant will add Crestas La Galeta’s manufacturing plants in Madrid – in Leganés and Alcobendas. Mr Lancis commented: “This acquisition entails expanding our client portfolio, being present in new international markets and presenting a broader, more innovative and personalised commercial proposal to the market for our clients.

“This operation not only allows us to increase our production capacity. It also means integrating fully complementary product ranges, which facilitates the industrial specialisation of our plants.”

Export, vegan strength Speaking of the group’s prowess in the exports market, Mr Lancis revealed Grupo Alacant was primarily engaged in private label activities for retail giants such as Lidl, Tesco, Aldi, Morrisons, Dia, Spar, Walmart and Carrefour.

It is also utilised for such renowned international companies as Unilever, Frigo Restauracion, Wicked Kitchen and Dale Farm Ice Cream.

According to Michael Huettemann, Grupo Alacant’s Export Manager, 10% of all production is exported, with a 50/50 distribution split between vegan and dairy products.

“We export to most European countries, and we have business in the UK, US, Gulf and Asia,” he said. “The European and UK markets are our key strengths.”

Mr Lancis reflected that part of Grupo Alacant’s plan is to dedicate one of the Madrid plants to non-dairy products, allowing the business to specialise in vegan lines.

“If you have a non-dairy factory, in some way you are giving more added value and reassurance to the consumer, and there is no risk of any cross-contamination.”

Reflecting this confidence in the vegan market, Grupo Alacant acquired the vegan line 4U Free From in 2018 and through which 52

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it produces a wide assortment of frozen products that are vegan and free from six allergens.

The recent Crestas La Galeta buyout was complimented with the Somosierra and Royne ranges, which are present in the free-from category in gluten-, sugar-, and lactose-free ice creams.

Mr Lancis explained: “We believe the vegan segment is fully transitioning from a niche to a more fully-fledged mainstream market channel with enormous growth potential.”

The base of 4U Free From vegan products is a lupin vegetable protein, and has been a major success. The range guarantees all products are gluten-free, mil-free, egg-free, peanut-free, sesamefree, and free of nuts.

“The brand catered initially to people with allergies and food intolerances, but it has since grown much wider and offers delicious non-dairy options to those who follow a vegan diet.”

While acknowledging the potential union of the 4U Free From brands and Special Line of Royne, Mr Lancis noted that serious consideration was being given to renaming the 4U Free From as the brand “does not fully reflect where it is today and that the vegan market is much wider now.”

Going forward Mr Huettemann said that while Grupo Alacant’s primary target for 2022 was the unification of “cultures, industrialisation and departments” between Grupo Alacant and Crestas La Galeta, there was still a deep desire to continue growing new product lines.

He said: “Our R&D will continue forging ahead with new products and flavours that complement our established lines and aid expansion in Spain and abroad.”

While production was maintained throughout the pandemic, Mr Lancis said the main challenge facing Grupo Alacant now was to manage the “critical situation” of rising prices in raw materials, some of which had spiralled to more than 50%.

“We have been very R&D oriented since the beginning, and we have always been sensitive to the emerging trends, such as glutenfree and vegan products. Innovation is the heart of Group Alacant and the main differentiator from its peers,” Mr Lancis said. “We are never satisfied, and there is always improvement to be made.”

The group has also undertaken various environmental activities within the industrialisation sphere, including solar panels, minimising water and food waste levels, and developing a new packaging line to avoid using plastic.

While the company’s main aim was to build long-term relations with suppliers and customers in the market and “to share the successes”, Mr Lancis concluded: “We are filled with optimism for the future. While maintaining our leadership in Spain, we want to expand and become more recognised on the international stage.” n Inside Food & Drink

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SOCIEDADE INDUSTRIAL DE APERITIVOS

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Pedro Santos, CEO

old snack enjoyed by l sa er iv n u a s, Crisp changed over the ve a h y a m e, k li a and young nd saturated a lt sa ed d d a ss decades with le d thinner, but they n a r te gh li e om ec fats, and b ple. oice for most peo ch o -t go a s a st t persi orable, indulgen em ‘m t a th el fu Helping to de Industrial a ed ci o S s l’ ga u rt moment’ is Po ding crisp manu a le a ), IA (S s o iv de Aperit ten by the milea re a s d n ra b facturer whose O nce to Africa. CE ra F m o fr y a d y lions ever of ed a ‘packet-ful’ ss cu is d s to n a S Pedro Probert. topics with Andy

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lavour, texture, and freshness are just some of the key elements a hungry consumer wants from a packet of crisps. From plain to hot and spicy flavours, if the thought makes them salivate before they dive in for the first crisp, then job done!

That’s the goal and fulfilment of Sociedade Industrial de Aperitivos (SIA), a producer of 87 million packets of crisps annually and enjoyed on different continents as we speak.

“The secret goes back to ensuring strict quality control of our main raw material: the potato,” attested Pedro Santos, SIA’s CEO for the past three years. “We work continuously with our suppliers to have the best potatoes and develop new varieties that answer consumer demand for crispness and flavour. That passion and desire for quality has allowed us to arrive where we are today in the industry.”

From its factory in Tentugal, near Coimbra, in Central Portugal, SIA is responsible for providing Iberians with their much-loved Douradas, Super Douradas and Sr. Basilio brands with a host of tasty varieties.

The Sr. Basílio range offers a very smooth texture and unique flavour representing the traditional values of the brand. For variety and innovation, the Super Douradas are the option: with a wide range of options from traditional plain and salty to unique flavours such as pizza.

Private label brand producer For the past 15 years, more than 90% of its production has been focused on private label brands, making it the biggest private-label brand producer in the Iberian Peninsula today.

While its Super Douradas, Douradas and Sr. Basílio brands continue to gain greater traction, as a mainly private label brand producer, SIA exports around 20% to France, Spain, Northern Africa, and African Portuguese-speaking nations.

SIA is the second-largest producer of crisps in the Iberian Peninsula, including Spain and Portugal. It holds around 55% of the Portuguese crisps market and 15% of the Iberian market.

Over its 32-year history, SIA has been owned by various industry heavyweights from Nestlé to United Biscuits and Grefusa, but also a private family, before Grupo Altho, a family-owned company and the biggest French producer of crisps, with 40% of the French market, began in 2014 its acquisition process of SIA, and became the sole shareholder in 2019.

As the second biggest company in its region, and the largest employer with a team of 240 workers, SIA is now a €43 million business, having seen sustainable growth over the past decade and a rise in its SKUs and customers.

“Today, we produce 87 million packets of crisps a year, a 25% increase from 2016,” commented Mr Santos. “That is due to continuous investment in the factory’s modernisation. Quality is the main pillar for our growth, but critical investments enable us to stay abreast of industry standards. These have helped boost capacity and meet our clients’ needs.”

This is all underpinned by SIA’s High-Level IFS certification and its four ISO accreditations – ISO 9001, 14001, 22000, and 45001 – which focus on quality management, environment management, work and food safety, and security.

SIA is also keen on sustainability in almost every aspect of its business and production. For example, it uses 100% recyclable

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packaging and is developing an investment package to install solar panels to guarantee 50% of its electricity needs.

While capacity has grown due to a planned three-year investment cycle, SIA has had to navigate the Covid-19 pandemic and other external crises.

“Covid has not benefitted our category as we depend a lot on family events, gatherings and outdoor activities,” Mr Santos said.

“However, we achieved over 3% growth in 2020 and 2021, and, with the opening of society in 2022 and tourists returning, we foresee growth in excess of 10%.”

In 2021, SIA bought almost 55,000 tons of raw potatoes for its crisp production. Nearly half were from Portuguese producers, mainly for the summer campaign, and with whom SIA has longterm partnerships.

“During the winter, there is no storage capacity in Portugal, so we import from Spain and France,” Mr Santos explained.

That is a problem easily overcome, but the portents of troubled times may only now begin to threaten the industry. He said: “Because of Covid, the sector experienced a raw materials crisis last year and was aggravated this year by the war in Ukraine.

“This impacted our cost structure as we look to Ukraine especially for sunflower oil. It’s simply impossible to pass on price increases at the same speed as we receive increases in costs. The entire supply chain has to make an effort of containment.

“In trying to address sales growth, we estimate we will have to produce at higher costs and still need to guarantee raw materials on time despite the supply chain crises we live in.”

Long term view The main focus for SIA in 2022 will be “to guarantee the profitability of the business and a healthy cash flow,” confirmed Mr Santos.

The company will look to 2023 to put in place its next three-year investment plan focusing on support facilities to boost capacity and address the evolution of new technologies.

Mr Santos reflected: “Fresh potato consumption has been declining, but our category sales have increased year-on-year, which means our consumer is looking for a tasty, indulgent and ready to eat product.

“Our suppliers and clients know they can count on us. We make long-term agreements with suppliers, which guarantees a longterm, stable and sustainable relationship, allowing them to plan their business and investments. For the potato farmer, we make yearly contracts with a fixed price, so they know what they’re going to get, and gives them a stable vision for the future.

“Maintaining long-term relations is not only how and why we’ve overcome the current crises without major setbacks, but the reason why nearly 80% of our sales are with customers who have been with us for more than ten years.”

He concluded: “While our industry is going through tough days, our long-term view and strategy will enable us to overcome these difficulties and help SIA remain an important player in the Iberian crisps industry and the biggest private label brand producer in the Iberian market.” n

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LOVE LIFE,

ELBISCO

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eat Greek,

live well Elbisco is a leading Greek manufacturer of snacks and bakery products. Dr Irene Pateras, Director of Innovation and Sustainability and Ms Ioulia Rachioti, Quality Assurance and Regulatory Manager, outlined the company’s three sustainability pillars – responsible growth, harmonious living and balanced snack choices – to Jordan Yallop and Phil Nicholls.

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or Greek snack and baked good producer Elbisco, the goal of operating with ethos equates to responsible growth, harmonious living and balanced snack choices. The company is focused on achieving financial stability and robust business practices.

Elbisco began in 1987 when pioneering entrepreneur Kyriakos Filippou united the three historic Greek brands of Allatini, Elite, and Kris-Kris under the umbrella of a single company, creating a large modern Greek company in the flour and bakery snack sector. A further acquisition came in 1995 when the rusk manufacturer N Vossinakis joined the fold.

Elbisco’s brands are familiar and loved household brands in Greece.

Allatini, is a leading premium biscuit and packaged flour brand with heritage in the Greek market, providing a wide range of products for the entire family by offering new and upgraded choices of sweet snacks biscuits, cookies, cakes and a wide range of flours.

Elite is a traditional trusted brand of rusks, which has also expanded into the category of salty snacks with the Elite Mediterranean Crackers, enhancing the company’s export activity.

Kris Kris is a long established packaged bread brand in Greece, recognized for providing a wide range of delicious

and innovative products such as sliced bread, burger/sandwich buns and pittas.

The rusks and flour that make up the Vosinaki and Forma brands are just as popular too.

Elbisco’s products are manufactured in two locations in Greece, one in Pikermi in Attica and the other in Chalkida on Euboea.

The company has 700 employees and a turnover of €105 million, producing 58,700 tonnes of product. The broader group of companies has two further factories in Skopje and an additional 400 employees. The consolidated group turnover was €122 million in 2020, an increase of 4.9% on 2019.

Responsible growth Part of Elbisco’s responsible growth policy includes a series of investments. In 2018, Elbisco constructed a state-of-the-art rusk production facility by expanding the existing production facility in Chalkida. With an investment of more than €20 million, the new factory was intended to increase Elbisco’s production capacity, ensuring even higher quality and safety standards and reducing the company’s environmental footprint.

“Elbisco now ranks among the technological leaders of food plants in Europe,” explained Dr Irene Pateras, Director of Innovation and Sustainability. “The new state-of-the-art production unit, which

became fully operational in 2019, is housed in a new building with a total surface area of 8,000 sqm.

“Our new production line has a capacity of up to 19,000 tonnes per year and is characterised as one of the largest rusk production faciliies in the world. The new factory’s design and implementation followed the highest specifications of European safety standards, with fully automated state-ofthe-art equipment.”

The new facility offers an average of 7% energy savings compared to the old production line over the previous four years.

This average breaks down to 6% reductions in thermal energy use and 10% reduction in electricity use. Such environmental considerations are part of the company’s sustainability objectives.

A harmonious environment The second pillar of Elbisco’s sustainability strategy is harmonious living.

In this pillar’s context, Elbisco is committed to creating and distributing value through its activities to all its stakeholders.

At the same time, as a responsible employer, the company seeks to provide a safe and healthy working environment and to create value for employees by enhancing employment, developing and training all personnel.

A core element of harmonious living means embracing environmental sustain-

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ability initiatives. Elbisco’s upcoming two year plan will see the company switching to renewable energy sources, replacing the use of LPG with LNG in all production facilities.

“We use 100% green electricity for the operation of the production facilities,” said Quality Assurance and Regulatory Manager Ioulia Rachioti, adding that Elbisco has also strengthened its recycling practices by investing in additional training for its packaging workers. Currently, 80% of the company’s packaging materials are classified as recyclable; Elbisco expects to further increase this percentage by developing additional policies.

“Our focus in sustainability is an integral part of our business model and strategy,” continued Dr Pateras. “In all our business activities and strategic planning, we aim to operate in a responsible manner, creating shared value for our entire value chain.

We contribute to the 17 United Nations Sustainable Development Goals and commit to operate, grow, and evolve responsibly, with reliability and trust as the basis of our business operation. Elbisco also commits to creating value for our consumers through production and distribution of quality and nutritionally balanced products.”

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Suppliers and partnerships Elbisco’s relationships with suppliers are fundamental for ensuring sustainable growth. “In the context of creating long-term value for our entire value chain,” Ms Rachioti noted, “we design the supply chain in a way that allows us to ensure business continuity and seamless collaboration. We build trusted relationships with more than 400 suppliers, while we focus on creating value for our Greek suppliers, that have consistently accounted for more than 85% of our total suppliers for the past four years.

“Our partnerships with suppliers are governed by strict standards of safety, quality, and responsible business.

We assure the purchasing of required materials, raw materials, machinery and services by applying strict supplier selection procedures.

“We have established and implemented a policy that defines the criteria for their evaluation and selection. This policy applies to suppliers of raw materials, packaging materials and services as well as to all other partners. The requirements integrated in our policy set out criteria relating to the following sectors: environment, human rights, the fight against corruption and working

conditions. The collaboration, dialogue, and communication to disseminate the principles of sustainable development throughout the entire value chain is an important priority for Elbisco.”

Innovation and balanced snack choices Elbisco is committed to creating value for consumers through the production and distribution of quality and nutritionally balanced products.

“Recognising modern nutritional needs, we are committed to investing in innovation and development in order to continuously enhance our product range with products of added value and balanced nutritional profile. Committed to communicate the product truth, we focus responsibly on both labelling and marketing communications,” said Dr Pateras.

“At Elbisco, our aim is the well-being of our consumers as well as providing the comprehensive information they need to make conscious and nutritionally balanced product choices,” explained Dr Pateras.

“Therefore, we understand and respond to their needs responsibly. In this context, we are developing strategies to enrich our product range.

“Recognising that nutrition and human health are interrelated and that our consumers are increasingly oriented towards a balanced and healthy diet, we continue to expand our product range, providing choices that meet their expectations.

Driven by consumers, demand for healthier options, we design and build new product propositions and categories by unlocking

the value of whole grains and superfood.

In addition, we enrich our snacks portfolio with reduced or no sugar choices.”

Dr Pateras outlined Elbisco’s ongoing intention to embrace mindful snacking and positive nutrition propositions: “Our commitment towards the fulfilment of modern consumer needs for nutritionally balanced snacks entails readiness and flexibility in the product develop-

ment and manufacturing processes.

This is achieved through continuous monitoring of the advances in food science and technology and related sectors; through analysis of consumer choice trends and by advancing and strengthening our cooperation with academic and research institutes both in Greece and abroad, aimed at acquiring and creating new knowledge.” n

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Pâtisserie Masmoudi specialises in luxury Tunisian pastries. Reflecting on 50 years of pastry heritage, Amani Hachani, Marketing Coordinator, shared a taste of the Masmoudi range with Phil Nicholls.

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âtisserie Masmoudi began in the kitchen of Moufida Masmoudi in 1972 in the Tunisian port city of Sfax. Mrs Masmoudi’s passion and skill for making traditional Tunisian pastries quickly spread to her children as the business steadily grew, balancing knowledge of the classic recipes with modern manufacturing practices.

The Pâtisserie Masmoudi synthesis of traditional and modern is evident in the company’s range of five varieties of baklava, the classic Arab layered sweet pastry layered with chopped nuts and sweetened with honey. Alongside the classic almond baklava, Pâtisserie Masmoudi produces versions with pistachios and a Lebanese-style walnut baklava. The Bourgeois Baklawa features a medley of nuts and the delicate Baklava Fekia is made with mille-feuille pastry and dried fruits.

Through the 1980s, Mrs Masmoudi fought to establish the profession of pastry chef within Tunisia. Pâtisserie Masmoudi formed as a company in 1991 around Mrs Masmoudi and her children. A website was launched in 2000, bringing in orders from around the globe. Further expansion came in 2008 when Pâtisserie Masmoudi opened a boutique pâtisserie on the chic Boulevard Saint Germain in Paris.

Pâtisserie Masmoudi currently has over 800 employees spread across 11 sites, plus manufacturing facilities in Sfax. The company has boutique outlets in Tunisia, France, and the Kingdom of Saudi Arabia.

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Pâtisserie Masmoudi also expanded into offering franchise options and enjoys resellers in Canada, Germany, Belgium, the Netherlands, Switzerland, Algeria, Qatar and Dubai.

Picking out a product to highlight from the extensive Pâtisserie Masmoudi range is not easy, when individual tastes vary. As Amani Hachani, Marketing Coordinator at Pâtisserie Masmoudi, noted: “When a customer steps into a Pâtisserie Masmoudi shop, they come for the variety and quality. That’s why we are always aiming to offer the best for our customers, from shape to quality.”

Pastry mosaics The quality of the Pâtisserie Masmoudi selection is evident in the wide range of mouth-watering boxed pastries on offer. This line of beautifully presented mosaics is composed of pastry tesserae, each one a small work of gourmet art. Features include flowerlike patterns of pine nuts and tiny heartshaped slices of pistachio.

“The pastry sector is a very difficult market,” Ms Hachani explained. “We are talking here about the most difficult and

unique sense of a human being: taste. The hardest job in this industry is to satisfy your client and to ensure they return. That’s why Pâtisserie Masmoudi always makes sure that our products are of the highest quality. The most important thing is to innovate, to be unique and transfer to the client your passion through every bite.”

Now that Pâtisserie Masmoudi has a strong brand and a solid position in the pastry market, the company is focused on international growth, both physically and online. This led to the establishment of Masmoudi Canada, opening up the North American market. Pâtisserie Masmoudi products are now available on Amazon as the company explores new routes to reach clients and can now export to over 30 countries.

Pâtisserie Masmoudi works closely with suppliers, as Ms Hachani made clear.

Suppliers are “considered as shareholders” in the Masmoudi brand. “When you remember that our products involve a mixture of different ingredients, then each and every ingredient is as important as the final product itself.”

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For weddings or a company Another bespoke option from Pâtisserie Masmoudi is its selection of corporate branded fine pastries. Presented within an individually branded box, Pâtisserie Masmoudi offers to print the client’s name onto the pastry itself, up to a limit of nine letters. The client can choose between mlabes or calissons, with a further option of flavouring choices. These bespoke boxes of gourmet pastries make perfect business gifts of welcome packages for hotels.

In parallel to these bespoke corporate options, Pâtisserie Masmoudi presents a range of customisable wedding products.

There are personalised selections of threeand four-piece boxes of pastries as wedding favours for guests. Pâtisserie Masmoudi can also supply catering options of trays filled with colourful pastry creations or presented in artistic tall cones or demi-sphere.

Ms Hachani conceded that the Covid pandemic hit the retail business hard, where there is direct contact with the client. The response of Pâtisserie Masmoudi to this challenge focused on expanding e-commerce and the willing spirit shown by the employees which reinforced the underlying family culture of the company.

The steps required to maintain the steady growth of Pâtisserie Masmoudi are clear

to Ms Hachani: “The true challenge here is to align with the market, especially each customer’s preferences and needs.” This requires managing “the necessary resources, starting from a qualified management team, productive operators, brand new machines, and effective quality control. Though, we are optimistic about the market both nationally and internationally, Pâtisserie Masmoudi is mostly relying on its capacity to adapt and react to market changes.”

Zrir and syrups The diversification of the Pâtisserie Masmoudi product range illustrates the ability of the company to adapt and change.

The classic offerings of pastries are now augmented with a biscuit selection and a range of cereal mixes. The company also sells a selection of savoury products such as black olive tapenade and harissa, a typically Tunisian condiment featuring ground red peppers. The link to Pâtisserie Masmoudi’s roots is also found in the company’s line of Tunisian zrir made with sesame seeds, honey, and hazelnuts.

Nor have drinks been omitted from the growing Pâtisserie Masmoudi selection.

The range includes syrups and floral waters including rose water, geranium water, and pistachio syrup. Masmoudi

also sells mint green tea, featuring tea and mint leaves made into a soluble powder “with as much elegance as traditional tea prepared in a teapot.” The mint tea is 100% natural and soluble.

Looking ahead to the future of Pâtisserie Masmoudi, Ms Hachani said: “We have learned to dream big with our plans, our resources, and our strategy.

All these elements have one aim and one goal, which is to become a leader nationally and internationally within the pastry industry. We just warm hearts up with sweet pastries.” n

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HRIB

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A tasty

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rib is a family-friendly business that produces innovative nuts and dry fruit snacks.

“Our story began in 1991 with an initial focus on supplying products to Slovenian customers by distributing to food service channels and retail outlets,” stated company ⌵ ⌵ ⌵ CEO Milos Gacesa.

In 2000, the company built its manufac⌵ turing plant and created its Odlicno brand, which has rapidly become a market leader

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The Slovenian company Hrib, a business managed by two families for two generations, proves that snacking can be healthy. Natural ingredients, the latest technology, employees’ utmost dedication to their craft and a lot of hard work are what have driven the company to succeed in global markets. Romana Moares reports.

in Slovenia, and still holds that position today. In 2007, the company decided to face the challenge of tough European competition in the private label sector and ventured into private label production, exporting its products to new markets. Since then, expansion into export markets has continued.

The company today supplies most EU countries and has started offering Tasty, its premium product line, in the US market, in

partnership with European Imports Inc (a Sysco subsidiary) – a global leader in the marketing, selling, and distribution of food and beverage products in both the service industry and retail markets across the United States.

What is behind the success of this pro⌵ ⌵ ⌵ gressive Slovenian business? Milos Gacesa

answered: “We place great emphasis on research and development and are in a continuous search for new flavour profiles and technologies. Also, we are quick to apply global trends. We were the first in Europe to pack nut snacks in an innovative barrier non-plastic paper packaging, and are conducting tests with compostable and biodegradable packaging.”

He added that sustainability is ingrained in the company’s philosophy. “We are aware that nature is our main supplier, and we act accordingly. We try to ensure that the entire production process leaves a minimal environ-

mental footprint and is highly sustainable.

By using solar energy, repurposing the heat from the driers, with more than 95% of the packaging recyclable, and recycling all of our waste, we aspire to being fully sustainable.”

Different from the rest Hrib offers an extensive range of products: customers can choose from classic conventional or organic natural nuts, dry fruit, seeds, pulses, legumes and mixes thereof, or opt for more elaborate snacks that are made in the company’s nut roastery, equipped for ⌵ ⌵ roasting with hot air or with oil. Mr Gacesa

confirmed palm oil has been completely eliminated from production, and only high oleic sunflower oil is used for roasting.

Speaking about the product range, he said the company is particularly proud of its premium snacks line boasting three key differentiations.

“We use real ingredients – not flavour infused oils or salts or powders. We cater from the Mediterranean pool – we are using real Italian truffles and real Italian olives, real French cheese, real seeds, real herbs and spices. Making authentic flavour profiles is very important for us.

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“We also use visible ingredients.

We coat the nuts with real pieces of different ingredients that are significantly bigger than those used by our competitors.

You can see and smell this immediately when you open the bag. We do not only have an authentic taste, but also a rustic look.

“Last but not least, our ingredients stick firmly – we have developed an advanced process that allows for a perfect coating of the nuts. Ingredients stick and don’t fall off in the packaging! The production process requires partial handcraft and a trained, well-coordinated team.”

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Going with the trend This quality, a key ingredient of Hrib’s growth, would not have been achieved without first-class suppliers.

“We are very selective when it comes to our suppliers and they need to align with our high quality standards,” said Mr ⌵ ⌵ Gacesa. “We make sure that we know their production processes and we aim to build long-lasting relationships. We have been collaborating with some suppliers for more than 20 years.

“We always look for suppliers who share our core values, who are socially responsible and can help us grow our business on

multiple levels. That goes for raw material suppliers as well as packaging materials suppliers,” he explained.

Speaking about market developments, ⌵ ⌵ Mr Gacesa acknowledged that demand for flavoured, seasoned and coated nut snacks is clearly increasing.

“Considering the growing vegetarian population, there is an ever-evolving health consciousness and environmental awareness. Hrib focuses on this market as one seeking a viable alternative for traditional sources of protein.

“Consumers demand real, natural ingredients with complete transparency

of what goes into the product, where the product was made, by whom, and how. Transparency has been recognised as the number one global trend. It’s important to us that our products meet these customer criteria.”

For the modern consumer ⌵ ⌵

According to Mr Gacesa, the company sees the greatest opportunity in creating unique products catering to diverse consumer preferences and lifestyles.

“We are continuously experimenting with new flavour combinations and textures. This is needed also as we strive to find the right flavour profiles and adjust

them for specific markets, as each has slightly different preferences.

“Overall, consumers’ food choices are no longer driven solely by health considerations, but also by their concerns over the environment and the sustainability of food production and we are already working with that in mind. Our strategy is focused on the research and development of products with higher added value.”

In line with this strategy, the company is adapting to the growing popularity of healthier snacking by developing interesting mixes that are enjoyable, exciting, and different. In November 2021, Hrib launched a high-protein trail mix with

protein-enriched cashews that are coated with pea protein powder and ⌵ ⌵ hemp seeds, revealed Mr Gac esa, adding that for the winter holiday season, the company offered a festive trail mix with caramel and sea salt almonds and macadamia nuts.

To keep up with this increasing demand, capacity expansion is on the company’s cur⌵ ⌵ rent agenda. However, Mr Gacesa admitted that the aim is not to compete with market giants but to offer something different.

He concluded: “We want to add something exquisite – and to lead in the emerging/growing market niche of flavoured and coated nuts.” n

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iFD &

from crop to consumption

PRODUCERS copefrut

new concept product

tioga foods

iscal group

zanae

geo-poland

COPEFRUT

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Since 1955, Copefrut has been exporting some of the world’s finest fruit to all corners of the globe. But as climate concerns grow and the environmental impact of global warming continues to worsen, Copefrut has embarked on an ambitious sustainability project to safeguard its farmers, its business and, ultimately, to do its part for the greater good.

Carolina Prado, Innovation and Sustainability Manager at Copefrut, and Sustainability Leader, Alba Llavona, spoke to Richard Hagan about Copefrut’s sustainability journey.

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ased in Chile, Copefrut began life over 65 years ago as a classic farming cooperative. Various fruit farmers in the region combined their resources to export their products worldwide.

The initiative chose the name Coopefrut, in celebration of its business structure, and over the decades that followed, it enjoyed phenomenal success, one of the reasons for which was its ongoing emphasis on innovation. A particular highlight was its introduction of kiwi fruit to Chile – the first company to do so.

Today, Copefrut has continued to evolve as a major exporter of various fruit products, with customers in 65 countries worldwide and on nearly every continent, including Asia, Europe, the US and Latin America.

Rebranding and export specialisation In 1992, Coopefrut restructured, becoming Copefrut. And in 2019, the company underwent a further a rebrand. The new entity is not a grower and doesn’t own any fields.

Instead, the company’s focus is exclusively

on fruit exports, a role in which it continues to prove unrivalled expertise and market leadership.

But despite these changes, Carolina Prado, Copefrut’s Innovation and Sustainability Manager emphasised that the company hasn’t forgotten its roots.

“The company has enjoyed a cooperative farming soul from the beginning; it’s always had a very grower-oriented feel,” she explained. “We give our farmers the best service and access to the best technologies. A big team of agronomists supports them in the field and in the business of growing their fruit.”

She went on to highlight some of the company’s impressive numbers: Copefrut’s main revenue source is cherries, for which it is the second biggest exporter in Chile, boasting exports of 22 million kg annually.

Apple exports are the main export in terms of volume, with 46 million kg shipped every year. Other highlights of Copefrut’s export portfolio are blueberries (1.5 million kg per year), plums (7 million) and finally kiwi fruit (9 million).

Impressively, Copefrut’s product portfolio spans both summer and winter varieties and consequently, operations are able to run at full capacity year round.

Production is spread across the company’s three facilities which include a cuttingedge, extremely modern cherry processing line from Unitec.

Digging into sustainability According to Ms Prado, Copefrut’s innovative and comprehensive sustainability programme is seeing the company chart a brave new, exciting and marketleading course.

“It is defining our path in terms of sustainability for the next three years and it’s something that we’re taking very seriously,” she noted. “The policy is defining our vision for sustainability and how we’re impacting both the environment and our communities. We’re very proud to have this programme in place, it’s a very big step for us and it’s one that involves the whole company taking little steps all the time, towards that commitment.”

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UNITEC Since 2008, UNITEC has been at Copefrut's side with its innovative technologies for handling and selecting the external and internal quality of cherries and, since 2016, with the technology for selecting blueberry quality.

During these 14 years of collaboration, UNITEC Cherry Vision and Blueberry Vision systems have proved to be valid allies of Copefrut in achieving its development goals.

With UNITEC, technology and innovation are combined with a specialised technical service, thanks to the UNITEC CHILE branch, founded in 2011 and grown steadily over the years, and to the other 19 operational branches of the Group located in the most important countries of the fruit and vegetable sector. UNITEC solutions guarantee consumer satisfaction and waste reduction by preventing unsuitable product to reach the fresh market.

UNITEC - we work for your results, for your customers and for a better world.

editorial mention

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The programme broadly focuses on three main areas: energy, water and materials.

Copefrut’s Sustainability Leader, Alba Llavona, explained that major efforts are currently underway at Copefrut to address and improve its energy efficiency.

“We’re implementing energy management systems at all of our facilities, based on ISO norms. The first challenge is to measure our energy consumption throughout our production process and from there, we’ll be able to implement energy saving initiatives at the points in our production where we’re consuming a lot of energy.”

Water is the second area of focus and it’s one that is particularly critical for waterscarce Chile.

“We’re at the beginning of reviewing our water usage,” Ms Llavona confirmed.

“We’re still conducting research to identify where we could reduce our water usage and after establishing that information, we’ll be able to start making changes. For now, we’re implementing a device to measure the water we’re currently utilising throughout our processes.

“It’s a well-known fact that Chile suffers from hydro stress and water scarcity,” she continued. “Water is important to our farmers, so it’s important to us.”

In relation to the third arm Copefrut’s sustainability policy – materials – the company has designed a recyclability index to measure the recyclability of all materials.

“We’re particularly concerned about plastics,” confirmed Ms Llavona. “As part of this programme, we’re looking at the types of materials we’re using and how additives like inks, glues or waxes affect recyclability. We are also examining the probability of the item actually being recycled at its destination.”

In collaboration with the University of Concepcion and the Agricultural Research Institute of Chile – INIA, Copefrut is participating in a project to investigate and develop compostable bags for its cherry exports.

This initiative seeks to develop biodegradable containers and films that retain the dehydration control and long shelf life qualities of plastic film.

She explained that the first step in achieving the company’s sustainability goals is simply communication.

“I use facts to try and communicate the importance of sustainability to all of the people in the company and in our value chain, but I have to use different ‘language’ with each group of stakeholders. I can talk about climate change, for example, but it’s a concept that not everybody understands.

So the trick is to translate big concepts into language that each group of people can understand.”

Ms Prado agreed: “It’s been very challenging for Alba to get people to understand how sustainability impacts them, so we need to be clever about how we make it relevant to each group. For example, we’ll emphasise to the directors that our customers, such as Walmart and Costco, demand sustainability. When talking with the growers, we’ve found that water is the key language. And for the rest of us, it’s the energy usage in our plants and the way we’ll benefit from improved energy efficiency through reduced energy costs.”

Securing the future through communication

Fruit on a mission

According to Ms Llavona, sustainability goes to the core of Copefrut’s future viability.

“We want to maintain the amount of fruit that we’re processing now, and to do that, the Chilean people must be able to produce that amount of fruit. So if we want to have a business in future, we need to have fruit, and in order to have fruit, we have to be more sustainable.”

Ms Prado emphasised how Copefrut’s sustainability programme will ultimately ensure that it can continue to deliver on its mission and its core values: “Our fruit is wonderful, healthy and tasty and we want to share it with the world and deliver what people ultimately want: juicier, crunchier, sweeter fruit. Our mission is to improve quality people’s lives with our fruit.”

The company actively researches new varieties and selections with which it hopes to keep impressing its global customers. It’s not an easy task, revealed Ms Prado.

“We’ve seen that some varieties don’t behave in Chile the way they do elsewhere, such as in the northern latitudes.

Our varieties need to have a long post-harvest life of at least one month after they’re picked and packed since they’re travelling long distances to destinations like China and the UK. “It’s important to us that if we identify important new varieties from northern producers, that we bring them here, plant them in our test block, and evaluate how they cope. It’s a long process because you need to evaluate at least three years’ worth of fruit. Finding the right varieties requires long waiting periods.”

Closing thoughts In closing, Ms Prado reflected on the company’s challenges and successes in achieving its sustainability goals.

“The difficulties and challenges of the last two or three years, since the start of Covid, have been very hard for the industry.

But it’s also been good for sustainability because we see sustainability and innovation as a path through these difficulties. If everything was easy and business was much better, you wouldn’t feel as much of a need to innovate. However in the current circumstances, you have to change, and fast.”

She concluded: “We’re learning that although we’re a big company with over 65 years behind it, we can change. We’re learning that we can do more. After all, if we don’t do it right now, we might never get another chance to do it.” n Inside Food & Drink

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Ginger is helping New Concept Product (NCP) heat up its business with a new cool juice format as more people in its native Thailand turn to herbal solutions to beat the pandemic blues. The health-herbal company is also poised to ramp up e-commerce solutions with ambitions to make it big in America and China. Deputy Managing Director Vekit Bamrungkit spoke to Andy Probert on the company’s global aspirations.

Deputy Managing Director Vekit Bamrungkit

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erbal solutions and e-commerce, two disparate points of a business compass, have seen the most advances in the years since the pandemic gripped everyday life.

As countries emerge from global lockdowns and restrictions, global consumers’ desire for more herbal options and demand for border-less shopping has continued to thrive. For Thailand’s New Concept Product (NCP), the evolution of both is not only welcome but forming the springboard for innovation to deep dive into new markets.

“We would never suggest the pandemic has been good for business. Far from it, but as side-effects of Covid-19, we have

seen the consumer generally reach out for more herbal-health options and utilise more digital solutions,” attested Deputy Managing Director Vekit Bamrungkit.

Having been in the ginger tea market with its HOTTA brand for three decades, number one in Thailand, and a strong performer in Asia, NCP has moved with emerging trends, by introducing a range of ginger-honey and ginger-lemon juice varieties.

Mr Bamrungkit explained: “Because of HOTTA’s growth in powder form in instant tea, and the increase in ginger tea drinkers worldwide, we decided to look at integrating ginger further into the consumer’s daily lifestyle.

“So we launched our new ready-to-drink ginger juices in bottles. These can be refrigerated and can be drunk cold, anytime, anywhere. We are targeting different markets, but expanding ginger into the life of new ginger drinkers and others not comfortable drinking hot tea.”

He said the feedback locally in Thailand and targeted Asian countries has been “great”. “Having ginger in this form, we will have to do a lot of education so consumers realise they can drink it in a different way.

We are actively changing mindsets and have been successful so far.

“It will also capture the opportunity the pandemic has presented in that people want

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more herbal options: they want to achieve health immunity easier. And ginger offers that in an organic, natural way.”

This strategic shift has necessitated that NCP to invest heavily in a new industrial facility in Chonburi province, an hour from Bangkok, to produce these ginger juices.

Opened in December 2021, the plant has been fully automated with the latest machinery and offers significant opportunities to upscale production of the HOTTA range.

He said: “We take consumer health seriously. Therefore food safety and quality are paramount to our long-term business success, and we continuously seek to improve further.”

More health-conscious Reflecting on NCP’s performance over the pandemic, Mr Bamrungkit said: “We have a range of brands, and several have performed better than others, but overall, we believe we are right on track.

“Luckily, our herbal health drink HOTTA has performed very well. There is a belief in Asia, (and it is scientifically proven), that ginger can improve the body’s immunity. People have bought into

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the fundamentals of HOTTA, and it is continuing to grow because they are seeking more health-derived options. This has also been replicated globally in the herbal health-led markets.”

HOTTA and FITNE have been the core of NCP’s success since the latter was launched 35 years ago by current President and pharmacist Visit Bamrungkit. He formulated FITNE Herbal Infusion Tea to improve health and reduce obesity among local Thai women. In 1990, HOTTA Instant Ginger Tea was launched.

By 2009, Bangkok-headquartered NCP had established a new world-class and Thailand’s biggest and highest capacity herbal manufacturing plant in Chonburi.

It is equipped with modern production technology, automated machinery and an international standard laboratory with a qualified team of herbalists and R&D experts.

The FITNE brand accounts for about 40% of sales, closely followed by HOTTA, with both exported internationally. The rest of the company’s portfolio comprises three dedicated Thai brands: LADINA, herbal extracts for women’s health; TUMTHIP, an instant bael fruit drink; and MZEL Coffee,

an instant coffee mix with black ginger extract designed for men’s health.

As Thailand’s most recognised brand for weight-control and slimming solutions and the most popular tea of its kind in the local market, FITNE herbal tea contains widely used medicinal plants for detoxification with all ingredients grown and processed naturally.

HOTTA is the only brand of ginger drink inspired by the unique and genuine ginger characteristic from a special selection of natural-fresh Thai-based ginger aged 11 to 12 months old. At this age, gingers contain the maximum level of gingerol and zingerol, two essential sources of ginger for aromatic taste and natural benefit. HOTTA contains no sugar, no preservatives, no artificial colourings and no added flavours.

HOTTA Instant Ginger Tea variants were certified ‘Thailand’s Healthier Choice’ in 2016 for daily consumption by the Thai FDA because of their healthy ingredients. The brand has also reaped many national and international consumer awards.

NCP, now employing 450 people, is also Thailand’s first herbal manufacturer with international quality standards in every operation process, including after-sales, customer service and traceability. It holds ISO 9001, GMP, HACCP, HALAL and BRC certifications.

Thriving on innovation “Quality, from sourcing to distribution, has been ingrained in the company’s DNA since inception,” affirmed Mr Bamrungkit.

“Quality is a key element when selecting our partners, both local and international.

Quality, together with innovation, has made us a market leader in Thailand and boosted sales in other countries.”

The company intensified its export efforts five years ago, and now, through its international partners, the FITNE and HOTTA brands have expanded globally on many fronts.

With e-commerce continuing to soar and driving trends, enabling markets to be within easier reach with access to good quality products, NCP has been transforming its digital presence.

“We are actively developing more ecommerce channels. We have launched our flagship brands via Amazon in the USA. That was a huge step for us as a Thai herbal and health products manufacturer,” stated Mr Bamrungkit.

“Within a year, it has massively succeeded as we have already reaped Amazon awards as a high performing brand. E-commerce has been a game-changer for NCP and how consumers access our products.

“Having set foot in the US, we already export to many continents, and continue to see strong performance in Europe. We are looking at opportunities in China through the Alibaba e-commerce site and want to further evolve our digital footprint into consumers’ lives.”

He said: “The world is more dynamic and moving rapidly at pace as health and herbal products are more accepted now than they were 30 years ago. It has opened new opportunities for NCP, and the plan is firmly focused on expansion, new products and to become a recognised worldwide supplier of healthy herbal drinks, such as HOTTA. Mr Bamrungkit concluded: “Our challenge is to remain at the forefront of those quickly changing trends and continue to differentiate ourselves from the many producers in the market by offering the highest quality, most effective products on the market today.” n

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ZANAE SA

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Z ZANAE, a Greek company with roots going back to the 1930s, has a clear mission – to provide global consumers with the very best that Greece has to offer in terms of its cuisine. “Whatever the changes over the years, we have remained steadfastly committed to a basic principle: to deliver you the best, finest quality products,” said Marketing Director Antonios Tzikas. Romana Moares reports.

ANAE is one of the largest and fastest-growing food companies in Greece. In 1930, the family-owned business began operating in Thessaloniki as a bakery yeast producer, and over the years has expanded production to include canned goods, ready to serve meals and processed tomato.

“The 1950s were an important decade for the company in terms of product range expansion, followed later on by pioneering ready-made meals of Greek origin within the Comfort Line,” said Marketing Director Antonios Tzikas. “The business grew further in the 1970s, when agriculture was booming in northern Greece, presenting a good opportunity for the company to develop a tomato processing facility in that region.”

The new millennium brought with it international expansion: the company has estab-

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lished an international joint venture, where it now manufactures some of its products outside of Greece. While its main location continues to be in Thessaloniki, the company now also operates a network of satellite production facilities in northern Greece.

Today, ZANAE products are exported to over 50 countries. A large percentage of the company’s turnover comes from exports to Europe, the United States, Canada, Australia, the Middle and Far East. Thus, people from different corners of the world get the chance to savour the most tasty, most healthy Greek dishes of the finest quality, as they would have if they had visited the country itself.

The Greek spirit 90 years on, yeast remains one of ZANAE’s main product groups; one which is very much appreciated in the Greek market, and delivered to fresh-food bakeries around the country.

“As the only bakery yeast producer in Greece, we know what bakers need. ZANAE is the leader in the Greek market, scoring high marks with bakers abroad as well,” said Mr Tzikas.

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The other groups have also grown as well over the last few years. Some five years ago, the company included green olives in its offering, another product associated with Greek gastronomy, famous for its excellent quality. ZANAE’s olive range includes all the varieties and flavours grown on Greek soil, ready to reach those wanting to taste the very best Greece has to offer. Other recent additions include readymade pasta sauces, again offered with typical Greek ingredients – such as added ouzo, olives and feta cheese.

Still, the two products lines that have won the company global fame in the readymade food range are the vine leaves stuffed with rice, and giant beans in tomato sauce.

These two lines are synonymous with ZANAE, affirmed Mr Tzikas, pointing out that they are successfully sold in supermarket chains in many countries, from Germany and France, to Australia and the United States.

Rooted in nature Partnership with the farming community is clearly very important for final product quality and ZANAE fosters strong, stable

relationships with the growers, striving to source as much as possible locally.

“Our produce, such as tomatoes, is selected according to the strictest criteria. Each day, we carefully select the most mature, most “deserving” of Greek tomatoes. The same approach applies to all the other products. Each of our dishes represents a tradition on the Greek table, and our packaging maintains flavours unchanged without the use of preservatives, simply through natural additives such as oil.”

Following the European and national guidelines, the company applies the most modern quality assurance methods.

Operating to international production standards, the company is BRC, IFS and ISO 22000 certified. Furthermore, ZANAE’s products have earned the ‘Green Dot’ symbol (Der Grüne Punkt), the Dual System European programme that acknowledges companies with ecological awareness and awards its trademark only to those that have recyclable packaging and can prove their environmentally friendly credentials.

Family values “The last two years of the global pandemic have brought with them some challenges but generally speaking the business has remained stable and robust. While the food sector was slow initially, retail increased considerably, and overall, our sales have increased during the pandemic,” said Mr Tzikas.

“However, many things have happened over the last few years, highlighting bottlenecks the sector will need to deal with in order to move on. One of them is the need to increase warehousing capacity, to overcome abnormalities such as the current disruption in the supply chains.”

Increased warehousing capacity is one of the company’s objectives, together with increased production capacity to meet demand. Investment has also been made in R&D, and a range of organic ready-made meals is due to be launched soon.

Packaging is another important topic.

At FOOD EXPO in Athens held in March 2022, the company launched a new range of products presented in novel plastic trays that are shelf stable for 18 months.

“Plastics is a big thing at the moment.

Although the food sector cannot do without plastics, there are ways to make plastics more environmentally-friendly,” suggested Mr Tzikas. “We have been looking at mono plastic solutions for our food products that are eco-friendly and can be easily recycled.

That is the way to go.”

In closing, Mr Tzikas further confirmed that a synergy of Greek tradition and innovation is the recipe for further business growth.

“We continue to be a family business, now in the hands of the third generation, and the owners are very much involved in the business, determined to pass the legacy on to future generations. This family touch is very important in the food industry; the extra care, passion and commitment is what has made us strong and will continue to do so.” n

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TIOGA FOODS

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Tioga Foods is a new player in the UK frozen food market, importing a range of foods from Turkey and abroad. Murat Bayizit, Managing Director, told Phil Nicholls all about the benefits of frozen foods.

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ioga Foods was founded in May 2021 yet Managing Director Murat Bayizit has almost 20 years’ experience in the frozen food industry in Turkey. Mr Bayizit identified the UK as “the second biggest market for the frozen food industry with £9 billion of turnover.” Tioga will be the bridge between this market and Turkey, which he described as “the main country for the frozen food, production and manufacturing facilities.”

The company is named after the tioga strawberry (Fragaria x ananassa) which is grown in Turkey. Mr Bayizit explained that this is the best-known strawberry in the food industry “because of its very rich taste, aroma, and smells.”

Mr Bayizit’s relationship with the UK stretches all the way back to 1994, when he studied for two years in the country. A food engineer with experience in international business, Mr Bayizit is currently President of Turkish Frozen Food Association and the leader of Bursa Frozen Food Cluster.

Tioga contracts with farmers directly, ensuring control of raw materials in terms of both quantity and quality. Such tight connection means less food waste as quality control standards are enforced at the point of production. Tioga works with factories in Turkey

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frozen fruit, vegetables and ready meals are easily defrosted only in the portion sizes required by the cook.

Mr Bayizit also stressed the nutritional benefits of frozen foods.

When ingredients are picked and prepared at the peak of freshness, they have the same nutritional content as raw produce. Indeed, in some cases the freezing process adds to the benefits of the food.

An example of such an increase is frozen red berries, already high in antioxidants, which can have their antioxidant levels doubled or higher once frozen.

Freezing is also a very natural method of food preservation as it requires no additional preservatives. The industry ensures the availability of quality, nutritious fruit and vegetables throughout the year, neatly side-stepping issues of seasonality and the resultant fluctuations of prices.

The coronavirus pandemic brought changes to the frozen food market in the United Kingdom. The restaurant and food service segment contracted as outlets closed in response to the Covid measures. However, the industrial segment continued apace with a focus on ready meals.

Market evolution

and the Balkans (Serbia & Bosnia Herzegovina) to process the food, then imports it into the United Kingdom with a current capacity of 10,000 tonnes per year.

Tioga primarily supplies the industrial and food service segments of the frozen food industry. Mr Bayizit highlighted green, red and yellow peppers as Tioga’s main product, but the available range includes onions, broccoli, spinach, cabbage and more.

For a company proudly named after a strawberry, Tioga naturally imports a range of fruits, with berries such as strawberry, raspberry, blackberry and blueberry topping the list. These fruits end up in ready meals, jams, and assorted toppings for the bakery industry. Tioga also imports black figs and black cherries along with segmented oranges and mandarins.

Think frozen with Tioga Mr Bayizit is an enthusiastic advocate for the myriad of benefits of frozen foods: “Frozen food is the main sector where you can add value onto agricultural products,” he said. He gave as an example a strawberry crop fresh from the farmers in the mountains of Turkey.

By cleaning, freezing and boxing the strawberries, the frozen food industry has doubled the value of the strawberries. The same crop grown organically and freeze-dried has tripled in value.

Furthermore, the frozen industry is a vital player in the battle to prevent food waste. Globally, about a third of food is simply thrown away. Yet; frozen foods minimise the amount discarded, because 92

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The biggest change was in the retail segment, with a large up-tick in retail frozen food as the nation adjusted to travel restrictions.

Mr Bayizit cited a “13% increase in the retail frozen food market” in 2020, alongside a jump in online purchases. Tioga is aiming for a share of this expanding frozen food market following the signature of the UK-Turkey Free Trade Agreement in December 2020.

Mr Bayizit expressed concern at the state of the UK frozen food industry following the pandemic-imposed reset in 2020. While the retail segment remained buoyant, it experienced shifting consumer habits and demands. The retail customer is now more aware of sustainability issues, such as reduced packaging, food miles and the phasing out of plastics.

Meanwhile, the food service segment suffered from lockdowns, a lack of drivers and general supply chain issues. The immediate situation in 2022 offers little comfort to the broader frozen food industry. International events such as the war in Ukraine further impact supply chains and commodity prices. Yet, Mr Bayizit remained optimistic for the longer-term outlook for the industry.

Diverse channels Supply chain issues should be a particular concern for the UK when almost half of the country’s food is imported. Mr Bayizit observed that the UK was in a strong geographic position to receive imports by air, sea and land, primarily from the main agricultural exporting countries such as Poland, Portugal and Spain. When the issue of carbon footprint is added to the mix, then closer countries might seem even more appealing.

However, Mr Bayizit warned of the dangers of over-reliance on a few sources of imports. “You cannot source every product from a single country,” he said, “Because every country has different abilities to produce.” Some countries harvest from May to December, while others harvest through the winter months.

“This is why the most important issues these days are the supply chain channels.”

Tioga is positioned to reap the supply benefits of Turkey as regards the UK market. “Turkey has the advantage of being closer to the UK than other tropical countries,” said Mr Bayizit. Therefore, Tioga devel-

Managing Director: Murat Bayizit

oped close links with farmers, to ensure tight controls over their inventory and streamline the supply chain.

Tioga is investing heavily in marketing in its drive to become a leading company in the market. Within the next four years, the company’s plans include a cold store and expanded UK distribution channels. Mr Bayizit encapsulated Tioga’s primary goal “to be a sustainable, reliable and respectful supplier of frozen food in the UK.” While the core of Tioga’s business will be maintaining and growing its links to Turkey, this is but one step in a chain connecting to 20 countries worldwide. Tioga’s plans also include innovating within the frozen food market. The intention is to supply frozen vegan products, frozen herbs, ready-to-eat meals and a range of luxury products in 2022 alone.

An essential component of Tioga’s business model is a warm relationship with both clients and suppliers. Tioga intends to forge strong links with UK clients as it is a British company based in Rickmansworth, London. From here, Mr Bayizit is ideally placed to show UK clients all the benefits of partnership with international suppliers.

Above everything, Mr Bayizit stressed the sustainability credentials of Tioga. He acknowledged price as a key driver of staying competitive in the frozen food market. However, for many customers, issues of sustainability can take priority – even ahead of price.

Topics such as carbon footprint, food waste and the clear origin of foods are key features of the Tioga brand, ensuring it has a promising future in the UK frozen food industry.

“Sustainability is responsibility,” he concluded. n

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THE ISCAL GROUP

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’s Belgium sugary centre O The Iscal Group is an important European sugar manufacturer.

With a history dating back over 150 years, the group is now positioned as a major actor of the Belgian sugar industry. The company boasts the most recently built sugar refinery in Europe at the company’s headquarters in Fontenoy which is considered to be one of the best performing factories on the continent – with a goal of being carbon neutral by 2030. February 2022 saw the appointment of Robert Torck as CEO of Iscal Sugar, who spoke to Inside Food & Drink’s Jordan Yallop.

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perating the most advance factory of its kind in Europe, it’s safe to say Iscal always has its eye on the newest technology, future innovations and sustainability concerns within the sugar sector. These modern solutions are the brainchildren of a company with far older roots, dating back to 1868 when the Moerbeke sugar factory was founded near to the city of Ghent in Belgium.

This later led to the creation of Finasucre, a family-owned holding company representing the Moerbeke and Escanaffles sugar factories in Belgium – which remains a powerhouse in the global industrial agri-food sector. Finasucre is operated by the Lippens family.

Iscal, as it is today, was born from the 1988 acquisition of the Frasnes sugar factory and the creation of Fontenoy facility which saw its first sugar beet arrive in 1993. The later merger of the Moerbeke, Frasnes, Fontenoy, Wez and Veurne factories solidified the name of Iscal in the industry.

It was in 2007 that all of Iscal’s production was centralised into the single facility at Fontenoy, with a processing capacity of 12,000 tonnes of sugar beets per day. 12 years later in 2019, the company’s reins changed hands from father to son.

Iscal welcomed Robert Torck as the new CEO in 2022. With more than 20 years in the agri-industrial sector, Mr Torck aims to continue Iscal’s development and make the company the best possible partner that it can be. Almost exclusively focusing on B2B, Iscal produces sugar in seven grain sizes, from extra fine to extra coarse. These various sizes have uses in baking, brewing and even pharmaceuticals.

“Olivier Lippens gave over the family business to his son Jérôme.

At this point the new generation of the Lippens family was heading

the sugar business as well as Finasucre,” explained Mr Torck. “I’m here to support Jérôme who can now concentrate on the overseas activities of Finasucre which has factories in Africa, Europe, Asia, America and Australia. I am here to fully concentrate on the company’s activities in Belgium.”

Proud to be Belgian Iscal currently has approximately 150 employees, divided over administration, agriculture and production at its centralised Fontenoy facility. This site recently underwent an investment of €20 million in a new sugar silo. Started in September 2021, when completed it will be one of the biggest of its kind in Europe and will be able to store 80,000 tonnes of sugar when filled to capacity – taking Iscal’s overall capacity to 126,000 tonnes. The silo is expected to see its first grains in September 2022.

Sugar production at the Frasnes site was halted in 2004 and it has since been used as a storage and transformation site by the company. Coupled with the Fontenoy facility, the pair have a combined storage capacity of 96,000 tonnes, meaning Iscal will double its storage capacity once the new silo is operational.

This investment will also have a direct influence of the company’s carbon footprint and sustainability. Due to the Frasnes site being located 25km away, the product has to be transferred by truck, meaning associated fuel costs will be cut due to the closer proximity of the new silo.

Mr Torck said: “The company has a major vision to be carbon neutral by 2030; we want to release zero carbon through our production stages. It is said the greenest energy is the energy you do not use and this is why we have invested in the new silo to further reduce fuel costs.”

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This focus on proximity is also present in the company’s supply of raw materials, with the company sourcing 99.6% of all its sugar beet from Belgian farmers. In fact, the company is proud to be the only sugar factory in Belgium to still be 100% Belgian owned.

85% of all of Iscals’ sugar is delivered within Belgium. Iscal’s production accounted for one quarter of all Belgian sugar in 2021

totalling 203,759 tonnes, so it is easy to see the company’s desire to invest in further storage.

The number of beets needed to produce this quantity of sugar stood at 1,276,000 tonnes during the same year. To give some perspective, all Iscal’s beet fields combined amount to 0.5% of the whole Belgian territory. On the back of the scale of this production, Iscal reported a turnover of €116 million in the 2020-2021 financial year.

From farm to factory The journey from sugar beet to the kitchen is a long one, as every beet goes through an in-depth 17 step process, from harvest and transport to refining and delivery.

Mr Torck said: “The sugar industry is a complex process which typically uses a lot of energy and due to its complexity, the qualifications of the staff are quite high. This may be the reason that there has been no new sugar factory in Europe for more than two decades.”

Two of the major resource drains in the manufacturing processes are energy and water. Each beet contains approximately 75% water – which is removed during refining. With Iscal’s current production capacity, this equates to around 1 million litres of beetderived water a year. In a nod to the company’s sustainable credentials, this water is treated and cleaned and re-used in the process around three times before returning to the Scheldt river.

At the time of the interview, Mr Torck said rising energy prices have seen the cost of the plant’s energy rise from 3% of the company’s annual turnover to 11%. This, along with the company’s sustainability concerns has prompted a major investment in a new biogas installation.

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Mr Torck said: “As I mentioned, sugar is a very energy intensive industry, you use a lot of energy in the transformation of beets into the final product. As such, we create our own biogas to supplement the energy we are using.

“To give you an idea, with this investment of €1.5 million, 15% of the energy we now use comes from biogas – which is created by our own organic waste from the beets. Biogas is what you call green gas and since we are producing it ourselves, we purchase less gas for our energy. We thank HoSt Bioenergy Systems in the Netherlands for providing the biogas installation.”

A sweet philosophy In line with sustainability, Iscal also produces co-products derived from the refining process, such as leftover pulp of the beet’s flesh which is compressed into cattle feed. The beet scum is rich in lime, which is charged with minerals and can be used as a soil corrector to alter the pH level of soil.

Iscal’s stance on CSR also extends to the farmers that grow the raw materials that are used.

Mr Torck said: “We have a long-standing relation with the farmers, a dedicated team of 11 people to manage the 2,500 farmers who grow our beets. Since low quality beets produce less sugar, working hand-in-hand with our growers is essential.”

Mr Torck mentioned that aside from rising energy costs and sustainability, one of the main factors concerning the sugar industry is public perception.

“There is room for balance, I need to enjoy myself from time to time so I’m convinced that that that there is a place for sugar.

There must a place for good things in life – that’s my philosophy,” he concluded. n Inside Food & Drink

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GEO-POLAND

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Family-owned Geo-Poland is a leading global exporter of baby milk powder for infants and children through its own brands and under private label.

As a company that keeps an eye firmly on the future, its R&D team has developed exciting patented technology that further improves food products and brings additional health benefits to the consumer. Report by Andy Probert.

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AS

a leading baby milk powder exporter to more than 25 countries, Geo-Poland certainly has a rosy outlook on the future.

As the world’s population continues to grow, the demand for its product will never run dry.

That doesn’t mean the company, led by the Dobrzynski family for over 30 years, is content to sit on its laurels: just as a child develops, so Geo-Poland is looking to grow further. It has taken a firm grip on R&D activities and is formulating the next step beyond baby milk powder.

“We are very much focused on the potential of creating new ingredients to be used in food products and make them better for consumers by adding extra value,” acknowledged Tytus Dobrzynski, Business Development Director and son of the founders of the company – Beata and Wlodzimierz Dobrzynski, representing the second generation of the family.

Patented brain boosting ingredient breakthrough One of the proprietary ingredients developed by Geo-Poland is Coloco ® PRP, the company’s trade name for proline-rich polypeptides (PRP) complex, otherwise

known as colostrinin, extracted from bovine colostrum using Geo-Poland’s own proprietary and patented technology, developed in cooperation with several Polish scientific institutions.

“The ingredient has therapeutic effects in preventing and treating neurodegenerative diseases, viral infections and allergies,” listed Mr Dobrzynski. “It supports cognitive functions and is a powerful ingredient for dietary supplements and infant nutrition.”

Geo-Poland conducted a clinical study on several hundred healthy adults in Poland and examined the effects of the intake of Coloco® PRP for three months. He disclosed: “We found that regular intake of Coloco ® PRP improves the brain-derived neurotrophic factor (BDNF) level in blood.

“As BDNF is important for our brains, such as long-term memory, it encourages growth and differentiation of new neurons and synapses. This influence of Coloco® PRP on BDNF is a subject of yet another one of Geo-Poland’s patents. It has already been successfully granted in Poland, Australia and Israel and pending in more than a dozen other countries.”

Coloco ® PRP can be used as an ingredient in various innovative food products, giving them an extra selling point.

“What is essential for our customers and us is that BDNF is critical when taking into account the application of Coloco ® PRP as an ingredient in infant nutrition,” Mr Dobrzynski emphasised.

“According to past studies, breastfed infants show higher BDNF level than infants fed from the bottle. Hence, when we add Coloco ® PRP to infant formula, we could make it a little more similar to breastmilk.”

He reflected: “This fully reflects that we are capable and ready to support our clients in the development of tailor-made infant formulas for their specific needs, markets, and regulatory requirements.

We supply infant nutrition products under our brands, such as Mami Lac, or via private label.”

Geared to client needs The company, fully aware it’s usually a challenge for a new client to begin with large quantities, is highly flexible in tailoring production and delivery, even to initial small amounts.

That client-focus has been part of GeoPoland’s DNA since it was founded in the early 1990s as a dairy products trader. The business mainly involved exporting the products of the Polish dairy industry, Inside Food & Drink

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Tytus Dobrzynski, Business Development Director

which wasn’t capable of selling on its own shortly after Poland’s rapid transition in the late 1980s from communism to capitalism.

As the business grew, Geo-Poland stepped from trading to manufacturing, producing various milk powders intended for adults and food applications.

In the early 2000s, Geo-Poland’s management acquired an infant formula production facility in Kutno. Previously operated by one of the largest Polish pharmaceutical companies, the facility produced specialised infant nutrition formulas for the Polish market under the license of Mead Johnson.

Since then, the company has shifted its focus entirely to dairy-based baby food.

In order to meet growing manufacturing needs, in 2017 Geo-Poland acquired a neighbouring, large pharmaceutical production facility (dry forms) from TEVA Pharmaceuticals, enabling it to scale up its potential manufacturing capabilities significantly. At the moment, the company is capable of producing regular baby food and speciality nutrition products, food supplements, and, potentially, pharmaceutical products.

Mr Dobrzynski said: “Our main focus is in developing countries, with high population growth, where we can deliver our high-quality, yet affordable, nutritional products for babies. We supply to over 25 countries from Latin America, through Europe, to the Middle East, Africa and Far East Asia.”

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Apart from the production and distribution of infant formula, Geo-Poland also produces and sells a number of food supplements for adults in addition to developing and marketing innovative dairy ingredients that can be used for any food products.

While growth throughout the pandemic has been slow and steady, the €15 million company, which employs 70 people, is firmly planning to maximise its neighbouring facility, given that it currently produces around 120 tonnes per month.

“We have over 7,000 sqm of pharmaceutical-grade production areas, which allow us to easily work on new projects. We are also currently looking for new partners to collaborate on the use of these assets,” Mr Dobrzynski commented.

On top of this, Geo-Poland has invested heavily in its laboratories, enabling the company to analyse many nutrients and microbiology.

Recently, the company invested in new software infrastructure, including a tailored IT system for gathering and analysing quality parameters and trends, and a modern, flexible, easy-to-use software called RecipeMaster Cloud.

This was developed specifically for the company and “is a great tool for managing recipes of complex food products such as our infant formulas, and allows us to rapidly develop new products in compliance with appropriate requirements and regulations,” Mr Dobrzynski emphasised.

“Thanks to this innovative tool, we can maintain very stable production quality as well as control and optimise the raw materials costs.”

Differentiating factor Mr Dobrzynski confirmed Geo-Poland aims further expand its distribution network to more countries. Establishing offices abroad to coordinate and support the marketing of these products, is also being discussed.

“We also want to launch new business lines, with a focus on innovative food supplements, functional foods and vegan nutritional products for both children and adults,” he added.

The company was quick to adapt to the pandemic restrictions, adjusting its operations to take into account shipment delays and supply chain problems. They invested more capital into inventory to ensure enough raw materials were in stock to carry on production.

Mr Dobrzynski reflected the main challenges to Geo-Poland were mainly Covid-19 pandemic related issues, from logistics

and frequent shipment delays to inflationary costs in manufacturing.

“We work closely with our distributors to mitigate these problems, try to limit the costs and ensure there is enough stock of our products in shops. We are hoping that by the end of 2022, everything should be back to normal.”

Quality and transparency Geo-Poland has always been concerned about sustainability and in minimising its environmental footprint.

“We have been using only fully recyclable metal cans for packaging of our infant formulas,” offered Mr Dobrzynski. “We also limit the use of the utilities whenever possible. As part of our sustainability strategy, we plan to install solar panels to our factory to enable us to use more renewable, green energy.”

When it comes to providing the best service available to customers worldwide, Mr Dobrzynski said Geo-Poland never compromises on quality and follows strict procedures at all times.

Uniquely, Geo Poland also offers full

traceability and transparency to consumers of its products and the quality testing results for every batch of baby formula they produce. This is available via a special online platform, and is publicly accessible for everyone willing to access the data.

“Through the supplying of our highquality, modern nutritional products, our aim is to enable infants, no matter where they live, to have access to the best dairy-based baby food allowing them to have a better start in life, and equalising their chances for further development” added Mr Dobrzynski.

As a family-owned company, Geo-Poland has a relatively flat structure, allowing quick decision-making. Being able to deliver solutions, recipes, and product ranges suited to individual markets and customers and rapidly responding to market trends and needs, Mr Dobrzynski concluded that GeoPoland would confidently move forward with innovation and product quality remaining at its core.

“Recipes will continue to evolve and attempt to be as closer to breastmilk as possible,” he concluded. n

iFD

from crop to consumption

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MEAT & POULTRY bangkok ranch

maison lascours

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BANGKOK RANCH

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Bangkok Ranch has been a champion of the duck meat industry since 1984 and has been evolving its business consistently over the subsequent decades.

As an early pioneer of the industry, Joseph Suchaovanich, Vice Chairman of the Board of Directors and Managing Director of Asia and Asia Pacific at Bangkok Ranch (BR Group), has his ear to the ground when it comes to market trends and the future of the duck sector. Now with facilities in three countries and an ever-expanding market, Mr Suchaovanich’s goal is for Bangkok Ranch to become the most reputable purveyor of duck in the world.

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ow exporting to 20 countries, Bangkok Ranch is currently surfing the boom as consumer choices evolve and move away from traditional red meat and poultry dishes.

The family of Joseph Suchaovanich, Vice Chairman of the Board of Directors and Managing Director of Bangkok Ranch Thailand, began plucking feathers from ducks that would later be processed for pillows and duvets. But the question of what to do with the duck meat led to a critical business decision.

Established in 1984, Bangkok Ranch became an early pioneer in the duck meat industry in Thailand before merging with Netherlands-based Tomassen Duck-To in 2007. Bangkok Ranch handles up to 18 million ducks annually, compared to 10 million ducks by the Dutch operation overseen by Gertjan Tomassen, Vice Chairman and Managing Director of Europe, BR Group.

World class operations Using modern technology with world-class hygiene and quality control standards, both operations are fully-integrated across the entire value chain – from company-owned parent stock farms and hatcheries to dedicated third-party contract farms, and then, processing chilled and frozen duck meat, as well as raw and cooked parts, whole birds and feathers.

Bangkok Ranch, headquartered in Bangphli, in Samutprakan Province, dominates around 50% of the Thai domestic market with its fresh and frozen products, while frozen and cooked duck meat products are packaged for export.

The Dutch operation, based in Ermelo for more than 50 years, is the leading duck meat producer by size in the Netherlands, and one of the largest exporters in Europe. The company also has duck operations in Kosovo.

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Mr Suchaovanich commented: “When we first began, Bangkok Ranch imported Cherry Valley duck species from the UK to use as the grandparent and parent stock to establish our early hatchlings numbers. Today, our primary focus for raw meat is the white Pekin duck breed.”

The Thai operation has an in-house feed mill with 150,000 tonnes capacity per annum, and eight parent stock farms across the country.

These underpin the hatchery which has a capacity of 24.3 million eggs per year, while 85% of the livestock is raised through 60 to 70 contract farmers in Thailand.

Bangkok Ranch, which was stock-listed in 2015, added a duck meat cooking plant at Pathumthani. To consolidate operations, it took over an existing factory in Thailand where it processes ham and sausage production.

Strong export market The company closely adheres to stringent environmental protection regulations and has adopted advanced farming technologies to maintain a competitive advantage.

“These are required when we are handling nearly 30 million ducks a year and are in line with our desire to maintain our

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strategy to be a completely global operator,” said Mr Suchaovanich.

“We export to all parts of the world’s continents, except North and South America.”

Bangkok Ranch was the first producer to export duck meat to the likes of Hong Kong, Japan, Germany, and Europe, Africa and the Middle East. Its primary markets are the Netherlands, the UK, Japan and Germany.

Behind-the-scenes, duck parent stocks are imported from Europe and housed in high-hygiene, closed-system farms operated by the company. The latest farms are climate-controlled for even higher levels of protection and efficiency. Eggs are hatched at its hatchery, and the resulting day-old chicks go to more than 60 or 70 commercial farms operated by farmers under exclusive contracts.

All commercial farms are closed-system operations that ensure Bangkok Ranch’s ducks have no contact with wild birds, with controls that minimise the risk of AI and other diseases.

The company operates a feed mill that supplies feed to the parent stock and commercial farms, as well as to outside customers as necessary, to maintain an optimum level of capacity utilisation. Feed formulations are based on the best agronomic and animal husbandry practices to ensure optimal growth, health and immunity to disease.

Duck meat for the domestic market is sold raw or cooked, chilled or frozen, through various channels including poultry wholesalers and supermarket chains. Duck meat for export is cooked in a variety of ways: roasted, smoked, steamed, boiled, and fried.

The EU is the main export market, principally Chinese restaurants and supermarket chains in the UK and Germany. It sells cooked products for export under brands: Dalee, Dalee Red, and Duck Delight, as well as under wholesaler and supermarket own-labels.

Keeping up with trends Mr Suchaovanich commented: “By controlling the complete supply chain we can guarantee strict controls and, ultimately, we can offer premium quality duck meat.”

The company had opted to build its own duck meat cooking plant because of the diminishing markets in raw meat.

Mr Suchaovanich said: “We decided to transition to more cooked products so that we can increase our share in the ready-to-eat and ready-to-cook niches, and consumers can enjoy our succulent products. Increasing our options and leading under the Dalee brand helped us consolidate upstream in the various end-consumer channels.”

The company then invested in a new slaughter plant, which was completed in 2021. Located in Sakaew province, 40 km from the Thai-Cambodia border, the plant is one of the biggest and most modern facilities of its kind.

The new plant will eventually process 5,000 to 6,000 birds an hour, or around 15 million to 18 million per year, primarily serving markets in north-eastern Thailand, Laos and Cambodia.

Recently, the company also opened new commercial farms in north-eastern Thailand, along with a breeder farm on the country’s east coast. Together, they are boosting additional farming production capacity and facilities by another million ducks a year.

The new commercial farms will use state-of-the-art technologies allowing full automation and biosecurity. The farms and the new processing plant will take animal welfare to the next level, Mr Suchaovanich assured, adding that other plans will help modernise internal processes and equipment at various sites across the group.

“In Thailand, with eight parent stock farms, three cooking plants and two primary processing slaughter operations, we are now well placed for the changing demands of the market, as well as offering a competitive edge and improving operating efficiencies.”

An ethos based on the premium The group is considering increasing exports to neighbouring Asian nations, including Laos, Myanmar, Cambodia and the Philippines over the next five years, as they are highly populated places that have relatively few duck meat processing industries.

“We are always looking for long-term partnerships to help create tailor-made products for them and to continue to develop collaborative approaches that seek to widen duck meat consumption. We will now focus on fully utilising our new facilities and maximising those investments to penetrate the consumer sectors and developing more R&D on new products.”

Mr Suchaovanich concluded: “Above all else, we are focused on becoming the world’s most reputable purveyor of duck products.”n

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MAISON LASCOURS

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In France, where meat remains an all-consuming passion, centenary-celebrating butcher, Maison Lascours, continues to cut a swathe through the competition with its innovative offerings and dedication to offering only premium cuts to the restaurant trade and the ordinary consumer. 2022 sees the fourth-generation butcher take major steps to assert itself as the largest online butcher in France, with additional openings of a new warehouse, two new boucheries and a cellar dedicated to quality meat maturation. Profile by Andy Probert.

T

he year 1922 proved momentous for many reasons that still resonate today.

In Toulouse, a butcher took his knife and made his first cut in the meat trade, founding Maison Lascours in the process.

And the rest, as they say, is history.

Maison Lascours has remained a fixture in the lives of many families and restaurants who consistently turn to the butcher for their prime cuts of meat.

Advancing into 2022, the family’s fourth generation now runs Maison Lascours, the largest online butcher in France, supplying country-wide. During its 100th year of operation, it is opening a €2.5 million warehouse with a maturation cellar and plans to add two new butchers to its six shops.

“Quality has been our guiding principle from day one,” confirmed Managing Director Mathieu Lascours. “Every day, we demand the best from ourselves, our breeders, suppliers and collaborators. We practice our profession with pride, passion and know-how.”

Tradition fuses with modernity Having taken on the company in 2009, Mr Lascours quickly established the butchery in the virtual marketplace, offering premium meats, such as beef, veal, lamb, pig, poultry and duck, through an online store www.maison-lascours.fr.

Under the dynamism of Mathieu, the butcher offers its services to renowned restaurateurs, including En Marge (1* Michelin), Les Jardins de l’Opéra (1* Michelin), Sarran (2* Michelin), Castet (1* Michelin), asserting Maison Lascours as the primary contact for their choice of exceptional meats.

“Since we stepped into e-commerce, we have grown and grown our supply lines throughout France, as well as our butcher’s shops,” he said. The company delivers its online orders via specialist, third-party express transporter, Chronofresh.

Maison Lascours has established boucheries around the Toulouse region – in Lherm, the original location of the

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first family shop in 1922, and in LacroixFalgarde, Central Toulouse, Carcassonne, Tournefeuille and Escalquens.

“When I began, we had just two stores.

But we have expanded due to increasing orders and the new B2B and retail clients that we have won during the pandemic,” he said.

While the butcher continues to thrive with 21st-century advances, there is still a strong sense of tradition that resonates back to the days of Mr Lascours’ great grandfather, Paul, when it comes to the selection of free-range beef and calves.

This unique and invaluable know-how comes from a long apprenticeship and to provide customers with the best possible quality of meats. Remarkably, it’s why for 45 years, the family has trusted the same fattening breeder located in Tarn.

Twice a month, the Lascours family goes on-site to select the animals ready for slaughter. But livestock selection does not stop at simple techniques. It is also necessary to have a keen sense of curiosity and interpersonal skills. Indeed the relationship between a breeder and a butcher is historically close.

“Mutual trust is essential, but food compliance, specifications, hygiene, the state of the meadows and transport of animals are all essential parameters that help to maintain meat quality,” he added.

The company continues to create partnerships with farmers in the region and obtains its meat via a slaughterhouse as per national laws.

“We normally utilise beef from three farmers, one of whom we have used since 1950 and whose family are now third-generation. For the Lascours family, it is always essential to maintain close contacts with our farming sources,” he added.

“We strive to continue this tradition to provide the best possible quality. We instil in our butchers to respect the animal, which is the very fruit of our lives, loves and passion. We cut these quality meats with those same ingredients to ensure an exceptional product. Our focus, our objective, is to give meat back its nobility,” emphasised Mr Lascours, who disclosed the company processes up to 8 tonnes per week.

Meat maturation Maison Lascours has been a specialist in meat ageing since its creation. In addition to maturing the meat in beef carcasses for at least 15 days before serving, the finest prime ribs and sirloins are refined in a unique maturing cellar. These beef ribs and sirloins are generally Aubrac, Charolais, Angus, Galicia, Wagyu, Black Angus and Simmental.

“We keep the settings of our cellar secret but strictly control all the parameters: temperature, humidity, airspeed, and even light,” Mr Lascours disclosed.

Since the Middle Ages, meat maturation has enabled better flavour.

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the tenderness and the lean aspect of the meat,” he reflected.

Refining meat or its maturation is a completely natural process. It consists of resting pieces of beef (preferably with bone, rib of beef and sirloin) in optimal conditions. The maturation time of Maison Lascours’ meats – rib and sirloin of beef – is between six to eight weeks.

With the lengthening of the maturation, the meat loses water by evaporation which concentrates the flavours and gives an incomparable taste after cooking.

“Maturation is still today an artisanal know-how that each butcher works in his own way, depending on the breed and the desired degree of tenderness,” confirmed Mr Lascours.

Advancement in centenary year The butcher business has grown by 30% every year for the last five years, and has been the foundation for further expansion.

“2022 is our 100th year of operation, and we believe it will be a major milestone in our history for various reasons,” Mr Lascours proudly remarked.

The website, which accounts for 20% of sales and is growing every year, will be expanded further to cater to more clients across France in the business and retail trade,

as it is principally centred in the Toulouse region. The company has invested €2.5 million in a new 2,000 sqm warehouse, which opened in January 2022.

“This warehouse will help us bring more product to new markets across France, (such as restauranteurs) enhance, our website offerings for the classic boucherie, and aid production of our sausages. The facility will be central to all our business operations.”

Within the warehouse, the business has created a state-of-the-art retaining cellar that aids in the maturation of meats provided to their most prestigious clients.

“It is one of only five in France,” he added.

The company will also highlight and offer specialities across its website to mark its centenary throughout the year. “Maison Lascours is excited to continue working with existing clients and further integrate our quality meat into their operations,” acknowledged the highly skilled butcher.

Maison Lascours is also planning to open two new shops in the South of France, including one in Agen, which lies 80 miles southeast of Bordeaux, by mid-2022. In addition, steps are also being taken to improve the company’s existing shops.”

Mr Lascours said the company had adapted its business activity following

the closure of restaurants due to pandemic restrictions and had been able to maintain sales via its e-commerce space.

“The main challenge remains to deliver fast to clients, at an affordable price.

The online business established itself during Covid-19, and we want to continue to grow that further by seizing new opportunities.”

The company also plans to become more sustainable due to growing pressure on the industry to cuts its carbon footprint. “We are looking at everything, and that includes reducing our use of plastic and changing our packaging materials.”

“We have a lot of meat product options in our catalogue. For beef, we have 15 selections, so it makes a big difference compared to our competitors. Our website is packed with variety. We pride ourselves on charging Toulouse prices, not Parisian prices, and provide traceability on all our products.”

Mr Lascours concluded: “As a business with strong family heritage, Maison Lascours looks to make a real difference in its chosen markets. Fresh, quality and price are key to retaining clients. We hope we can look forward to another 100 years of success with innovation, new service, and the exceptional taste we are renowned for.” n

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ROVAGNATI

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Italian family-run Rovagnati is taking North America by storm with its range of high-quality Italian salumi, including its first line of cured meats with “no-nitres ever”. Perfect for many consumption occasions, the meat of the product is in the taste – and it is one that few can beat, attests CEO of Rovagnati, North America, Jim Mitchell, in an interview with Andy Probert.

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talian food, has been at the heart of the Rovagnati family for nearly nine decades.

Their first tentative steps into business were taken producing butter and cheese in the 1940’s in their home town of Biassono in Lombardia region, Northern Italy. But it was a young and ambitious son, Paolo, who set his mark on the family business.

During the 1960’s, Paolo convinced his father Ferruccio to start experimenting with producing cured meats, salami and prosciutto. The innovative son had been studying new production methods. He believed he could produce a high-quality prosciutto cotto (cooked ham) which at the time was considered a low-quality product.

Paolo helped increase and expand his father’s business, eventually taking over in 1968. Since then, the company has continued to grow and achieve international recognition and prominence. It is now renowned for its cutting-edge technology, dedication to innovation and quality, and its signature product: Gran Biscotto prosciutto cotto (Italian cooked ham).

Since 1985, Paolo Rovagnati’s ingenious idea of branding the Gran Biscotto name into the skin enabled it to stand out from other ham producers.

The parent company has six factories in Italy and exports to nations across Asia and Europe. And while supporting the Italian tradition through its premium charcuterie range, Rovagnati, which dominates 20% of the prosciutto cotto market in Italy, has now focused on taking these products to a wider market. North America, no less!

“It was Paolo’s long-term dream to come to the US. Because of his entrepreneurial nature, he began developing technology

to create a product with no nitrites. After his passing, his wife and sons are determined to bring his vision to fruition,” said Jim Mitchell, CEO of Rovagnati’s North America operations.

In 2017, Mr Rovagnati’s wife and two sons determined to bring that vision

to fruition. Mr Mitchell explained the company first supplied into foodservice, specifically the Eataly chain, as “they understood the quality, taste profile, and brand recognition of Rovagnati’s products, and were a big supporter and early adopter of our range.”

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No nitrites ever Five years on, Rovagnati North America has opened a 45,000 sqft facility in Vineland, New Jersey, to act as a hub to produce, age, slice, pre-package, and distribute salumi and charcuterie products imported from Italy. By the end of 2022, the facility will employ 50 people.

The company now has two product lines: its traditional charcuterie range of salamis, mortadella, Italian prosciutto cotto and prosciutto crudo; and its ‘nonitrites ever’ panini sandwich line which is a prosciutto cotto range. The latter features three flavours: smoked, pesto and spicy, and will introduce two new ones: classic and a cranberry.

Mr Mitchell emphasised: “The no-nitrites ever line is different from the traditional charcuterie products in the US and will compete against the very high-end American sandwich meats.”

The company initially had USDA backing to declare ‘no-nitrites added’ on its packaging and has followed that up at the turn

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of 2022 to ‘no-nitrites ever’. Mr Mitchell said this was exceptionally important “because we have worldwide patented technology that uses Mediterranean spices and fruit extracts in the process.

He added: “We don’t have to add additives or vegetable nitrites in the process. So we have an advantage over competitors in US, who can only say ‘no nitrites added’.”

Geographical coverage in the foodservice channel continues growing fast through partnerships with an increasing number of distributors. The US facility has dedicated spaces for slicing and seasoning, thus creating premium products directly on-site that perfectly meet American customers’ needs, tastes, and expectations.

Mr Mitchell acknowledged: “Back in Italy, the parent company carefully and rigorously selects the meats used in our products and monitors the entire supply chain while fully respecting the environment, people and food safety.

“And as part of its commitment to continuous improvement in the nutri-

tional quality of its cooked meats, the ‘no nitrites ever’ assurance has been established meaning customers know and appreciate our cooked sandwich meats eliminate any kind of preservatives.

According to Mr Mitchell, Rovagnati North America harbours ambitions of developing its New Jersey facility further over another three phases, allowing it to eventually operate a 700,000 sqft production floor.

He said the facility already has two clean rooms, which enable the product to be sliced in a sterile environment which maintains extremely low levels of particulars such as dust, chemical vapours and airborne organisms, which enhances the taste profile, food safety and performance of the product.

Expansion on the agenda Mr Mitchell reflected that despite the competitive market, its products are now circulating in grocery store chains, including one which has 153 stores on the East Coast.

Products are also rapidly expanding out to the Midwest and the South West.

“Consumer feedback has been great,” he said. “The product quality taste is off the charts. Getting into the buyers’ mouths has been transformational for them and us. Offering five different flavours of ham in a sandwich every day is a great option for families. Additionally, we can offer a full range of meats in the pork family.”

He added: “Over the next year, you will see us continue to roll out our sandwich and charcuterie lines to more grocery stores. We are also working on new packaging variations that allow the consumer to see more of the product.”

Rovagnati is also looking to extend its salami line with snack variations, with eight salami sticks of three flavours in a pack. “There’s not a lot of pork/salami stick products out there, so we aim to take advantage of that.”

With a great product and name recognition, the company wants to capitalise on its strong foodservice business and expand to retail across North America.

“We have doubled business in the last few years, and we aim to double that again in the next year,” he added, confidently.

“While our foodservice channel was badly affected by Covid-19 with many accounts closing, we bounced back with a 50% gain, and we think 2022 will be the first clear year when restaurants and other venues get back in business and are fully opened.”

Realising Paolo’s vision Challenges in the North American market revolve around competition and the ongoing need to educate the US population about the ‘no nitrites ever’ sandwich line and breaking their buying behaviour to switch to a high-end quality product.

“The mindset of the American sandwich consumer is not thinking of flavoured Italian prosciutto cotto. Yet it gives them

a better tasting, higher quality product as an option.”

Mr Mitchell added: “We also have the patented technology allowing us to produce no nitrites ever, as a point of difference.

“With our clients and suppliers, we have a policy of doing what we say we will do.

All this helps to build long-lasting trust and loyalty.”

With Rovagnati North America shifting around 500,000 kg of product annually, Mr Mitchell said: “Looking ahead, the charcuterie sector continues to expand, with people expanding their home culinary experiments. We believe Rovagnati will grow in North America and further realise Paolo’s vision.” n

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iFD &

from crop to consumption

EQUIPMENT & SERVICES selloplast

ixapack global rivercap

royston labels p.e. labellers

SELLOPLAST

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Greek firm Selloplast is a specialist designer and printer of food labels with over 50 years of experience. Marketing Manager Ourania Eirini Pagiantza told the company’s story to Phil Nicholls.

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T

he adage runs that you should never judge a book by its cover. Greek foodlabelling specialists Selloplast would present the counter argument that a good cover, or in their case a good label, is what makes a product stand out on the shelf and entices the customer.

Selloplast was founded in 1965 by Alexandros Pagiantzas in the centre of Thessaloniki in northern Greece. 57 years later, the company remains a Pagiantzas family business, enjoying a dominant position in the region. Marketing Manager Ourania Eirini Pagiantza said the company has steadily grown “thanks to the perfection and the love we dedicate to the quality and the constant evolution of the label”.

Today, Selloplast remains in the industrial area of Thessaloniki in a 2,200 sqm factory. The company also operates a branch in Athens to service the labelling needs of the rest of Greece. In total, the company has 40 employees. The factory runs more than ten production lines, with both digital and silkscreen printing options.

Selloplast produces a wide range of food labelling solutions, with the ability to print up to ten colours onto a sticker. Selloplast’s

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labels are applied to jars, bottles and cans for a broad range of foods. The beverage label range features stunning designs and highdetail raster printing. The company also offers an extensive range of printed labels available on flat sheets or rolls.

For clients wanting something even more eye-catching, Selloplast produces tin-alloy labels available in over 100 shapes and sizes. These metal labels are self-adhesive and can be manufactured with the client’s logo, design or even signature embossed on the label. Selloplast offers complete or partial colouring of the label in copper, gold or any other foil.

A mosaic of labels The implementation of Mosaic technology at Selloplast gives customers a stunninglooking product with vibrant shelf-appeal.

Mosaic is a dynamic technology that automatically creates large numbers of unique graphics embedded in a variable data set.

Combining random vivid colours within a selection of patterns, Mosaic prints an endless series of unique labels giving clients a distinctive look to their product.

“Our company focuses on the uniqueness of each product,” explained Ms Pagiantza.

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“We are able to print any kind of label on the market. Specifically, we focus on highquality products like cosmetics, food and beverage products and the wines industry.

Based on what our customers say to us, we regard ourselves as the top wine label producer in Greece.”

Selloplast has diversified into producing packaging materials. Its gummed paper tapes are an ideal solution for natural and organic products as they are biodegradable and 100% recyclable. The raw materials used to produce these tapes come exclusively from renewable sources, such as wood from sustainable EU forests, along with natural glue from potato starch extract.

Selloplast also supplies inflatable packaging in a selection of shapes and sizes.

Ms Pagiantza was clear about Selloplast’s USP: “What differentiates us in the label industry is our focus on quality. We are interested in the customer and constantly looking for solutions to the problems that arise in the market. We stand by our customers and focus on each one individually.

What we sell is the care of our customers, to meet their needs in the best possible way.

“As a proof of the way we work, even if there is a technical case that we faced during

the production of a label, we always act as consultants to the customer. We are looking for the best solution as we want the customer to leave the company fully satisfied.”

Gain and label Selloplast invests in the business to sustain the quality and range of labels it offers to clients. In 2022, the company installed a Digicon Series 3 printing machine from AB Graphics International.

Ms Pagiantza highlighted how the DS3 has “a lot of specialties, and its capabilities are going to create unique and special labels to distinguish our customers’ products on the market shelves. Our goal is to create for our customers a more appealing label which will help them increase sales.”

The new DS3 integrates with Selloplast’s existing HP Indigo digital offset system to create quality labels for the customer.

Digital offset printing enables Selloplast to offer customers colourful, high-resolution labels printed quickly, even in small numbers. The combination of modern machinery and specialised staff gives Selloplast a Quality Assurance System certified according to ISO 9001: 2015

No 041120071, guaranteeing the quality of its products and services as well as delivering all client requirements on the coloured sticker label.

Investment in printing technology has been at the heart of Selloplast’s evolution and its constant drive to meet the evolving requirements of the market. In 2008, Selloplast was the first Greek company to use the HP Indigo technology. The installation of the new DS3 with its range of labelling options expands Selloplast’s capabilities to include enhanced hot foil, laminating and silkscreen cutting and printing.

A core part of Selloplast’s success is its close relationship with suppliers. “It is very important that we have achieved long-term partnerships with our suppliers,” Ms Pagiantza said. “Some of them have worked with us for at least 30 years, which shows mutual trust and cooperation. We believe that it is equally important for our customers to feel the same way towards us.”

The environmental impact of Selloplast’s business is minimised by using computerised systems, dramatically reducing the use of paper. “We also focus on sustainability,” noted Ms Pagiantza, “And provide our customers with a variety of labels from Eco paper to wood label and Eco plastic, while also offering clients the ability to choose wine papers from our wide variety of options.”

A future booklet Issues with the global supply chain have impacted Selloplast, according to Ms Pagiantza: “In recent months the label industry has faced a serious problem regarding raw materials. There were many delays from suppliers and our company took measures to address this, such as increasing stock levels to support our customers. We are optimistic and believe that the problem will be resolved soon.”

Selloplast is not resting on it laurels and the programme of investment continues. The company is currently installing a new B5010 booklet machine, also from AB Graphics International. This latest upgrade aims to provide Selloplast with unique product options to become a leader in the booklet label market sector.

In conjunction with the ongoing equipment upgrade, Selloplast’s vision for the future includes further sustainable development and integrating additional companies under its umbrella.

Ms Pagiantza concluded: “Our goal is to be constantly at the edge of evolution and new emerging technologies, alongside offering our customers the best possible labelling choice to differentiate their products.

“Selloplast aims to constantly evolve and be a pioneer in the industry. We are looking for new technologies and equipment to provide our customers with unique solutions and innovations to highlight their products.” n Inside Food & Drink

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IXAPACK GLOBAL

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French company iXAPACK GLOBAL specialises in the design and manufacture of automated production lines. Thierry Merlet, Commercial Manager, outlined the company’s capabilities to Jordan Yallop and Phil Nicholls.

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ichel Gaboriau, the current CEO, founded iXAPACK GLOBAL in 1973.

The company began producing automated end-of-line packaging solutions for the food industry. From this beginning, the family-owned company steadily expanded, in 2009 and 2013 adding ultrasonic cutting and wrapping equipment to the portfolio.

Based in Mauléon, in the department of Deux-Sèvres in western France, iXAPACK GLOBAL has 250 employees at its single production site. 40% of iXAPACK GLOBAL’s output of flexible automated solutions is exported.

Today, iXAPACK GLOBAL designs and manufacturers four categories of automated equipment.

The first is a range of weighing equipment, including a Checkweigher, with different levels of protection rate adapted to the production environment. This equipment can be associated with a CEIA type Metal Detector.

This range also includes labelling machines for the top and bottom of the product and a weigh/price module.

The second machine range is composed of cutting equipment. The Ultrasonic Cutting Machines are mainly used for the cheese sector but are suitable for bakery, dairy and

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snack industries to cut portions or slices.

These machines easily handle cheese, brownies, cold meats, frozen pastries, pizzas and so much more. Some machines are available as semi- or fully automated systems for high-accuracy cutting and less wastage. iXAPACK GLOBAL also offers wrapping solutions. The flow wrappers provide highspeed wrapping for different product types.

MAP version is available for wrapping fresh products. The X-Fold Wrapping Machine uses an X-shaped, wrapping film suited to the tea and coffee industries, as well as for rice cakes, wafers, biscuits and cosmetics.

Finally, completing iXAPACK GLOBAL’s line-up is its end-of line solutions range.

There are side load and top load pick place

cartoners, sleeving machines, case packers, palletisers, tray erectors and loading modules.

Production line solutions With such a broad range of automation options, iXAPACK GLOBAL offers bespoke production line solutions, designed around the individual needs of the client. The company is a market leader in offering innovative production lines featuring pouches, as highlighted by Commercial Manager Thierry Merlet: “These complete lines for pouches can include a pasteurisation tunnel, followed by a cooling tunnel, leading to multi-format packaging solutions such as a top load cartoner, a case

packer and also palletising options. This type of equipment is also transposable and adapted to all products of the food industry, including biscuits, canning, ready meals, delicatessen, and dairy products.”

Mr Merlet was clear on iXAPACK GLOBAL’s USP. “What differentiates iXAPACK GLOBAL from our competitors is the fact that we manufacture all our solutions from A to Z, at our unique production site in France. We create all customer solutions at our design offices, and then we have different machines and specialised technicians for manufacturing, folding and assembling the parts.

“We also have an assembly and tuning department, which allows us to start up

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the machines in real conditions as if they were on the customer’s premises.”

It is iXAPACK GLOBAL’s complete production line solutions which make it stand out from the competition. The company even offers training programs for a client’s workforce to facilitate the smooth installation of the automated production line.

“To meet all the client’s needs for spare parts, iXAPACK GLOBAL also has an integrated after-sales service,” Mr Merlet said.

“All these follow-up services are located in one place, which allows us to be reactive and above all to offer solutions where the customer only has to deal with one contact person from the initial project to the final installation.”

Customer service is a key feature of the iXAPACK GLOBAL business model according to Mr Merlet: “Our staff are very attentive, responding flexibly to our customers’ requests. We offer standard equipment, and according to the demands of the customers we adapt our machines from this standard base to match their requirements.”

Packaging goes green In the current market, customers are keen to improve the sustainability of their packaging.

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we are still opti“ But mistic, despite the current context. All the current events are shuffling the cards and we always manage to find a solution to adapt to the different changes that may occur

”

“We see a real demand from clients for biodegradable, reusable packaging and even requests to remove some overwrapping. There is also a strong growth in the secondary cardboard packaging sector.

These are the main challenges for us.”

Where there is a demand from clients, iXAPACK GLOBAL responds. A new palletiser has been developed, featuring a roller gripper which allows it to palletise smaller formats. The new machine can handle items without an external packaging case, reducing the overall use of cardboard boxes. Another iXAPACK GLOBAL innovation is the improvement to its top load cartoner to handle recycled carboard blanks.

Sustainability is also present at the iXAPACK GLOBAL production site. The company has a waste management program and sources from local suppliers and producers for the onsite catering. All manufacturing is on the single site, thereby cutting down on transportation costs.

To maintain its position in the market, iXAPACK GLOBAL continues to invest in its facilities. “We have recently invested in new tools for machining,” explained Mr Merlet, “which allows us to always have highly innovative tools to manufacture parts for our machines. We are always looking to optimise our manufacturing facilities to have highly technological tools, to offer premium solutions to our clients and make our machines more flexible, intuitive and inter-connected.”

A close relationship with suppliers has enabled iXAPACK GLOBAL to build up the levels of trust required to meet the needs of its customers. “It is important to always work together to be able to propose innovative and coordinated solutions,” Mr Merlet said.

Overcoming challenges The Coronavirus pandemic was a challenging time for iXAPACK GLOBAL. The company maintained production; some teams worked

from home and solutions were applied to meet the needs of customers. Factory Acceptance Tests were conducted via video and following this period, iXAPACK GLOBAL has developed a system of remote camera inspection of machines to help its clients’ maintenance technicians.

Dealing with challenges is a feature of business at iXAPACK GLOBAL. “One of the biggest challenges we are currently facing is the supply of materials and components, and the increasing costs, especially with regard to shipping,” Mr Merlet explained. “But we are still optimistic, despite the current context. All the current events are shuffling the cards and we always manage to find a solution to adapt to the different changes that may occur.”

Despite these logistical issues, Mr Merlet predicted a positive future for iXAPACK GLOBAL. “Our objectives for the future are to develop the company on the export market, both economically and in terms of human resources, but always with a human-sized operation and management.” n Inside Food & Drink

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ROYSTON LABELS

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Royston’s main production hall

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A label is so much more than a decorated piece of paper. It makes your product stand out on a crowded shelf, it represents your brand, your story, your values and identity, creating a connection from your product straight to your target market. A label must attract customers to drive sales, carrying vital merchandise and legal information while withstanding the rigours of supply chain and consumer handling. Royston Labels delivers gold star service, skills, technology and craftmanship, to ignite your label and bring your brand to life.

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stablished in 1984 and based in Royston near Cambridge, Royston Labels is a privately owned company and boasts a state-of-the-art production facility and a team of 80 dedicated employees. The engine at the heart of Royston is a technical team focused on developing new products and market innovations to enhance clients’ packaging and brands.

“We produce over 400 million labels per year and our award-winning team of experts can be relied upon to deliver fantastic results,” explained Managing Director, Paul Clayton.

Royston has recently consolidated four production sites to a purpose-renovated, ultra-modern 65,000 sqft facility. It’s spacious, immaculate, and high-tech, with the production machinery having accreditation to ISO9001, BRC AA and PS9000.

“The move and additional capacity have given the business a clear direction and growth plan for years to come,” said Paul.

“We combine our knowledge of traditional print technologies with the latest in digital innovations, to ensure that our clients always receive the most cost-effective, high-quality packaging solutions available.

“We have extensive printing facilities, including equipment for conventional combination printing and embellishment techniques providing a single solution to all our clients.”

In the last decade, Royston Labels has invested heavily in digital printing capabilities, giving the business and its clients greater flexibility when it comes to design, lead times and pricing.

“From the initial brief to printing the final label, we pride ourselves on our exceptional quality from production and the service we deliver, while supporting our client through their packaging Inside Food & Drink

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Royston’s in-house studio and prepress services Royston’s Digital print room

journey,” said Paul. “We have time for our clients and protect them from costly pitfalls – which can happen with the wrong supplier.

“We have our own studio where we can carry out pre-press services, including artwork updates and colour retouching. We also regularly work with a large variety of food and drinks packaging designers in the UK as they don’t always have production experience, so we help with any technical challenges and add value by making sure artwork is printable.”

Sustainability solutions first Royston Labels’ sustainability strategy is based around reducing, reusing and recycling.

“We ensure our team have extensive knowledge and experience of the complete supply chain and recycling process, and can advise customers on the most practical solutions,” explained Paul. “More recently we have been able to widen our range of recycled materials; some of these really do look the part and provide brand owners with a compelling story.”

He said examples include rCrush Grape, rCrush Citrus, rCrush Barley and rNatural Blanc; some of these have the by-product from the fruits processing incorporated in the paper but all have a high percentage of recycled content. We also have a paper that is made from 95% sugar cane waste 132

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with hemp and linen – samples of all these papers printed are available from the sales team.

“Recycled content can also be included in the facestock and in the liners such as those using rPET, which is a strong and lightweight plastic that is recyclable. This type of carrier is much thinner, bringing benefits such as strength during the application process and more labels per reel, improving production efficiency.

Adhesives wherever possible, are water based avoiding the use of solvents.”

Royston works with its recycling partners to ensure all production waste is reutilised, including the waste matrix, glassine, PET liners, inks, and rags. During 2021 alone, Royston’s achievements included: 83 trees saved, 55.77 tonnes of waste recycled from waste matrix as well as 12 tonnes of recycled glassine liner.

The company also offers the widest selection of FSC certified papers, which ensures complete traceability. And the determination to stay true to these values shows, with the manufacturing site having achieved FSC Certification earlier this year.

Royston also provides multi ply booklet labels in the form of conventional Peel & Read Labels or other unique formats that allow for the front of pack to be highly decorated but significant information to be carried within the label or on the back of pack. The company confirmed it is seeing

a lot of customers utilising this service for promoting other products within a range or heavily reducing the SKU count and making multi region supply from one piece of packaging.

The right technical support For technical complexities, Royston Labels’ experience and expertise prevent the pitfalls and hurdles often encountered in label production.

“The real value we add for the client is the ability to support them technically, evaluating the design and ensuring that the desired outcome for the label is achievable,” explained Paul.

Typical technical label challenges and considerations include selecting the correct specification of material and adhesive to ensure all elements of the design are delivered, and choosing the appropriate printing process and embellishment technique to satisfy the design and the material being used.

Ensuring correct sizing, shape, adhesive, and presentation of labels for the best, (and most efficient) application – especially if the label is to be applied to a tapered area – are also key elements to consider, as are embellishments and special varnish effects which are often included to enhance the design and must be delivered with great care to the surface of the label.

Royston offer a full range of labels made from sustainable materials

The finishing touches Labels creating strong shelf presence for our customer’s brands

Vivid embellished labels for the Wine Industry

Label embellishment, if done well, can really enhance the label design, and there are many options available at Royston. Hot foiling is a traditional and popular technique for the eye-catching, premium finish it brings to packaging, while embossing and debossing bring added detail and texture to your label. Other options – such as flat and fluted foil blocking; multi-level embossing; 3D sculptured embossing dies and textured foiling dies – are also offered

by Royston.

And completing the portfolio, Royston offers raised, tactile and spot varnish (which provides a layer of protection to the material, while boosting its visual appeal) and cold foiling, which is considered an efficient and affordable foiling solution for coated surfaces.

Affordable quality

Strong practical labels for the food brands

Royston Labels aims to provide a quality service at a competitive price.

“People are often surprised by how affordable our service is,” remarked Paul. “They are always very pleased when we make the

process so much easier for them and get the results they want – on time. The devil is in the detail: we provide the skills and craftmanship, the care and attention needed to make a great label – something that can be lost in a digital world. We care as much about the brand as our clients do, which builds the relationship and trust, and sustainability alongside responsible sourcing is thread through everything we do.”

Emphasising Paul’s points from the other side of the coin, Gareth Maxwell of English wine producer Hattingley Valley, said: “Royston has been the best label company we have used at Hattingley. They are large enough to have the very latest equipment with some fantastic embellishments available. However, they are small enough to give the utmost care and attention to us as a client. They are the professionals at this, and they deliver the knowledge and understanding that we need as a winery. I cannot recommend them highly enough.”

To discuss your labelling requirements with the Royston team, please contact sales@roystonlabels.co.uk. n Inside Food & Drink

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RIVERCAP

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Where the cap is always the crowning glory

As one of the leading producers of capsules for wine and spirits bottles, Rivercap has delivered dynamic, memorable and innovative solutions for its clients for three decades. Business developments and internal mergers are now set to shape Rivercap’s plans to further unscrew its potential on the global stage, outlined General Director Jose Saenz de Santamaria in an interview with Andy Probert.

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ocated at the foot of the Cantabrian Mountains in the beautiful northern Spanish province of La Rioja, Rivercap is a mere sip away from its clients who are at the very heart of the locally-renowned red wine-producing industry.

While Rioja is enjoyed across the globe, Rivercap is also flowing forth as one of the leaders in overcapping capsule solutions for wines and spirits worldwide.

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“We believe at Rivercap that the first impression of any consumer, from the opening bottle ceremony until the final tasting, is essential,” attested General Director Jose Saenz de Santamaria.

“Our customers are becoming more interested in packaging as a key element to help position their products. Selecting the material, its design and the quality of the final product are key for closing a bottle.”

As Mr Santamaria acknowledged, there is a science that has to be perfected behind a capsule that goes beyond simply function.

Its role is critical to ensuring the longevity and taste of a bottle’s contents.

Rivercap, founded in 1990 in Lapuebla de Labarca, offers a range of high-quality capsules, including tin, aluminium, poly laminate and PVC, to cover every aspect of the wine and spirits market. In 2021, it pro-

duced around one billion units, of which 75% were exported to more than 70 countries.

Mr Santamaria said: “We have remained in La Rioja because we have thrived and want to remain close to our clients.”

Meeting rising demand As demand grew for Rivercap’s products and the business faced more complexities, it opened a manufacturing centre in Hendaye, France, and launched poly laminate manufacturing in 2000. The company began exporting to the USA a year later and consolidated that by opening another production centre in Napa Valley, California Having embarked on a joint venture in 2010, Rivercap was eventually acquired by its partner Sparflex, another familyowned company from Champagne in Epernay, France.

Sparflex has been serving the global wine industry for more than 30 years with the

design, production and marketing of superior packaging for still and sparkling wines and spirits. With annual sales exceeding $120 million, the group maintains production facilities in France, Spain, Australia, and the USA. In 2020, Sparflex entered into a strategic agreement with Italy’s Enoplastic Group to create a global leader – Enoflex in wine and spirits closure solutions.

This created the largest global producer of capsules, exporting to more than 70 countries and selling 5.5 billion units to over 6,000 customers.

The €180 million business comprises 13 production sites in six countries; in Italy, France, Spain, the US, New Zealand and Australia, and employs around 1,000 people. Enoflex consolidates its international influence through its various brands Enoplastic, Sparflex, Rivercap, Le Muselet Valentin and Maverick.

Innovative capping solutions Mr Santamaria said the agreement had allowed Rivercap to continue producing its capsule solutions for its diverse clients. Its tin capsule is considered a mark of distinction; the crowning glory of the range as it exudes luxury and elegance and deserves to be atop only the best wines.

A single capsule piece is produced with no seams, and tin is a highly malleable material that adapts to bottles of all shapes and sizes. Rivercap has taken that concept further, creating its own branded Label Pure Tin to denote the genuineness of the product.

Mr Santamaria asserted: “It is a guarantee to wine and spirit professionals and connoisseurs of the highest quality capsules with certified provenance.

“For producers of wine and spirits at the very top of their range, the Pure Tin capsule represents their excellence, passion and

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perfection from the vineyard to the point of serving. The seal wraps the fruits of their labours, their authenticity and the very culture of wine.”

The Pure Tin capsule has been utilised by leading figures in the wine industry, such as famed consultant oenologist Patrick León; Argentinian Sommelier and 2015 Best Sommelier of the Americas Paz Levinson; Hubert Boüard, owner of Château Angélus; and Tim Gaiser, Master Sommelier and Professor at the Culinary Institute of America Greystone, in California.

Rivercap’s single-piece aluminium capsule, formed with the same techniques used to create tin capsules, is also regarded as a premium product that offers a refined finish while also being highly recyclable.

Made in two pieces, the polylaminate capsule option is a perfect marriage between aluminium and polyethylene, and is the most popular. It offers unlimited colours, shades and many possibilities of finish.

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Among these offerings, Rivercap offers a truly ecological alternative, the Absolute Green Line, a polylaminate capsule that combines bio-based polyethylene (PE) with acrylic inks, with renewable materials replacing oil and solvents.

Mr Santamaria said: “Belonging to Enoflex enables Rivercap to have a global platform from which to reach even more clients in the wine and spirits industries.

We are proud that Rivercap is the only production site within the group specialised in the production of tin capsules.”

Sustainable approach As part of recent consolidation within the Enoflex Group, Rivercap now sits atop two other subsidiaries, Vintacap and EnoMed, employing 200 people. This will bring three companies under the same umbrella, with two production centres.

“This move will help us cover the fullest spectrum of the sectors: still wine, sparkling wine and olive oil,” detailed Mr Santamaria.

“Our mission and vision fully reflects the group’s three main milestones: sustainability, customer satisfaction and added value to the capsule solution.

“The formation will enable us to look at innovation, research, develop our solutions with new materials and have the potential to reduce our carbon footprint of Rivercap, Vintacap and EnoMed. This is because we are building for the future and looking at a new generation of capsules, rather than just for the short-term. It is an ambitious plan to be more efficient and demonstrate our potential.”

Mr Santamaria revealed Rivercap initially believed the pandemic would have a major impact on business, but “not in the way we thought”.

He explained: “We maintained production and weren’t seriously affected. We anticipated a 30-50% drop, but if anything, Rivercap maintained its position because of domestic consumption rising during lockdown. We did not stop one single day and

Director, Jose Saenz de Santamaria

continued working without interruption.

It was fascinating and we grew by 7% in volume.”

Going forward, he said the company was planning to invest heavily in 2022 in a new heating system to reduce and reuse its emissions within the La Rioja plant as part of its commitment to energy efficiency and sustainability.

Another aim will be to enhance and expand sales in the US market, with Mr Santamaria adding: “We will continue to bring added-value to clients, but this will need to be linked to responsibility in the sector.

“Responsibility is more important than having a market share. This covers all the

angles of growing sustainably and ethically, but with reduced packaging impact and emissions footprint.”

Capping happiness The group has also formed ‘Be Green’ – a group of people from across its production sites – which seeks to promote efficiencies and better ideas of working across the plants globally.

“Rivercap are experts in the capping sector, and our clients highly trust us,” stated Mr Santamaria. “That breeds confidence, and builds business relations.

Having that reputation, everything flows

from that trust. We want to remain close to clients as wine culture is different all over the world.”

He concluded: “We are very passionate about the product, and it is a fun sector to be in because we are capping happiness when it comes to memorable occasions, but we also want to be sustainable and responsible.” n

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When manufacturing companies or production line manufacturers ask P.E. Labellers for versatility, this Italian labelling machine specialist knows exactly what challenges it will be called to respond to, because P.E. Labellers knows in depth what requirements must be met.

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talian labelling company P.E. Labellers has built its leadership on the concept of total flexibility, which is expressed at the highest level with the Modular SL automatic labelling machine. Completely modular, as the name suggests, Modular SL was developed according to smart and lean production philosophies.

If customers want to know why the SL Modular is different and what are the real advantages this solution provides, the first answer lies in the multiplicity of configurations and technologies it offers; the main feature of the machine.

The Modular SL is an innovation design icon, a highly technological ergonomic solution and, for this very reason, extremely user-friendly. In practice, it is a matter of having a single machine that can assume many shapes and configurations, depending on the packaging requirements. Completely interchangeable labelling stations are installed on it, which can be replaced in a few steps.

One can switch from a hot glue technology system to a cold glue or self-adhesive system, so the changeover is really immediate.

The labelling stations can be either fixed or self-standing carousels, therefore modularity is expressed both in the available technologies and in the configurations that can be obtained. When customers see the Modular SL in action, they are impressed.

the chemical and pharmaceutical industries.

All these sectors require a level of competence and flexibility that can only be fully satisfied through a modular approach.

Varied uses and energy saving

a truly extended range, providing nine different diameters; from 576 mm up to 2,320 mm, with speeds ranging from 2,000 up to 72,000 BpH. The concept of modularity is extended to every component of the machines and strongly oriented towards energy saving.

This is why Modular SL represents an effective response, which results in cost-effective production and real optimisation of the lines.

For 50 years, P.E. Labellers has made the history of labelling in the world, thanks to its ability to adapt labelling machines to the new production needs of companies and to the increasingly high-quality standards imposed by the market. The company always gives priority to customers by listening to them, visiting them, studying their different production needs and interpreting their business objectives. This is how, year after year, the requirements expressed by companies have become the technological assets of P.E. n

The buyers of Modular SL are varied, precisely because it is a solution that responds to many different labelling needs. All of them need to optimise their production processes, or “travel at different speeds” with more or less large machines. Tthe Modular SL covers

Modular SL attributes Another fundamental factor is that the Modular SL is a machine dedicated to safety, which makes operator protection another of its strengths. The engineers at P.E. Labellers have designed this machine to be not only a technological prodigy, but also a safety bulwark for all the workers.

The Modular SL has guillotine protections, which if raised instantly stop the machine’s activity. The guillotine protection system on the stations with cold glue technology are “patent pending,” a patent owned by P.E. Labellers (one of 62 that the company holds).

The various types of safety protections are applied at all the most delicate points, both on the machine and on the groups.

Another great advantage that the Modular SL provides is the ability to cover multiple markets, meeting the needs of business sectors such as beverage, wine and spirits, food and dairy, personal and home care, as well as

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from crop to consumption

INDUSTRIAL PARKS parkactive

gallant venture

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Zero-waste, circular economy and carbon offsetting are the buzz phrases that resound across the sustainability spectrum, particularly within the global agriculture industry. While many still contemplate their future actions, Parkactive is stepping forward with a new eco-industrial park concept in Colombia that achieves these fundamentals. CEO Cyril Kluxen spoke to Andy Probert on efforts to build this allencompassing world first.

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the corner of western Colombia, exciting development plans are moving apace that will change the face of the region and be a template to revolutionise business parks of the future.

Parkactive is grasping the debate about sustainability and plans to take it to a new level by envisaging the world’s first ecoindustrial park that embraces a zero-waste infrastructure based on a circular economy model.

The park will encompass 50 hectares for clients, predominantly within the agribusiness, and features a 150-hectare energy park, generating power (50MW), and treating and recycling organic and plastic wastes. The park also includes cultivating, harvesting, processing and selling fruits. It is expected that construction will begin in the last quarter of 2022.

Uniquely placed This one-of-a-kind $400 million project, called Parkactive Colombia, will be located near the port city of Turbo. It is a strategically

important area in Antioquia (on the coast of Gulf of Urabá) due to its proximity to the country’s main cities, such as Medellín, which lies 340km away. Antioquia also encompasses the Coffee Axis, an important but mountainous coffee region.

Significantly, the industrial park will be located close to Puerto Antioquia, a deep seaport presently under construction in Antioquia. Once open, it will increase Colombia’s maritime connectivity to the Atlantic Ocean and the Caribbean Sea and offer Pacific destinations as it is the nearest port to the Panamá Canal.

This multi-purpose port could eventually handle an annual capacity of 600,000 TEUs in dry and refrigerated containers, such as cereals and bananas; three million tonnes of bulk cargo and 1.15 million tonnes of general cargo.

Benefiting from major highway construction projects, the port is set to unlock greater road connectivity, lower transportation costs for exporters and importers into Colombia, and put it within touching distance of 70-75% of Colombia’s GDP.

“Such proximity to the port underpins the very importance of Parkactive’s industrial park concept and the potential to derive many benefits we envisage,” disclosed Elefund Capital’s CEO, Cyril Kluxen.

Parkactive is being spearheaded by Elefund Capital, a Geneva-based investment company. Elefund’s principal focus has been sourcing and providing infrastructure capital to assist in supporting and building project developments in emerging markets. This project will be its first foray into South America.

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Mr Kluxen said Parkactive Colombia would be developed in a dynamic area, where banana growers export 30 million boxes per year and several companies are operating.

“The proximity to the port also allows very short transport routes, so protecting the environment.”

He emphasised: “We created Parkactive four years ago, and the founders thought that the crucial part of the infrastructure missing in emerging countries was the industrial park as they were not suited to proper economic development.

“We didn’t think European or US companies could put some transforming manufacturing lines into industrial parks that we had at our disposal in emerging countries.

So, we thought it was a good opportunity to rethink the model of a business park, how we should build it for the next century, and not what was commonly available or experienced in Europe.

“Waste is going to be a problem, power generation is crucial to an industrial park,

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and nowadays it’s crucial that it comes from alternative sources. So we laid new parameters as to what we wanted in these new business parks.”

Meeting zero-waste principles After four years of intensive research, the result is Parkactive’s concept in Colombia.

Mr Kluxen explained the park would generate power from renewable sources while recycling organic and plastic waste as part of the zero-waste principles.

He added: “For the project, we have the support of some key players. As the project is worth $400 million, we already have significant equity investors on board. We don’t seek to revolutionise the industrial park, but there is no other project in the world that has put so much money into focusing on net-zero for agribusiness.

“It will be a landmark and an extremely interesting project. We believe it could become a global trend for future business park development in terms of infrastruc-

ture and promotion of the circular business model.”

As part of the project, four critical units will all play important roles at Parkactive.

There will be a bio-energy power plant of 50MW peak, using renewable wood biomass and waste-to-energy feedstock.

A biogas and plastic treatment plant will also be located to turn 55,000 tonnes of plastic each year into 30,000 tonnes of recycled plastic and 7 million litres of synthetic diesel, and 90,000 tonnes of organic waste into the equivalent 3 MW of biogas.

Circular economy in motion Mr Kluxen said there would also be a forestry unit, planting 10,000 hectares of trees and energy crops, transforming wood residues into 120,000 tonnes of pellets, lumber and pallets per year.

A fruit farm will be located on 5,000 hectares producing 100,000 tonnes per year for the international fresh market and 10,000 tonnes per year as processed

“There is no other project in the world

that has put so much money into focusing on net-zero for agribusiness

“

food, including banana, avocado, lime and passion fruit.

“We are actively creating value with our forestry and agribusiness operations by providing the necessary infrastructure for tenant companies to reach a zero-waste production process,” he added. “The capacity offered by Parkactive to treat organic and plastic wastes is conceived as an amenity for clients.”

The use of state-of-the-art and proven technologies will then be available to tenant companies, and all processes will be CO2 negative and align with UN Sustainability Development Goals.

“It will also give strategic clients the ability to increase their sustainability through carbon credit off-setting,” he added.

Once opened, the park is expected to create more than 2,000 new jobs with fair living wages while supporting better education, housing, health care and financial inclusion.

Looking ahead, Mr Kluxen stated that Parkactive and Elefund are already in talks with other countries in the Balkans, Africa and Latin America in helping to reproduce similar eco-business park models.

“The concept of Parkactive aims to put the circular economy front and centre, in reality, and in motion,” he concluded. “Colombia is just the start.” n

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W Indonesia has taken firm strides to seize the opportunity to tap into the multitrillion-dollar global halal market by allocating four designated industrial zones to develop goods for the Muslim market. One of these – the Gallant Venture-owned Bintan Industrial Estate – is quickly proving to be one of the nation’s first halal food hubs.

Andy Probert takes a closer look.

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ith a population of 260 million people, of which 90% are Muslim, it is surprising that up until 2018, Indonesia did not have any dedicated halal industrial parks to speak of.

Even more so, given that Indonesia is the world’s top consumer of halal food.

Predictions suggest the global halal food industry is estimated at $2.5 trillion, and with the world’s Muslim population set to reach 2.2 billion by 2030 – effectively more than a quarter of the world population – Indonesia resolved to transition from being a mere consumer of halal products to being a primary driver of the Islamic economy.

In a bid to bridge the gap between demand and fulfilment of halal products, Indonesia’s government resolved to identify four pilot

Mr Edmund Lai (right) and Mr Jeremy Chen (left) from Riau Investment Marketing Team of Gallant Venture Ltd (Gallant Venture Ltd is the owner of Bintan Industrial Estate and Bintan Halal Hub)

locations to become halal parks. These would be for the development of food, beverages and pharmaceuticals compliant to Islamic standards.

One of these key sites is on the existing Bintan Industrial Estate (BIE), a 4,000-hectare rare sea-fronting integrated site located in the southern part of Bintan Island, Indonesia.

Bintan, along with Batamindo Industrial Park in Batam, which has also been allocated as a halal hub, are owned by Singaporebased, Indonesia-focused investment holding company Gallant Venture.

“Our business is well-positioned to leverage the strategic alliance between Singapore and Indonesia governments and is in close proximity to Singapore,” commented Edmund Lai, Head of Gallant Venture’s Riau Investment Marketing.

Gallant’s core business is as a utility provider, master planner and developer of industrial parks, property development and resort operations. With a total asset value of $1 billion, the group also has a foothold in the automotive and offshore marine industry through its associated companies.

ters in Singapore and manufacturing at BIE, said Mr Lai. “BIE has free-trade zone (FTZ) status, is strategically located to tap into Singapore’s financial and transportation network, and its overall cost-competitiveness is complimentary to international companies looking to manufacture for the export markets.”

Being a self-contained development, BIE offers a complete lifestyle accommodation through Bintan Inti Executive Village, an exclusive enclave for tenants. Housing options include well-appointed bungalows, studio apartments, modern condominiums, clubhouse facilities, tennis courts, and other amenities. Workers’ dormitories are available onsite, and the site has a professionally managed infrastructure, amenities and total customer care solutions.

“BIE, since 1994, has been the manufacturing location of choice for some of the world’s leading companies. Target industries include electronics, electrical and general manufacturing, food processing, aviation MRO, maritime and offshore marine engineering,” emphasised Mr Lai.

Bintan free trade zone status With Singapore just an hour’s ferry ride away, investors can tap into the advantages of the Singapore-Bintan twinning model by setting up regional headquar-

Bintan Halal Hub Following its special status allocation, BIE has zoned up a cluster of 22 ready-built factories to kick off the Bintan Halal Hub

and is now home to some growing food processing companies.

Mr Lai said: “BIE envisions creating a leading multi-user halal manufacturing supply chain for the global and domestic markets. We have earmarked around 100 hectares of land to realise this potential.”

Bintan Halal Hub will be supported by a dedicated halal management team and an ecosystem of supporting facilities. BIE is strategically positioned to capitalise on the halal market in Indonesia and access the rest of the halal market through Singapore.

“As one of Indonesia’s first halal food hubs, approved by the government, the park offers a one-stop halal manufacturing location dedicated to food and halal-certified products.

“We have a team of professionals and Halal certification authority onsite to assist with every operational need. Our halal ecosystem will be the platform and differentiator for their growth into the halal market,” Mr Lai asserted.

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could be leveraged to distribute products through the group’s chain of retail stores in Indonesia’s domestic market, creating quick go-tomarket opportunities.

Operating in an FTZ allows import duty exemption on raw materials and equipment, as well as Value-Added Tax exemptions for exporting industries.

Mr Lai said foreign companies could work within a conducive investment climate as 100% foreign investment is allowed, and the government had a double taxation avoidance agreement with 59 countries. Under the Generalized System of Preferences, eligible products with Indonesia’s Certificate of Origin are entitled to preferential duty-free entry to member countries.

The industrial estate has available readybuilt factories for immediate occupancy, abundant land for scalability and sustainability in operation, and an onsite liaison team that provides business license and consultancy services.

Accommodation is available, and infrastructure, such as halal-certified water.

Additionally, partnerships with halal laboratories and the Halal Audit Agency are established to assist investors with quick access and fuss-free testing, traceability audits and certification.

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Halal products: Indonesia and globally “Indonesia’s Halal Product Assurance Law has made halal certification mandatory for the sale of all food, beverages, drugs, cosmetics and other products commonly used,” commented Jeremy Chen, Manager of Gallant Venture’s Riau Investment Marketing.

Implemented on October 17th, 2019, the Halal Law requires consumer products and related services in the country to be Halalcertified and has given a five year phase-in period starting from the mandatory certification of food, beverages and slaughter process. Halal certification and labelling requirements will become mandatory for food and beverages products starting on October 17th, 2024.

Mr Chen added: “We want to develop a dedicated food and halal processing zone to allow manufacturers to produce safe, halal-compliant products through our integrated facilities. Knowing they are made in the Bintan zone, local and global consumers and distributors can confidently buy the products.”

With around 60% of the world’s Muslims living in the Asia Pacific region, Bintan has all the elements to thrive.

“Indonesia’s population of 264 million, includes 42% aged between 25 to 54 years

who are the biggest spending age group,” outlined Mr Lai. “There is still a massive gap between demand and fulfilment of halal products that we can meet.”

Due to its strong halal market potential, Indonesia is well-positioned to be the leading market for halal products and services, becoming a significant global player. In 2020, domestic spending on halal products and services stood at around $184 billion and is expected to grow 14.96% to around $282 billion by 2025.

“This makes Indonesia one of the biggest spenders in halal food globally, creating a vast market opportunity for businesses to seize,” he emphasised.

Case study: Bionesia BIE is home to Bionesia Organic Foods, an organic coconut producer that exports to the USA, Europe, and the Asia Pacific region.

Bionesia is a joint venture between a German company and Salim Group, one of the largest conglomerates in Indonesia.

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To meet the growing worldwide demand for coconut products, including rising sales within Indonesia and the rest of South East Asia, Bionesia leverages BIE’s “closeness to Riau’s plantations and trade connectivity and ASEAN’s network of free trade agreements”, explained Bionesia’s Chief Marketing Officer Gerd Waldkircher.

Susanto Kusnadi, Chief Operating Officer emphasised that “Bintan’s low tectonic activity compared to other parts of Indonesia and links to Singapore’s logistics capabilities ensure supply chain reliability and competitive prices.”

Singapore’s port is critical in exporting Bionesia’s finished goods to foreign markets, such as China, Germany, India, and the USA. To ensure consumer trust, Singapore-based laboratories, including SGS and Eurofins, certify Bionesia’s organic products are free from pesticides and plastic phthalates.

“Sending samples to Germany could take us a month. Working with Singapore laboratories recognised in the USA and Europe helps us reach our customers faster,” elaborated Chief Executive Officer Olaf Tobin.

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Future plans With a solid base to grow upon, Bionesia has a five-year master plan to establish 12 factories and expand its operations by 75% to capture more overseas markets, including emerging regions such as the Middle East.

Mr Lai said Gallant Venture’s future proposals would include the construction of an international airport in Bintan. Situated next to Bintan Industrial Estate, the airport is expected to make the estate even more attractive for investors to base their factory operations there.

“This will allow faster shipment of raw materials from sources and quicker access

for finished products to intended markets,” he said. “Bintan Halal Food Hub is more than ready to address the world’s growing demand for halal products.” n

Bintan Halal Food Hub is more than ready to address the world’s growing demand for halal products