This issue of Inside Food & Drink features a Taste of the Season article about cocktails. As a quick preview, here is a short video compilation of some of the drinks highlighted in the article. Please enjoy this video produced by our Marketing Team: a video cocktail, if you will.
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John White Managing Director
Cocktails, savoury snacks and a less savoury singalong
Managing Director John White swaps his warm beer for a cocktail umbrella in his iced glass.
Welcome, Dear Reader, to the summer edition (for some of us) of Inside Food & Drink. To help welcome the slightly belated, but most welcome, summer here in the northern hemisphere, this edition contains two ‘Taste of the Season’ special reports on cocktails and savoury snacks! What more could one want?!
Rather kindly, some of our customers have been good enough to send in samples for us to devour… I mean, review. Although I have not seen many of them personally, my Editorial and Marketing teams have been suspiciously jollier of late.
While I would not class myself as an expert in either of those fields, I know what
I like. I enjoy a refreshing cocktail in the garden at the weekend, sitting with a good book, savoury nibbles and the warming glow of the sunshine. Therefore, I for one will be reading these reports in more detail in the hope that I will pick up a few new ideas. At the very least, this will whet my appetite for the weekend ahead.
If this were not enough to entice you, amongst the following pages you will find many interesting and informative articles, advertisements, news and reviews on all aspects of this tantalising industry. In addition, there is also a sumptuous preview of the upcoming SIAL Paris event that we are proud to be a media partner for.
At the time of writing, the EURO 2024 games are well underway. Although the stereotype for an England supporter is supposed to be warm beer and a curry, I am rather partial to said cocktails and a traditional Cornish pasty or similar savoury accompaniment. Throw in a bowl of strawberries and cream, then I am all set to chant along to football songs with the best of you! n
Latest developments from the UK’s industry
UNITED
KINGDOM
Princes Group partners with One Million Mentors
Princes has entered into a partnership with ‘One Million Mentors, a unique community-based mentoring system with the aim of connecting one million young people with one million opportunities.
A20-strong team from international food and drink group, Princes, has initially launched a mentoring programme into two Merseyside schools, close to the Liverpool headquarters of the international food and drink company – the Royal Liver Building.
The mentors are supporting a total of 20 Year 12 students at Calderstones School in Liverpool and The Oldershaw School in Wallasey in Wirral.
Each student will receive one-to-one mentoring from a different member of the Princes team over the next 12 months.
All Princes colleagues received training through the programme to equip them with the skills required to be an effective mentor.
The mentoring initiative within Princes is being spearheaded by the company’s Social Mobility Colleague Resource Group whose mission is to foster an environment of inclusivity by broadening access to opportunities within Princes for colleagues and applicants from less advantaged socio-economic backgrounds.
Princes is committed to ensuring that everyone, regardless of their background, has the chance to realise their full potential.
“One Million Mentors is pleased to be working with Princes, having recently entered Liverpool and launched two local mentoring programmes for young people,” said Zahid Howladar, Chief Commercial Officer at One Million Mentors. “This has been made possible not only thanks to Princes’ corporate sponsorship, but also its provision of volunteers who, as professionals, will be developing key skills while supporting the next generation of talent.
“Bringing together young people and employers is important in our mission to improve social mobility and guiding young people to brighter futures through the power of mentoring.” n
company’s
Ahold Delhaize USA, Kellanova and Bartlett announce farm-to-shelf regenerative agriculture pilot
New partnership will fund growing of regenerative wheat for Cheez-It® and Club® crackers to be sold in Ahold Delhaize USA brand stores.
Leading grocery retail group Ahold Delhaize USA has announced a partnership with global snacking leader Kellanova (formerly Kellogg Company) and North American agribusiness, Bartlett, to reduce Scope 3 greenhouse gas (GHG) emissions from wheat farming across the value chain. This collaboration aims to decrease Scope 3 emissions, while improving farm and supply chain resiliency.
The pilot programme leverages financial investments from Ahold Delhaize USA, Kellanova and Bartlett to support the adoption of regenerative agricultural practices among wheat farmers in North Carolina.
The wheat harvested and milled from these farms will be used alongside conventionally grown wheat to produce Kellanova’s iconic Cheez-It® and Club® crackers. These products will be sold at the local brand stores of Ahold Delhaize USA in 2025.
This is a unique programme with stakeholders from across the supply chain – from field to mill to manufacturing facility to shelf – collaborating to improve the livelihood of
US farmers while reducing GHG emissions. This is a first of its kind programme for both Ahold Delhaize USA and Kellanova.
Regenerative agriculture focuses on soil conservation and improvement, creating a unique farming approach specific to the crop, climate and land.
In addition to the regenerative wheat, a key output of this programme will be agronomic insights on farm and supply chain resiliency. Arva Intelligence, whose mission is to empower farmers to grow their business, while driving a larger environmental asset economy, will use its CropForce™ platform, to measure, report and verify impacts to the partners’ respective emissions reductions. This will provide scalable knowledge each company can potentially take forward into the development of other Scope 3 initiatives.
The pilot will focus on farmers who have already implemented regenerative agricultural practices, enabling the cultivation of a base of farmers experienced in these practices to help teach new ones and facilitate the transition.
CHINA
Azelis reinforces its partnership with BASF for food and nutrition in China
Azelis, a leading innovation service provider in the specialty chemicals and food ingredients industry, has announced a new distribution agreement with BASF, an industry leader in the development of sustainable high-quality nutrition ingredients.
Effective immediately, Azelis will distribute BASF’s range of emulsifiers, Medium Chain Triglyceride, phytosterol ester and Conjugated Linoleic Acid, commonly used in bakery, bev erage and nutrition enhancement in retail and food service. This agreement strengthens Azelis’ lateral value chain, enhancing its presence across key food industry segments in China with a broader portfolio of food ingredients, and is a testament to the company’s long-standing commercial relationship with BASF. With this mandate, Azelis reinforces its food and nutrition offering to customers in China with ingredients that typically improve the sensory and nutritional profiles in food and beverage products, while optimising production yield, max -
imising ingredient capability and shortening the time for food preparation.
BASF’s strong commitment to sustainability aligns with Azelis’ strategy to provide innovative and sustainable formulations to its customers. The partnership enables the group to meet the growing demand for sustainable formulations that enhance taste and nutrition, a crucial aspect of the food and nutrition segment. The agreement will expand Azelis’ customer outreach and product offerings in the segment.
Azelis is excited for the opportunities this partnership with BASF brings, reinforcing its commitment to providing innovative and sustainable solutions to its customers in the food and nutrition segment across China. n
Latest developments from the Australian industry
AUSTRALIA
$3.9 million awarded under the National Agricultural
Traceability
grants programme
New grants have been added to the National Agricultural Traceability programme intended to boost traceability in Australia.
Anational programme designed to build trust in Australian agricultural exports to Southeast Asia has awarded 11 new grants totalling $3.9 million to industries and institutions on the cutting edge of supply chain traceability.
According to Deputy Secretary of Agricultural Trade and Regulation Group, Tina Hutchison, the initiative aimed to support collaborative projects that build on the National Agricultural Traceability Strategy.
“Grants through the Building Trust in Australian Agricultural Traceability and Credentials programme are designed to build credibility and establish robust traceability credentials for Australian agriculture in Southeast Asia,” Ms Hutchison said. “That’s vital work to grow new and existing markets and build confidence in Australian products that are safe, sustainable and traced through all stages of production.
“It is important that our Southeast Asian counterparts see how methodically we prioritise tracing Australian produce from paddock to plate.”
Each organisation awarded a grant is working towards achieving traceability goals and establishing mutually prosperous relationships with our interna tional consumers.
“These new grants will assist the industry to establish comprehensive traceability systems throughout Southeast Asia, rein forcing Australia's commitment to the highest standards of agricultural production and export,” said Ms Hutchison.
The institutions receiving the 11 grants, include: The University of Adelaide, Meat and Livestock Australia, Export Council Australia and Dairy Australia.
Building Trust in Australian Agricultural Traceability and Credentials is a component of the National Agricultural Traceability Grants Programme. n
TASTE OF THE SEASON
A set of summer options
for summer Sumptuous savoury snacks
While we all love a 99 on a warm summer’s day, or strawberries and cream at Wimbledon, the unpredictability of the British weather means that this summer savoury snacks are all the rage. At Inside Food & Drink, we are celebrating some of our favourites, for those with a ‘savoury tooth’ to enjoy in all climates.
A well-known and well-loved option to kick off our journey of savoury delights, LOVE CORN is found at supermarkets nationwide. The delicious crunchy corn snack makes lunchtimes exciting, road trips pass quicker and picnics more fun, one kernel of joy at a time. The company was founded in New Jersey and has a second base in London. Better still, the product is super simple – it is essentially made from corn kernels, sunflower oil and seasoning.
LOVE CORN's latest innovation is multipacks of its beloved Sea Salt Crunchy Corn. Perfect for families seeking healthier, convenient snack options, the new mini packs are lunchbox-friendly, portion-controlled and allergen-free.
They offer a satisfying crunch with less than 90 calories per pack, 50% less fat than crisps and are high in fibre, low in sugar, vegan, kosher and gluten-free. With each multipack containing five pocket-sized 20g snack packs, consumers can now enjoy the irresistible LOVE CORN flavour anytime, anywhere.
“I adore the LOVE CORN brand, and the sea salt flavour is everything I look for in a savoury snack: crunchy, salty and delicious. I came for the salt, I stayed for the crunch, and I can’t get enough.” – Antonia Cole, Editorial Assistant
LOVE CORN
Greenhalgh’s
When it comes to savoury food, pies are an evergreen option. That is to say, they taste as good all year round. Anyone looking for the best in British pie-making could head to Greenhalgh's, an established third-generation family bakery, founded in 1957 in Bolton. The company uses traditional artisan methods in its baking and it pays off. The flagship product may be the delightful potato and meat pie. Slices of cooked potato are layered with beef and onion, which combine to give the pie its rich and satisfying filling, with a flavoursome gravy to bring it all together and a golden-brown shortcrust pastry outer shell.
Greenhalgh’s is something of a Bolton institution, one of the largest employers in the area, with approximately 850 staff. It has a chain of 46 retail shops, along with a wholesale and fleet sector, supplying high-quality bakery products to convenience stores, retail chains, farm shops and sole proprietorships, through to nationwide providers including major supermarket chains.
“I love just about anything with shortcrust pastry around it, but even to a connoisseur like myself, this meat and potato pie really stood out. It is both tasty and comforting, a true classic of its type. It is not an exaggeration to say I could eat one of these every day.”
– Hannah Barnett, Editorial Assistant
A set of summer options
There must be something in the Lancashire water, because Carrs Pasties offers more unmissable baked treats from Bolton. The company is proudly Bolton-based and an icon on the town, having had branches there since 1938. Some of its staff have been with the bakery for over 30 years, serving, baking, producing and delivering Carrs products to the local area.
Alongside the classics, the company has a great range of vegan and vegetarian products. Carrs also recently partnered with Aardman Animations to celebrate the 30th anniversary of Wallace & Gromit: The Wrong Trousers, by launching the More Cheese, Ham & Chilli Jam Pasty.
This delight was made up of four cheeses, (including Wallace’s favourite Wensleydale, of course) pulled ham and caramelised onion in the company’s famous golden puff pastry, with a tangy chilli jam for dipping.
The company offers nationwide delivery so those in the Bolton area need not miss out.
“Carrs’ pasties are not only delicious, but they are also generously filled, something which I consider almost as important as taste when assessing the quality of a pasty. The ultimate savoury snack!” – Phil Nicholls, Editor.
More tasty pasties: https://www.carrspasties.co.uk/
i F D &
Carrs Pasties
How about a guilt-free sweet treat to finish things off? Oh, go on.
Granola Butter Co was born to create a range of deliciously irresistible products that balance indulgence and healthiness, without destroying the planet. The spreadable Granola Butters are available to purchase at Holland & Barrett in both Smooth and Crunchy spreads, much like traditional nut butters.
Made using natural ingredients sourced from local British farmers, the Granola Butters are completely nut-free, plant-based, dairy-free, gluten-free, high-fibre, and free from palm oil, whilst also being 70% lower in sugar compared to other spreads in the market.
“Granola Butter is the treat I did not know I needed in my life. It is breakfast-on-toast delicious! Try it now.” – Imogen Ward, Editorial Assistant.
Granola Butter Co
A selection of tasty cocktails
in style Celebrate this summer
With the sun finally rearing its head, here at Inside Food & Drink we have been inspired to create a concoction of cocktails that are sure to inspire, delight and captivate the hearts of readers everywhere. Take a peek below for a list of exceptional spirits, mixers and recipes – each one adaptable for the non-drinkers of the nation.
The Kraken: Lighthouse Keeper’s edition
As the legend goes, A lone ship carrying barrels of spiced rum across the Caribbean, was viciously attacked by the massive tentacles and colossal strength of an unknown beast. All but one barrel was destroyed in the carnage. This barrel became known as The Kraken Rum.
The Kraken’s latest release – the first in a line of limited-edition bottles in The Kraken Black Spiced Rum Legendary Survivor Series – dares to tell the tale of the Lighthouse Keeper. Featuring the deliciously rich and smooth taste that Kraken Spiced Rum is renowned for, this limited-edition 40% ABV spirit sits in a bottle that has been beautifully illustrated by Justin Estcourt.
The new edition also supports an important initiative, with £1 from each purchase heading straight to PADI AWARE Foundation, which is working tirelessly to remove debris from our oceans.
The Lighthouse Keeper’s edition is available now for a limited time on Amazon. RRP £36.50.
You can discover more editions that have been saved from the inky clutches of the Kraken, here: https://www.krakenrum.com/
2 parts Kraken Black Spic
1 part Triple Sec
5 parts Grace Tropical Rhythm
Splash of lime juic
2 dashes of orange b Orange slice to garn Keeper’s Fearless Fruity
Grace Tropical Rhythms
The UK’s number one supplier of Caribbean food and drink, offers a line of juices that make the perfect mixer to The Kraken’s offering.
Grace Tropical Rhythms is available in four flavours – Mango Carrot, Fruit Punch, Pineapple Ginger and Sorrel Ginger –each one as delicious as the next. Made from a blend of fruit and vegetables, these juice drinks are packed full of Caribbean flavours that transport you to a tropical paradise without having to leave the house. As a standalone refresher or in a Caribbean-inspire cocktail, these juices are the perfect choice, day or night.
Previously available in 475ml, the juices can now be purchased in one-litre format. RRP £2.50.
To find out what else you can pair with these delicious drinks, head over to the Grace Foods website: www.gracefoods.co.uk
ced Rum
ms Fruit Punch
bitters
y Punch:
Travelling west to Mexico, Smirnoff’s new Mexicaninspired vodka is perfect for those who enjoy a drink with a kick. Mixing the smooth taste of Smirnoff Vodka, the zingy notes of the tamarind fruit and the spice of chillies, this spirit promises to entice with its bold, sweet and spicy profile.
This innovative addition is just one in a long line of new flavours that Smirnoff is bringing to the table. With the desire to introduce exciting new flavour innovations to the market, diversify its portfolio and push the boundaries within the vodka category, Smirnoff has already released seven new flavours this year alone.
Marketed with the tagline ‘taste the sweet, feel the heat’, Smirnoff Spicy Tamarind is available now in 700ml from select retailers. RRP £18.
You can spice up your life with Smirnoff’s Spicy Tamarind, now: https://www.smirnoff.com/en-gb
1.5oz of Smirnoff Spicy Tamarind 5oz of Gorilla Energy Original 1.25oz of lemon juice
60z of ice cubes
Olives to garnish
B7, 32m amb
Smirnoff Spicy Tamarind
Tamarind Energy Vodka:
Gorilla Energy
The perfect mixer for Smirnoff’s Spicy Tamarind comes in the form of Gorilla Energy. Having been on the scene since 2008, Gorilla knows exactly what is needed to increase your energy levels and quench your thirst. And with eight different flavours available in various regions of the world, including delicious juice + energy options, these drinks are a great way to boost your day. Gorilla Original contains Vitamins B3, B5, B6, B12, Taurin and L-Carnitine, has no more than g of caffeine per 100ml and is just 250 kcal per can. Each 500ml bottle can be purchased at RRP £2.49. The company is also supported by several assadors, including UFC Lightweight campion Khabib Nurmagomedov.
venture further into the world of Gorilla, click here: ps://gorillaenergy.com/?locale=global&lang=en
For those that are short on time and can’t be fussed with gathering the ingredients, Pimentae offers the perfect solution. Tommy’s Margarita is a classic mix of tequila, lime and agave in a no-fuss can. Sold in packs of eight (RRP £32), these cocktails-in-a-can are the perfect party pleaser, featuring Pimentae’s renowned Tommy’s Margarita in a handy grab-andgo format.
Each 125ml can is 14.5% ABV and is 100% recyclable. The company also offers several other options, if a classic margarita isn’t your style, Spicy Margarita promises a kick for all those spice lovers, and the Cucumber Margarita is refreshingly light with a hint of elderflower.
All the cocktails have a shelf life of 12 months and are also available in 50cl bottles (RRP £29.95) – great for gift giving or celebrating any occasion.
To get your hands on these Margaritas, head on over to Pimentae’s website, now: https://www.pimentaedrinks.com/
Pimentae Tommy’s Margarita
latest news from around the food and drink industry
Gatorade boosts girls’ confidence
Gatorade, the world’s leading hydration beverage, brought global footballing icons to Gatorade’s Girls’ 5v5 Finals at the UEFA Women’s Champions League Final in Bilbao, to tackle the issue that 40% of teen girls lack confidence in sport, a key driver to the athletes of tomorrow dropping out of sports. Each legend shared their motivational tips to inspire girls from across the world to kick down confidence barriers to play football.
To create positive change, Gatorade brought global legends Rachel Yankey (former Arsenal and England International), Laia Aleixandri and Fernando Llorente (both former Athletic Bilbao and Spain Internationals) to meet the Gatorade 5v5 finalists aged 14 to 16.
As a child, Yankey cut off her hair, and pretended to be a boy, so she could play football. Despite more girls having access to football today, they face the same issues Yankey did when she was nine years old in the ‘80s. The confidence talk in Bilbao unpacked the issues that impact girls’ confidence, such as gender inequality in teen
football, the scrutiny girls face on social media and the scarcity of female coaches.
The players, acclaimed for their elite level careers for club and country, shared insights on skills and confidence needed in football. As Confidence Coaches, they shared their journeys, inspiring players to believe in their own potential to succeed in sports.
This year, the Gatorade 5v5 tournament was won by Bilbao Artizarrak from Bilbao. 5v5 is an annual global football tournament for teens aged 14 to 16, which promotes equal opportunities for young talent. Now in its 7th year, the event continues to inspire and fuel the next generation of athletes, building their confidence and offering unique sporting opportunities. The tournament, unique in structure, includes an allfemale contest at the UEFA Women’s Champions League Final in Bilbao, Spain. Since its inception, the tournament has provided over 126,000 young athletes worldwide with positive sporting experiences. n
Grimbergen’s new visitor experience
Grimbergen, known for brewing delicious and refreshing Belgian-style beers, has brought even more of its 900-year history to life with the opening of the newly extended Grimbergen Experience in the unique surroundings of the famous Grimbergen Abbey near Brussels, Belgium.
The newly expanded multi-sensory experience is a voyage from the past to the present and showcases the harmony of tradition and modernity that is the essence of the Grimbergen brand. It charts the story of the Fathers of Grimbergen Abbey who, to this day, continue the brewing legacy of generations of Fathers before them, blending ancient craft with innovation to unearth new flavours.
Visitors will be invited to step into the Fathers’ shoes as they learn about the Norbertine Order, their charity work and daily life both past and present, as well as taking a close look at some of the most famous Abbots from across the centuries who have helped to shape Grimbergen and left their indelible mark.
The opening represents the culmination of a remarkable six-year journey and multi-
million-euro investment by Carlsberg, that has delivered the Grimbergen Abbey Brewery, the Grimbergen Experience and the refurbished Fenikshof bar and restaurant.
The launch coincides with the release of 1128 by Grimbergen, a new visual identity for the Abbey Brewery’s range that celebrates the year the Abbey was created, and it forms part of Carlsberg’s wider strategy to accelerate growth of its premium portfolio, of which Grimbergen is a core part.
The new premium identity introduces both the Authentic Norbertine Product logo and the signature of Fr Karel Stautemas, Provisor of the Abbey and Abbey Brewer, symbolising Grimbergen Abbey beer’s authenticity, provenance and quality. To elevate its unique character, Grimbergen is now presented in a striking new 75cl bottle which is perfect for sharing with friends or to accompany a meal.
Visitors to the Grimbergen Experience can book a guide who will share a wealth of inf or mation about Grimbergen’s history, the brewing process and take them to the Abbey Gardens, plus visitors will have the opportunity to end their visit with a beer tasting. n
Latest innovations from the food and drink industry
Gü releases new frozen range
The frozen desserts category has received a luxurious makeover as Gü Desserts introduced its innovative new line of frozen sundaes, exclusively at Waitrose.
Desserts from Gü are now available in two categories: chilled and frozen. As the pioneer and undisputed bestselling brand in the premium chilled desserts category, Gü’s expansion is expected to have a significant impact on the market.
Gü’s entry into the frozen dessert category was driven by a notable 12% increase in home indulgence over the past three years, reflecting a shift towards premium in-home experiences. Furthermore, 58% of UK consumers are planning to reduce their dining-out expenses due to ongoing economic pressure, which has heightened the demand for luxurious home-based treats.
The new range features three flavours, the first of which – Double Salted Caramel & Mascarpone Sundae – was created using frozen salted caramel crème, creamy smooth mascarpone and signature French butter salted caramel that stays gooey when frozen. This is topped with a sprinkle of Speculoos biscuit for a stunning contrast in textures.
Spot number two goes to Caramel, Chocolate & Hazelnut Sundae, which
features biscuit sprinkles, velvety hazelnut chocolate ganache and creamy mascarpone, layered with gooey salted caramel.
Finally, Clotted Cream & Chocolate Crunch Sundae has chocolate biscuit sprinkles, sumptuous clotted cream and hidden crunchy chocolatey pieces, all sat on a layer of gooey salted caramel.
The frozen range is available now at 253 Waitrose stores nationwide, with plans for broader distribution across other major UK retailers soon. n
Müller Light relaunch targets growth
Müller Yogurt & Desserts is revitalising its classic Müller Light yogurt with an optimised product and supporting marketing campaign, repositioning the brand and adapting to consumer desires for more positive and uplifting options within the segment.
ASmore yogurt consumers’ needs evolve and shift, Müller has spent the last year reviewing its Müller Light range, developing the perfect product to help shoppers get the positive and uplifting products they need and want.
Available now on retailer shelves, the new Müller Light yogurt range includes added Vitamin B6, which contributes to the reduction of tiredness and fatigue, and Vitamin D, which helps support the normal function of the immune system.
The reformulated recipe is also thicker, ensuring consumers can still have the delicious Müller Light taste they know and love in an even more enjoyable way.
The dairy company has introduced a brand-new uplifting design for Müller Light, including the Greek style and dessert ranges, continuing the rebrand which has been rolled out across all Müller Yogurt & Desserts sub-brands in the last year.
Müller has also highlighted the new, reformulated recipe with added vitamins, enticing previous buyers and attracting new consumers alike, to optimise Müller’s branded portfolio and encourage growth in its core ranges.
With the diet yogurt category experiencing a decline in recent years, Müller’s investment in the transformation of Müller Light aims to reposition the brand as an easy and attractive yogurt which can help keep positive and healthy intentions on track.
crop to consumption
EVENT PARTNERSHIPS from
A selection of future events and a preview of SIAL Paris 2024. i F
24-26 September 2024
PPMA Show
PPMA Show is the UK's leading production line event, showcasing the latest in processing and packaging machinery, including robotics and industrial vision. The event covers everything from food, beverages and pharmaceuticals to household chemicals and tolieteries, FMCG, and contract packers.
[click here] for weblink
24-26 September 2024
FACHPACK
FACHPACK is a European trade fair for packaging, technology and processes. The event is therefore an important guide for the packaging industry and its customers. Solution-oriented thinkers meet at FACHPACK to exhibit their innovative packaging solutions, creating lively exchanges in the exhibition halls.
[click here] for weblink
18-19 Septembe lunch!
lunch! is packed full of everythin to-go business to the next level and drink, the latest technology Visitors will be inspired by leading and up free seminar programme.
[click
23 October 2024
s AL Paris aims to be a source of inspiran for the entire global food community. scover exclusively the latest trends and in your sector. Meet the right partners ate your business and, together, let's hallenges of the industry.
here] for weblink
26-29 October 2024
südback
südback is one of the most important trend trade fairs for the bakery and confectionery trade in Europe. It is the hub for the exchange of ideas, opinions and information, as well as for the presentation of trends, developments and technical innovations.
[click here] for weblink
er 2024
ng needed to take a foodl. Source delicious new food y and sustainable packaging. pcoming operators in the
Why not give your event exclusive coverage to thousands of readers and connections globally? Contact us: events@insidepublication.com
Jean Gabriel Mollard, Marketing Director of SIAL, previews the exhibition.
SIAL Paris 2024
Running from 19th to 23rd of October, SIAL Paris features manufacturers and service providers from more than 130 countries offering the latest innovation and flavour from the food and beverage industry.7,500 exhibitors will attend the event held at the Paris Nord Villepinte exhibition centre.
SIAL Marketing Director Jean Gabriel Mollard explained to Inside Food & Drink why the show continues to be one of the most popular around.
SIAL Paris will celebrate its 60th Anniversary in 2024. Over the years, how has the event evolved – and what has remained constant throughout each show?
An anniversary is always exciting, and it provides an excellent opportunity to celebrate everything we have achieved since the first show 60 years ago. The aim of the show has always remained the same: favouring the encounter between food producers and distributors from around
the world. The production innovation has also remained consistent at every show.
We have witnessed a huge amount of growth over the years, quickly becoming the biggest tradeshow in France. The very first show had exhibitors from 26 countries; for 2024, we are expecting that to rise to more than 130.
Amazingly, SIAL Paris’ success has also inspired new shows across the globe, including SIAL Shanghai that is now 20 years old, and Food & Drinks Malaysia, our newest addition.
In your professional experience, what do you consider to be the greatest challenges associated with organising an event such as this?
Maintaining a high level of quality whilst also growing the show has been a challenge, because the bigger the show, the more visitors expect. It is so important to make sure we do not lose sight of that.
With so many global exhibitions available to companies, why do you feel that SIAL is so successful in attracting the world’s biggest companies? What benefits do these companies get from exhibiting at SIAL?
People love the longevity of the show. It is reassuring to exhibitors to know that they are attending an event that has been present for more than half a century and has continued to grow and remain relevant in that time.
Jean Gabriel Mollard, Marketing Director of SIAL, previews the exhibition.
Our size is also a huge factor. With more companies needing to rationalise travelling to events, being a big player highlights our must-attend status. It also helps that
19 – 23 October 2024, P Register here: https://badge.sialpa
we are not hyper focused on one area of the industry. There is something for everyone at SIAL.
I would say, without a doubt, the prime benefit is the ability to meet the world’s biggest buyers, distributors, importers, wholesalers and chains. Attending our show often leads to new contracts and businesses – some exhibitors have told me that they receive as much as six months’ revenue from their participation in SIAL Paris.
What can visitors expect from their trip to SIAL in 2024?
Paris Nord Villepinte aris.fr/en/home.htm
Code: PSUKPARDI
New for this year is SIAL Jobs. We understand that hiring can be tough in the food industry. Now, with SIAL Jobs, companies can find the best talent without even having to leave the show.
With over 400,000 products displayed on the show floor, visitors can expect to find the latest innovations from the industry. Excitingly, around 10% of these are from startups and new exhibitors. In fact, this year, Startup Village will be triple the size of the previous show.
SIAL 2024 will also feature four summits under the new name SIAL SUMMITS. These will offer in-depth analysis from worldrenowned keynote speakers each one dedicated to a specific topic: CSR, AI and Deeptech, Supply Chain, and Africa.
There will also be an anniversary programme filled with 60 addresses for 60 years, that highlights the best spots
in Paris for food, drink, entertainment and culture. This is a very exciting element that encourages attendees to enjoy the city outside of the show.
One service you offer is a Guided Tour around the event. What would you highlight as the key benefits of this feature for both exhibitors and visitors?
We provide two different services of this nature. Firstly, for those that want more assistance but still want to explore on their own, we provide a thematic visitor’s guide in both printed and digital format. This highlights certain areas of interest, such as SIAL Innovation, the CSR Contest and the Startups.
We also offer physical guided tours which are conducted by expert guides and feature different focuses, for example
Jean Gabriel Mollard, Marketing Director of SIAL, previews the exhibition.
the Innovation Tour that highlights the latest products. This is hugely beneficial as it allows visitors to explore the current industry trends and provides increased exposure to exhibitors.
This year, SIAL is offering 10 exhibitions areas at the event. How do these areas represent the different sectors within the industry?
The sectorisation that we are offering this year was put in place in response to visitor feedback. More than 80% of our visitors from previous years felt this would make the show easier to navigate as most professionals are interested in a specific type of product or sector.
19 – 23 October 2024, P Register here: https://badge.sialpa
This year, we expect significant growth in certain areas, including grain, nuts and pulses. Products in this sector have gained a lot of traction recently. Meat, fish and cheese alternatives are also growing in popularity, so we expect to see an increase in products from these sectors.
What do you consider to be the main challenge facing the industry for 2024 and the near future?
We are not up against just one challenge. From Covid to cost of living and geopolitical strains, each year brings with it a different crisis. However, if I were to focus on just one challenge, it would have to be the transition to a more ecologically responsible and
Paris Nord Villepinte
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healthy way of consuming food, whilst also managing wide disparity.
How do we maintain profitability, accessibility and price when this disparity exists? And how do we explore the latest tech whilst still addressing the need to be more ecologically responsible?
We recently published SIAL Insights 2024, which brings together exclusive research from three of our partners and sets out to analyse trends. So, I would recommend reading that to gain insight.
Which part of SIAL Paris are you personally looking forward to the most?
Personally, I am eager to see the summits, because they are new and feature a whole host of quality speakers who will
be addressing some very in-depth and important topics.
I am also looking forward to SIAL Taste, where visitors can taste the latest products from SIAL Innovation. This provides a fantastic opportunity to see these foods first-hand and find out how they taste.
Finally, I cannot wait for the festivities dedicated to the show’s 60th anniversary. These are going to be quite spectacular. n
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from crop to consumption
FOOD & BEVERAGE
bread ahead cosucra daabon group dejong cheese messem delightful food group gnaw chocolate
Bread Ahead opened in September 2013, serving patrons of London’s famous Borough Market, as well as supplying local restaurants and delis. The Bakery School followed in February 2014, with the objective to show just how easy baking good bread can be. Hannah Barnett spoke to Founder and Owner Matthew Jones to hear more about the company’s successful trajectory.
The mission of Bread Ahead has always been to make baking accessible and bring high-quality baked goods to the masses. Despite its tremendous success, the company is unlikely to lose sight of these roots.
“What’s important is that we’re still a family business,” said Founder and Owner Matthew Jones. “It’s me and my wife, and we don’t have outside investors. There is no VC or hedge fund behind us, and we don’t want one. They approach us quite often, but we are not interested. We don’t need it. It’s a great position to be in. But we do work for it; Bread Ahead is a seven day a week operation, foot on the gas and it does not stop.”
Launched in London Longevity has paid off for Mr Jones, who has been in the food industry for almost 40 years, while over the last 11,
Bread Ahead has gone from strength to strength. Following its initial spot in Borough Market, the bakery has opened sites in Chelsea, Soho, Bromley, Kensington and Wembley.
Founder and Owner Matthew Jones
The company currently has 120 staff, while the Bread Ahead bakery school teaches 20,000 students a year. This translates to 400 a week, phenomenal growth from 60 per week when it opened. And Bread Ahead is no longer a nationally constrained business, having recently opened café and bakery school locations in Saudi Arabia and Dubai, with more to follow in the region.
“We’ve got a very ambitious partner in the Middle East,” said Mr Jones. “So, we have two more sites set to open in Kuwait and Egypt later in 2024. The gates are open now, we’ve got interest from all over the world. Our business model, which is a
combination of a bakery, an educational platform and a retail outlet, is a fabulous one. We’ve really nailed it.
“The MENA region is a huge market for baking, and we tick all the boxes. Being
a known London brand is a big deal these days. I worked as a chef in the 90s, and at that time, London only had about six estaurants that were any good. But now, London is a serious player on the global scene.”
The baking boomers
The Bread Ahead Baking School is home to ever-popular baking workshops including Doughnuts , Great
British Baking, Nordic and Gluten-free. Led by Bread Ahead’s masterful bakery school tutors, the classes offer an insight into proper artisanal baking.
“The school has a great community spirit,” said Mr Jones. “It’s a nice activity to include as part of a day trip to London. It’s more than just baking, it’s a creative way to spend three hours learning a skill and all about flour and what’s in season.”
During the Covid lockdown, and the boom in home baking that came with it, Bread Ahead garnered traction online by using its platform to offer baking lessons.
“The big thing was Instagram,” Mr Jones explained. “We did free online tutorials for around a year solid, and that went viral. At one stage, we were having 8,000 live users on the platform. The school was already well-established, but suddenly we had an international audience. That was a game changer.”
One of the company’s most iconic and successful products of recent years has been its crème brûlée doughnut. Creation was the result of the various influences of Mr Jones, his long career, Michelin training and a personal passion for food.
“I go to markets, the Harrods food hall and visit new restaurants,” he said. “I look at social media for what other bakeries are doing. I’ve got my ear to the ground; I see what’s going on. A lot of my inspiration comes from travelling, especially in America. And somehow all that percolates into what we make, including the crème brûlée doughnut, which has been an unbelievable success. It is literally the biggest thing we’ve ever done. From the minute that launched, it flew.”
Bread Ahead owes at least a portion of its success to a strong relationship with suppliers. The company rarely, if ever, changes suppliers, and dependability is a significant part of the Bread Ahead ethos. As a result, the company regularly uses the same dry goods supplier; JW Pike, as well
as Allan Reeder for dairy and has worked with Marriage’s Millers since day one.
“I love the flour from Marriage’s,” Mr Jones said. “It’s English and the wheat is grown about 30 miles away. I like to be loyal to suppliers. Could we go cheaper somewhere else? Probably. But I’m not really interested. I like phoning up Heidi at Allan Reeder (Heidi Reeder, Managing Director) and saying: ‘Hey, Heidi, how’s it going?’ It’s an intricate relationship, more than just supplier/customer. And they go the extra mile for us, so that’s really important.”
Breaking bread
While Mr Jones is passionate about the café and bakery side of Bread Ahead, it is clear that the baking school has a special place in his heart. And the two things need not be at odds.
“We run a bakery business, but we also teach 20,000 people a year to bake at home,” he said. “It’s a bit of a dichotomy. But I believe that the best loaf of bread you will ever have is one made at home. Because it’s not only the loaf of bread, but also the experience of getting there. It’s the communication with the family during the process of baking. It’s the smells and the life force that it brings into the home. It’s keeping a starter in the fridge and remembering to feed it, like a little ritual. And it’s incredibly sustainable because there is no packaging at all.”
With such a firm footprint already in the capital, Bread Ahead has no immediate plans to open more café locations in London, though it is always on the lookout for new locations. The company does intend to extend the baking school by opening an academy in June 2024.
“We’re looking at setting it up either as a charity or a social enterprise,” Mr Jones concluded. “That’s something dear to me and we want to offer training at a more a professional level, from school-leaver age. I was incredibly fortunate when I was 15, I left school and knew exactly what I wanted to do. I just wanted to be a chef; I had no interest in anything else. I think if youngsters and school-leavers have an opportunity to work in a properly structured environment with vocational training that could be significant.
“I still get a buzz from being part of this industry. I’m an early riser and I love to get up and go to work. We’ve got a very strong team at the moment; they are very consistent. It’s a great environment to be in.” n
COSUCRA natural s mission i modern, Bosly dis how they conversa
A supplies innovative food ingredients from sources: chicory and pea. The company’s is to support the food transition into healthy and sustainable nutrition. CEO Eric scussed COSUCRA’s ingredient options and y support a more sustainable future, in ation with Antonia Cole.
The health of people and the planet has become a central global concern, CEO Eric Bosly commented: “Here at COSUCRA, we are working to transform the food market to focus on nutrition, quality and sustainability. Our chicory root and yellow pea ingredients harness the best of nature with modern technology, proposing a more sustainable vision of food.”
COSUCRA’s long history began in 1852 in the village of Warcoing, Belgium, extracting sugar from beets. As society has evolved, the necessity for innovative ingredients has grown. The company has adapted with the market, leading it to now specialise in the processing of chicory root and yellow pea.
With a factory dedicated to each ingredient, the company’s advanced and sustainable agricultural techniques are providing consumers with alternative food options. These are better for both personal health and the environment. Within COSUCRA’s operations there are over 350 employees, 10% of whom are dedicated exclusively to research and development.
An ever-evolving market, the plant-based sector has grown significantly in recent years and is set to continue. COSUCRA is already a key player in this sector with high-protein and -fibre ingredients, but its R&D team are continuously striving to achieve more effective ways to serve consumer needs.
“We’ve invested more than €80 million into pea plant production,” said Mr Bosly. “It’s a fantastic, high-protein ingredient with so much potential. As plant-based markets continue to grow, it is essential that we increase capacity so that we can effectively serve the industry.”
COSUCRA I PROFILE
Future of food
Yellow pea is a valuable resource that consists of approximately 25% protein content, alongside fibre and starch. Respective to these three components, COSUCRA processes yellow pea into three ingredients: PISANE™, pea protein SWELITE™, pea fibre and NASTAR™, native pea starch.
Pea fibre is an effective nutritional and functional resource, whereas pea starch acts as a unique gelling and thickening agent. However, the most significant ingredient from the yellow pea is protein, which COSUCRA refines into isolate pea protein of more than 85% purity.
“Yellow pea is not only a healthy alternative for consumers, but also the future of sustainable food production,” explained Mr Bosly. “In comparison to one gram of beef protein, it takes 70 times fewer greenhouse gas emission to produce one gram of pea protein. This is a solution to our climate concerns: environmentally conscious food production.
“If we, as a society, want to fight climate change and ensure a future for our planet, then we need to reduce meat consumption. On average, people consume 1kg of meat per week, when we only need 200g per week. Offering protein alternatives, like yellow pea, means that consumers can easily alter their diets to minimise environmental impacts.”
In terms of farming, COSUCRA engages in sustainable practices. The factories’ close vicinity to l’Escaut (the Scheldt River) means crops can be transported via barges. This method accounts for over 75% of transportation, greatly reducing the company’s carbon footprint.
Furthermore, nitrogen fertiliser is not needed in crop production, which mitigates large amounts of potential pollution. As yellow pea is a pulse, it is able to take nitrogen from the air and convert it into nitrate in the soil, allowing it to grow.
COSUCRA engages in regenerative agricultural approaches, aiming to improve soil health, manage water usage and protect biodiversity. The limited use of fertilisers, as well as carbon sequestration techniques, both contribute to the protection of the environment through farming.
Field to factory
Regenerative agriculture also applies to COSUCRA’s production of chicory root. The plant’s origins date back to over 5,000 years ago in the Mediterranean region, where it was used for health properties. In 1986, COSUCRA began the innovative process of extracting inulin from the chicory root. This gave a range of soluble dietary fibres, which can act as a sugar
COSUCRA CEO ,ERICBOSLY
substitute or simply be used for nutritional benefits. Today, the company distributes chicory root fibre in two forms: FIBRULINE™ (chicory root fibre, inulin) and FIBRULOSE™ (chicory root fibre, oligofructose).
As the components extracted from chicory root are fibres, they are not digested and are instead fermented in the gut. This facilitates the growth of good bacteria in consumers, improving immunity and overall health. Additionally, inulin is a functional ingredient that can replace sugar in foods and create a low-calorie alternative.
The concentration of inulin in chicory root is over 17%, Mr Bosly continued: “We utilise a process called hot water diffusion to extract inulin from chicory root. This is a similar pro cedure to the extraction of sugar from beets, where we began as a company.
“To produce inulin, we first obtain a liquid concentrate from the chicory root, then we refine it into powder- or liquid-form fibre. This is a gentle process that upholds our high standards of environmental protection. Overall, the production of chicory root is low-carbon and environmentally conscious. Implementing sustainable
farming into more ingredients is what will set us all on the right course to prevent climate change.”
Ethical ecosystem
The company partners with over 400 local farmers, building relationships in which increased yields of high-quality chicory roots can be produced, whilst adapting to climate change and contributing to the reduction of greenhouse gases.
COSUCRA has been building up these relationships with farmers for decades, in addition to relationships with suppliers of technical equipment. As technology, and the company, continues to rapidly evolve, it is important for COSUCRA to stay ahead of industry developments.
One notable relationship is with Gaudfrin, specialists in equipment for separating liquids and solids, according to Mr Bosly: “The Gaudfrin team listens to our most specific needs. Their professionalism combined with their flexibility enabled us to seek out the most cuttingedge optimisations related to our business. Our excellent collaboration leads us straight to success.”
GEA
GEA is one of the world’s largest systems suppliers for the food, beverage and pharmaceutical sectors.With technology-leading centrifugal separation, GEA supports plantbased protein producers by offering maximum raw material extraction in terms of yield, protein quality and by-product value.
“Through collabo creating products sustainable and h the core purpose
COSUCRA
These partnerships allow the company to lead the transition into sustainable food production and remain at the forefront of innovation, Mr Bosly commented: “We work with not only our suppliers, but our customers too, to develop new products for the market. Through collaboration, we are creating products that are both sustainable and healthy. This is the core purpose of COSUCRA.”
To meet its sustainability commitments, the company has this year launched a €150 million investment programme to drastically reduce the use of natural gas in operations. COSUCRA hopes to cut its carbon footprint by 50% through this investment within the next three years. The company is also aiming to have 50% of raw material come from sustainable agriculture and to reduce water usage.
“It’s essential for us to have these targets as something to collectively work towards,” explained Mr Bosly, in conclusion. “Everyone within the COSUCRA team, as well as our partners and suppliers, are extremely driven and talented. This creates a wonderful atmosphere for innovation. I love to hear new ideas and see them come together, contributing to the health of people and the planet.” n
CEO, ER
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RIC BOSLY
DAABON Group produces, transforms and exports organic and sustainable agricultural products. The company has a focus on the production of sustainable palm oil, which is then used within a broad portfolio of products. Managing Director Manuel Davila discussed DAABON Group’s sustainability goals, in conversation with Antonia Cole.
ASa third-generation family business, DAABON has a wealth of experience in the agricultural sector. Mr Davila’s grandfather established the business in Colombia in 1914, producing bananas, rice and cotton. The second generation of the business, Mr Davila’s father, then began to study agriculture and learn about organic farming.
From this, the company incorporated organic agriculture into operations and planted oil palm crops to further progress the business. DAABON received organic certification in oil palm, coffee and banana production in the early 90s, then started to export products to the European, Asian and North American markets.
The profits gained from this success were reinvested into the company. From having a purely agricultural focus, to then also developing processing and packaging
facilities, DAABON began to grow vertically in the value chain.
This allowed the company to distribute more finished ingredients for food manufacturers, with full traceability of the product. Customers could ensure that DAABON’s high level of quality assurance was present throughout every stage of the product’s development.
Over time, the business continued to grow and DAABON expanded into adjacent industries, such as soap manufacturing and biofuels. The group is now comprised of around 5,000 people and last year saw sales of around $1.3 billion.
By 2030, DAABON Group hopes to be providing the global market with carbon neutral oils, Managing Director Manuel Davila said: “We already have a number of initiatives that we are launching to mitigate the production of carbon throughout
DAABON
the supply chain. For us, it’s not just about compensating for carbon emissions, but reevaluating and reforming our operations to create a more circular economy.”
“As a family-run company, we have generations of experience leading us to be experts in the field,” explained Mr Davila. “We know that in farming, you have to work with nature, rather than against it. This is why we have always been focused on sustainability and organic production.”
Growing organically
DAABON was the first organic palm oil company to be certified as sustainable by the Rainforest Alliance. The company’s land has facilitated over 100 years of agriculture, preventing deforestation and protecting biodiversity. DAABON’s forests are home to over 400 birds and 150 mammals, so the company works to prevent the loss of flora and fauna in operations to protect habitats.
Buffer zones of at least 30m are created along all waterways to protect the environment and more than 10% of
DAABON’s land has been transformed into wildlife corridors, allowing animals to roam undisturbed.
“Maintaining a circular economy is at the forefront of our operations,” commented Mr Davila. “The vast majority of our waste is recycled or reused. In terms of palm oil, the oil is extracted from the fruit, but the palm oil mill effluents then go to our Clean Development Mechanism (CDM, an anaerobic digestor), while the empty fruit bunch goes to the composting plant and the shells to our biomass pel letising facility.”
The CDM Project produces energy for the company’s facilities, whereas the composting plant and cattle ranch create fertile soil and manure to be used on farms. Overall, this contributes to the health of the environment on DAABON’s facilities.
Waste generated at palm oil mills is also used as compost or biomass for the company’s boilers. The palm oil sludge produced facilitates the company’s methane capture and control project, which greatly reduces the company’s environmental impact. So far, the project has produced more than
eight million kilowatts of clean methane to power the company’s operation and the Colombian national grid.
Building DAABON with sustainable practices has ensured the success of the company’s future, Mr Davila continued:
“We have been focused on sustainability for a very long time. This places us ahead within the market as new environmental and ethical regulations are enforced, such
as the European Deforestation regulation (EUDR). At DAABON, the systems are already in place to comply with this law, and we’ve already had a lot of positive feedback from European companies on our processes.”
Join the green side
DAABON has always been focused on organic produce and has, therefore, become a leading supplier of organic palm
oil. To make this, first the oil is extracted from the fruit before it then undergoes a fractioning process to create various oils. These oils have a range of properties and textures, which are suited to different market applications.
For example, some oils are suited for soups, whereas others are ideal for spreads, like peanut butter. The company is one of the biggest manufacturers of cooking oil in Colombia and, in the US, DAABON’s oils are most commonly used in chocolate products to enhance textures.
In Europe and Germany, DAABON’s oil is commonly used in the bakery industry for organic breads. The company also has a large presence in the toddler and baby food sectors, due to providing organic oil with no pesticides or contaminants. This makes the food safe for small children and is very popular in Australia.
“The organic food market has been growing steadily for over 20 years,” explained Mr Davila. “The sustainability
category, however, will become extremely relevant next year and further into the future with the introduction of new laws and regulations. DAABON has always been committed to doing things right and we’re happy to see the new EUDR law be enforced.”
The EUDR is an initiative targeting agricultural deforestation to significantly reduce the environmental impact of palm farms and ensuring the sustainable production of palm oil. Additionally, the regulation aims to mitigate climate change, protect biodiversity and the planet’s natural resources.
DAABON is leading the way for sustainable palm oil and is dedicated to preventing deforestation in operations. From implementing environmentally friendly processes to collaborating with local communities to promote sustainable land-use, the company is raising the standards of the palm oil industry.
A healthy planet
As well as ensuring operations are sustainable, DAABON also works to limit the environmental impact of the supply chain. The company selects suppliers and partners whose values align with its own, creating a community that works together to protect the environment.
“The people that we partner with, we work with for a very long time,” said Mr Davila. “We focus on building up real relationships, not just transactional ones. As a family-run company, those values remain prevalent in the business we do to this day and we want to collaborate across the industry to create a better future for us all.”
DAABON has agents based in the US, Colombia, Australia, Germany, Brazil and Japan, which helps to build up these relationships due to ease of access to support and supplies. Through this, the company can better manage communication across
the globe and provide services more quickly and efficiently.
“We will be present at Food Ingredients Frankfurt in November and look forward to speaking with professionals from all over the world,” said Mr Davila. “The future of sustainability within the food ingredient sector is very promising and it will be very rewarding to speak with likeminded people.”
n
DEJONG
DeJong Cheese is a manufacturer of fresh and ripened cheeses, based in Alphen, in the Netherlands. The family-run company develops high-quality cheeses under private label and, upon request, in bulk packaging for the processing industry. Managing Director Arjan de Jong discussed the company’s signature Alphenaer cheese and future plans. Report by Antonia Cole.
IN1985, the de Jong family expanded its existing farm to include goats, selling the milk to dairy processors and cheese producers. Ten years later, Arjan de Jong saw the opportunity to develop the family business and began using the goat’s milk to make the company’s own cheese.
Production only increased and the company’s traditionally made goat’s cheese grew in demand. DeJong Cheese expanded cheese production facilities
in 2012 and now also processes the milk from cows and sheep. Today, the company is still developing exponentially. DeJong Cheese’s own goat’s cheese brand, Alphenaer, has won several awards, due to its high-quality ingredients and traditional recipe.
“DeJong Cheese began with just 80 goats and now we are supplying cheese to every kind of customer you can imagine,” said Mr de Jong. “From pasta and salad to sandwiches and pizza, our
cheese is enhancing the flavours of food internationally. It’s been very exciting to see our growth thus far. With upcoming new products and innovations, I expect to see this success continue.”
The company has approximately 60 employees, as well as full BRC certification, equipping DeJong Cheese to continue expansion into new markets. The company is currently exporting into over 25 countries and expects to see this number grow as it continues to develop its product portfolio.
Alphenaer quality
DeJong Cheese’s own brand of cheese, Alphenaer, is so named due to the company’s location in Alphen. All of the company’s cheese is prepared accordin g to traditional recipes, harnessing the classic taste of fresh goat’s cheese that has been loved for many years. First, high-quality milk is carefully selected from farms in the local area
that value animal welfare and engage in sustainable milk production. In DeJong Cheese’s factory, the milk is acidified and curdled, before it is then cut, stirred and processed into the company’s range o f speciality cheeses. DeJong Cheese uses long-established methods of production, guaranteeing superior taste, texture and quality.
“Our cheese doesn’t leave the factory unless it is of an excellent quality,” explained Mr de Jong. “All of our products undergo quality checks to make sure that we are consistently delivering cheese that reaches our high standards and is certain to satisfy the end-consumer.”
The company has ingrained the culture and traditions of South Holland into cheese, represented by the image of a Dutch village on the packaging. The region is known for fresh ingredients and expansive farmlands, which aligns with DeJong Cheese’s products.
One of the company’s premium cheeses that incorporates this vision of high quality is brie. The natural fat
and protein in goat’s milk contributes to the soft and creamy texture of DeJong Cheese’s brie. Depending on the ripening time, the company’s brie offers a range of different flavours and can also be offered in a variety of sizes.
“We are a relatively small familyowned company,” said Mr de Jong. “So, we are capable of being more flexible and making products specifically tailored to individual customers. If a client has a special request, then we are able to make it quickly, whilst still maintaining our standards of quality. At DeJong Cheese, we are able to adjust recipes to work with customer demands so that our clients never have to compromise.”
Adapting to the market
As well as maintaining traditional practices in operations, DeJong Cheese is looking at market trends to ensure success into the future. Recently, the company has been evaluating the surge in interest for plant-based dairy products across the globe. Many companies attempted to capitalise on this trend by making vegan replicas of classic
cheeses, but most were unsuccessful and achieved poor sales.
DeJong Cheese recognised this and therefore, decided to create a new solution that caters to vegetarian markets: a new high-protein cheese. This cheese still uses the company’s signature high-quality milk and production processes, but is enhanced with a plant-based protein.
“This cheese creates a balance between vegan and non-vegan cheese, ” explained Mr de Jong. “Customers can still enjoy the taste of our premium cheeses, whilst also receiving the health benefits
of plant-based protein. This cheese has less impact on the environment and will help more people to transition into plantbased diets.”
To stay up to date on market developments, such as the evolving vegetarian market, DeJong Cheese participates on
trend tours with both national and international organisations. On these tours, the company visits several countries to identify and evaluate developments in the market. This, along with the premium quality of products, allows DeJong Cheese to remain at the forefront of the market as it progresses.
In addition to this, the company attends major food shows around the world, both as visitors and exhibitors. This means that DeJong Cheese can see the demands of the industry, what is being developed and how the company can continue to expand into the market.
Preparing for the future
Another growing trend within the industry is sustainability, which is not only important to DeJong Cheese, but also to customers, as many are now prioritising
sustainably sourced ingredients. To cate r to this growing need, DeJong Cheese has implemented an ESG programme into operations.
The company is measuring and recording data regarding environmental impacts, in order to make improvements and become more sustainable. As well as this, DeJong Cheese’s energy is from wind turbines and the creamery’s roof is fitted with solar panels. This means that 100% of the company’s energy use is from renewable sources. Additionally, DeJong Cheese is in the process of developing fully recyclable packaging for products, further minimising environmental impacts.
To enable these developments, the company has built up long-term relationships across the industry. Within these partnerships, DeJong Cheese believes in supporting one another and collaborating t o achieve mutual development. Th e company has seen the benefits of international networking and hopes to maintain,
and create, relationships by attending more industry exhibitions and events.
Currently, DeJong Cheese is investing in improved production capacity and increasing its quality, customer service, sales and marketing communication teams. The company is also in the process of integrating new, modern equipment into operations and expanding operations.
“I’m excited for the future of the company,” said Mr de Jong, in conclusion. “We will maintain the quality and great taste of our cheese, whilst expanding both our facilities and product ranges. There are new requests for speciality cheeses every day, it’s exciting to keep up with these and watch the company grow through our achievements.”
Messem produces frozen strawberries, as well as other fruits, for the global food industry. Strawberries are the company’s key product and are sold in slices, halves, cubes and irregular quarters, suiting them to individual customer needs. CEO Jan Sevenhuysen and Sustainability Manager Douae Lamrahli discussed the company’s achievements and sustainability standards. Report by Antonia Cole.
ASa company relying on agriculture, sustainability is at the heart of Messem’s operations, CEO Jan Sevenhuysen said: “We focus on the field, as well as workers and the surrounding environment. There are five values that guide our operations: transparency, engagement, organisation, sharing and security. Through these we are able to run an operation that supports everyone.”
Messem has an office based in the Netherlands and a factory based in Morocco. The latter location benefits from extremely fertile soil, producing high-quality fruits. As well as individually quick frozen (IQF) strawberries, Messem also manufactures blueberries, melon, orange segments, lemon wedges and kiwi.
The factory was able to manage a capacity of approximately 5,000 tonnes when it was built in 1995. Now, Messem
has expanded and developed the functionality of the factory to process 18,000 tonnes of fruit per season. The company’s operation has expanded significantly over the years and Messem has the capability to continue this growth.
Between March and July, the company purchases around 15,000 tonnes of strawberries from a range of 120 to 150 farmers and processes them. Within the peak of this season, the company employs upto 2,400 people.
Messem has high standards of environmental and consumer protection, therefore it only selects farmers who use pesticides accordingly. As the company serves
a global market, it is important to ensure a traceability of products that can guarantee compliance with various legal requirements on pesticide residues.
Rooted in quality
There are four different stages in Messem’s process of creating frozen strawberries. Firstly, strawberries are manually destemmed and inspected. This individual attention to detail makes certain that all strawberries are of a good quality before they reach the next stage. The strawberries are washed then either diced, sliced or quartered depending upon customer requirements.
After the strawberries are cleaned and shaped accordingly, they are then individually quick frozen. The IQF process is effective as it maintains the quality of the fruit, preserving the structure, colour, flavour and aroma, and increases the fruit’s longevity. This means that seasonal fruits can become available all year round. As the fruits are frozen individually, the process only takes a short time, and they can be portioned easier.
Then, the strawberries undergo another quality inspection before they are packed into cardboard boxes and shipped to customers around the world or to Messem’s cold storage facilities in the Netherlands. Additionally, strawberries can be statically frozen with sugar if the client requests it.
“The whole process is quite simple and brief,” explained Mr Sevenhuysen. “This minimises errors and creates an effective system. We are very focused on quality control and have people who are solely responsible for monitoring the conditions of our products and techniques, giving us consistent standards.”
Messem’s central distribution point is in the Netherlands, due to the country’s connections to the rest of Europe, as well as North America and Asia. The company strives to guarantee effective and efficient delivery services, working with reputable logistic partners to satisfy customer needs. Certificates of analysis, batch data and third-party inspection reports accompany all deliveries to ensure a confidence in Messem’s products.
“Before they place their first order, clients already know us very well due to our presence within the industry,” continued Mr Sevenhuysen. “We serve markets from around the world, and they can all be confident in our quality control.”
Fruits of labour
Messem operates in a way that supports employees, farmers, communities and the environment. The company has five pillars of sustainability that allow it to achieve this. These sustainability pillars guide all Messem’s efforts and initiatives, aligning closely with the United Nations Sustainable
Development Goals (SDGs). Firstly, the company focuses on compliance with social legislation, ensuring fair treatment and proper training for farmers and the field workers.
“We have achieved a lot in terms of helping our farmers,” said Sustainability Manager Douae Lamrahli. “103 farm workers have received first aid training and a first aid kit, 295 have received a medical examination, and 125 have received pesticide safety training. This all combines to ensure our farmers’ well-being and health.”
The reduction of chemical residues is another key pillar of Messem’s sustainability efforts. The company supports farmers' businesses and enhances the financial growth of farms, thereby promoting economics; farming as a business. Messem has established five model farms to educate farmers on improving their economic situations and identifying areas for efficiency improvements.
Messem’s commitment to the improvement of biodiversity in the soil and the reduction of environmental pollution is evident in its efforts to decrease agrochemical
usage. These measures not only increase fruit yield, but also protect the environment. Since 2017, Messem has been working to minimise plastic litter on fields, recycling over 700 tonnes.
These sustainability pillars are closely linked to the SDGs, supporting global efforts for a sustainable future.
Messem does not achieve these goals alone, but in collaboration with partners, including customers such as Danone and Erlenbacher, industry colleagues like Felgar, Frigodar, Driscolls and Iberry, plus agro suppliers such as Koppert, Agrimatco and Elephant Vert. This is as well as authorities and industry organisations like Interproberry and ONSSA. Messem also works closely with science centres including INRA and various universities, along with consultants from GIZ. These collective efforts drive progress and sustainability in all of Messem’s initiatives
Planting positive seeds
Sustainability and social compliance are really important to Messem, explained Mr Sevenhuysen: “We not only incorporate
them into our own operations, but we have been closely collaborating with local partners and organisations to continue to improve the industry as a whole. The safety and wellbeing of people and the environment is essential to us, and we will continue to implement measures that support this.”
To guarantee future supply sources, Messem chooses to work not only with large and professional growers, but with smaller fruit suppliers as well. This allows the company to provide the necessary help to those who need it and build a more sustainable industry. Messem creates very close relationships with farmers, offering
training opportunities and engaging in field visits to continuously support them.
The company has already achieved a lot in terms of improving industry standards. Workers in the fields (for more than 90% female) are now being paid social security. Looking towards the future, Messem also hopes to have 80% of farmers have a silver degree of the FSA sustainability rating by next season.
“It’s great to have a positive impact on people,” said Ms Lamrahli, in conclusion.
“At Messem, we can really see the difference we’re making within communities and for the environment. I love being a part of something that’s changing the industry for good.
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Delightful Food Group is a family business through and through. The Flax family has been operating in the food industry for multiple generations; ever since Ricky Flax’s great-grandfather first came to the UK.
“After running his own fresh food factory, my father (Sheldon Flax, Chairman) moved into the coffee syrup markets,” said CEO Ricky Flax. “This was pre-coffee boom; it was hard to even get a takeaway coffee then. But the business grew into IBC Simply and started distributing across the UK.
“I joined around 2012, initially just to help. I was about to start my own company at the time, but I got completely swept up in IBC Simply and fell in love with the industry, and the brand. Together, we have gone on to develop it to what it is today.”
Indeed, the company has grown by 600% since 2012 and supplies most of the larger coffee chains, restaurants, pub groups and food service companies across the UK. Turnover at Delightful Food Group is now about £25 million.
“We have a large capacity, and work predominantly with medium to large companies, including blue chip, household names.”
A match made in heaven
With the steady guidance of this father/son management team, IBC Simply made the strategic acquisition of March Foods in December 2023. Bringing together two well-established businesses under the umbrella of Delightful Food Group has guaranteed expertise in innovation and product development.
The two companies had already been working successfully together for many years, and the synergy between product and manufacturing proved the perfect match to grow both businesses to the next level.
Delightful Food Group offers a wide range of food and beverage solutions including co-packing and co-manufacturing, supporting customers with branded, private or white label products. The advent of the Group marks the recent merger of IBC Simply and March Foods. Ricky Flax, CEO, explained more to Hannah Barnett about this groundbreaking move.
The result of the acquisition is that Delightful Food Group can now offer the full 360 process to customers. This means from the initial stages of sourcing a product, to helping with the NPD process, sourcing the raw materials and the packaging, manufacturing, and distribution.
“I’m taking a very organic approach,” said Mr Flax. “We were clear, we were not going to bring in outside investors. This is a family-run business; and we want to keep it that way. We didn’t want to buy March, just to sell in five years. This is a long-term investment and we will be making more acquisitions to build something really special.”
Delightful Food Group runs several flagship machines in leading packaging formats, including cordial shots, small packaging portion pots, pouches and stick packs. The company is looking to invest into automation but will do so carefully and conscientiously
“People are everything to us,” Mr Flax explained. “I’m not looking to suddenly bring in machinery that’s going to replace staff. As our capacity grows, and with the labour shortages that are around, we will automate some of our machinery to assist the process. The investments are towards making operations run better.”
Best-in-class
One of Delightful Food Group’s core values involves ensuring the sustainability and traceability of all ingredients. The company is currently gathering further data and statistics to create a strong CSR statement.
“It will be mainly around wastage, carbon footprint, plastic usage and having a hard look at our supply chain to ensure it meets our vision as a company,” added Mr Flax.
The company values strong relationships with its suppliers: “It’s something we’re really good at,” as Mr Flax put it. In a similar vein, Delightful Food Group keeps its customers close.
“Customer service is key,” said Mr Flax. “I speak to clients myself; everyone knows who I am and there’s no red tape. We
Delightful Group Ricky and Sheldon Flax
communicate openly and honestly, and if there was ever an issue, we would speak to the customer and find a solution.”
The strength of the company’s partnerships, some stretching back years, evidently contribute to the strength of its output too. Before anything new is launched, superior product quality is ensured by running it through a blind taste test panel against competitors’ products. “Everything we do has to be best-in-class,” said Mr Flax. “I literally can’t remember the last time we lost a taste test.”
Future perfect
While labour and skillset challenges remain a challenge in the industry, Mr Flax’s vision for the future offers a solution to overcome them.
“I’m passionate about the future food and beverage market,” he explained. “We all need a basic education around farming and the ingredients that are in everyday products and what they do.
“Food is so important to the economy. So, let’s make it part of the curriculum. And not just from a cooking point of view, but from a full cycle perspective. We need to excite the next generation, and get them passionate about food and manufacturing, to bring new ideas and technology to the industry.”
The company itself is used to overcoming adversity and experienced a boom in growth during the Covid pandemic, thanks to internet sales. These proved instrumental, as regular operations had ground quickly to a halt. But the business became so successful online during lockdown that it lost no turnover at all.
“We couldn’t believe it,” said Mr Flax. “It was literally my dad and one other person in the warehouse, pretty much operating the business. Amazon, and a lot of other online retailers we work with, suddenly were doing crazy volumes, because no one could get their coffee shop fix anymore and everyone wanted it at home.”
Now, with the acquisition, the company is accommodating a further boost in growth, increasing from 40 employees to over 200. But the ethos remains the same – Delightful Food Group is a family business.
“From the cleaner to the CEO, we want everyone to understand our beliefs, values and objectives,” Mr Flax concluded. “How we communicate that is probably the biggest challenge that we have at the moment.
“Personally, I love working with my dad. We’re very lucky, we do different roles, so we don’t clash. We do argue every now and then like all families, but we choose to share an office. And that motivates me on a daily basis because I think that’s brilliant.” n
Founded in 2010, Gnaw Chocolate is Norfolk’s first sustainable chocolate brand. Committed to ethically sourced, innovative and high-quality chocolate, Gnaw’s mission is to lead positive change within the chocolate industry. Managing Director Mike Navarro discussed the company’s dedication to sustainability and upcoming new products. Report by Antonia Cole.
Based in Norwich, UK, Gnaw Chocolate’s product range is currently split into two categories: bars and hot chocolate. Gnaw’s bars take premium quality chocolate and integrate innovative flavours to develop creative chocolate experiences. From classic milk chocolate and salted caramel to banoffee pie, the company has a bar to suit every customer and occasion.
The company’s hot chocolate range not only hosts a variety of flavours, but is in the form of hot chocolate spoons, which consumers simply stir into warm milk and watch as the hot chocolate forms in the mug with the marshmallows melting into a rich, creamy topping.
As well as popular flavours such as raspberry crisp and crunchy peanut butter, Gnaw offers vegan options made without milk. This range offers indulgent and dairyfree chocolate products, expanding Gnaw’s market to include customers who follow a plant-based diet.
Whether a customer is looking to treat themselves, or someone else, with Gnaw’s variety of gift options, the company’s product range offers an indulgent flavour experience, without compromising on sustainability or ethics.
“We are always developing our flavour profiles and bringing new ideas to market,” said Managing Director Mike Navarro. “Our flavours are made to excite our customers and not only satisfy their tastebuds, but to tell a story. We hope that with our flavours, we can transport our consumers to a place of happiness and capture a sense of nostalgia, taking them back to treasured memories
“Our new raspberry mojito flavour can take them back to hot summer parties, whilst rocky road can transport them back to Grandma’s kitchen. We have lots of new flavours being released soon, which will capture all these memories in chocolate.”
From farm to bar
The majority of Gnaw’s cocoa beans come from three farming areas within Colombia, where the company works with suppliers and farmers to build a more sustainable supply chain. Not only has Gnaw adopted fair wage schemes to improve the quality of life for farmers, it has partnered with cocoa suppliers that engage farmers and
communities in educational projects that encourage sustainability.
These projects focus on farming methods that increase biodiversity and the use of agroforestry. Gnaw and its suppliers are working to promote sustainable cocoa production and preserve endangered habitats, whilst minimising environmental impacts.
“The owners of Gnaw have personally met with our cocoa farmers on multiple occasions,” explained Mr Navarro. “This dedication to sustainably sourced choco -
late runs through every layer of the company. Building these relationships across the supply chain is what will allow us to work together to create a more environmentally conscious future for chocolate.”
As well as focusing on the sustainable sourcing of ingredients, Gnaw has been working to improve environmental measures within its own practices. In 2022, Gnaw installed solar panels to its rooftops, generating over 130,000kWh of renewable energy annually.
Now, 70% of Gnaw’s products are made using clean energy and this number is only set to increase. As the company grows, it plans to utilise more renewable energy and improve the efficiency of processes.
The final stage of the product’s journey is the inspiration for the initial stage…the consumer. 99% of Gnaw’s chocolate is wrapped without plastic and all packaging is either home-compostable or kerbside recyclable. This makes sustainable waste
disposal accessible and convenient for consumers, thus encouraging the practice.
Gnaw’s packaging uses FSC certified materials with vegetable-based inks on the larger bars of chocolate, which are wrapped with wood pulp Natureflex foil, the world's first certified garden compostable foil.
Mixing people together
Gnaw is continuously looking for ways in which it can have a positive impact on the world. The company manufactures products at its headquarters in Norwich, reducing transport emissions and supporting the local economy. It is also working to expand this positive reach outside of the UK and is
working with suppliers to support the decarbonisation of the chocolate industry.
“It is important that the values of our suppliers align with our own,” explained Mr Navarro. “We make sure to evaluate the sustainability and ethical standards of
everyone we partner with, ensuring that we are working towards a common goal.
“By nurturing and maintaining these partnerships, we are able to support each other in becoming more sustainable and can withstand the industry’s challenges. Recently there have been some difficulties within the cocoa business, we have supported our partners in this and they have supported us in return. This reciprocity is the key to success.”
The company also has an internal source of encouragement through its employees. Every member of staff at Gnaw has a passion for sustainably made chocolate, reinforcing the positive environmental impact of the company. Gnaw’s dedicated team of talented chocolatiers and staff not only strive to protect the environment, but
to create new and innovative flavours that drive the company’s success and sustainable chocolate forward in the market.
Unwrapping new creations
Gnaw is currently in the process of completely revolutionising its chocolate portfolio with new flavours, products and packaging. The company is developing innovative flavours such as New York cheesecake, raspberry mojito, popcorn and peanut, sticky toffee pudding and Seville orange. All these flavours have been created with the aim of delivering new chocolate experiences to customers, taking them from the US to Spain in just a couple of bites.
The company is also developing hot chocolate spoons to include a rich, gooey centre that melts into the drink, with flavours ranging from a classic hazelnut to Bakewell tart. As well as this, Gnaw is working on a new product: mocha melts. These are chocolate melts filled with a decadent gooey centre, made to melt into coffee and transform a good coffee it into a luxuriously flavoured, great mocha drink.
Another new product the company has been working on is chocolate hearts. These will be topped with fruits such as raspberries, strawberries and blackberries or nuts such as pecans, pistachios and hazelnuts and are a new way to spread love all year round. The hearts make perfect gifts, meaning Gnaw’s sustainable chocolate can reach more people.
“I’m a complete foodie, so I’m really passionate about the products and flavours we’re creating here at Gnaw,”
said Mr Navarro. “My team and I have been researching trends, not just in chocolate, but the greater food and drink market. This means that we can develop flavours that will really resonate with consumers. We have received great feedback so far, and I am looking forward to seeing everyone’s reactions.”
Gnaw hopes to see these new innovations reach the market this summer, alongside reinvented packaging designs. All of the new designs aim to capture the feelings
Managing Director, Mike Navarro
evoked by each particular chocolate flavour and present them visually. By reimagining packaging design, Gnaw aims to create a fully immersive chocolate experience for consumers.
“At Gnaw, we get to bring happiness to people every day through our products,” said Mr Navarro in conclusion. “It is so rewarding not only to be serving people, but to be supporting the environment in the process. I am really excited to see what the future holds for Gnaw.” n
from crop to consumption
MANUFACTURING & SERVICES
2u food uniform-agri scoffs group uk tullis russell hbcl coldstores thg
2U Food is one of the North West’s leading mobile food truck companies. Having initially developed the idea more than 18 years ago, the catering company has continued to flourish ever since. Owner Paul Foster explained more, in an exclusive interview with Inside Food & Drink. Report by Imogen Ward.
Founded in 2006, 2U Food has an interesting origin story. “Before 2U Food was established, I worked for a bakery that was investing in a mobile food truck trial,” Owner Paul Foster explained.
“This pilot ran for two years before the company decided it didn’t want to continue down that route and agreed to sell the trucks to me.
“The first years were quite difficult because I had to max out my credit cards to keep the business running, but it was an extremely exciting time, and I have no regrets.”
From its humble beginnings with just four trucks, 2U Food continued to grow steadily, before purchasing, from a kind couple, its current facility in Rainford, Merseyside.
“We didn’t know this incredible couple at the time, but they let us purchase the building purely on trust,” said Mr Foster. “It was one of those lifechanging moments that I will never forget.”
With the move came a change of local authorities, which the company warmly welcomed. Moving from an area that made no effort to support local businesses, to one that is extremely supportive of fledgling businesses, made all the difference.
“From that point on, our business rocketed into the unstoppable force it is today,” continued Mr Foster. “I could probably go and open several additional depots tomorrow and fill them very quickly. That’s how popular we are now. It is truly amazing how far we have come.”
Sterling support
None of this would have been possible without 2U Food’s hardworking local supply chain, and Mr Foster was quick to praise each one: “Working with these suppliers is second to none. We have come to see them more as friends and neighbours, rather than business associates, and they have been instrumental to our success, always delivering the quality and trust we require, in the form of the freshest ingredients. This is crucial to our operations as we pride ourselves on delivering some of the freshest sandwiches available.
“They have also been key to our mission to cut out plastic – helping us to replace
our packaging with recyclable and compostable alternatives – all our suppliers have been supportive of this mission from day one.”
With the desire to utilise only the best trucks, 2U Food also relies heavily on its truck supplier, Jiffy Trucks, who has redesigned and rebuilt the company’s trucks several times over.
“I’m not the easiest person to please, but Jiffy has been incredibly supportive in bringing my evolving visions to life,” Mr Foster explained. “In 2018, following a conversation with local farmers, I asked
why they all drove Isuzu pickup trucks. The overwhelming response was how robust and solid these vehicles were, with a good dealer network.”
From this point onwards, Jiffy Trucks produced the Isuzu Grafter Jiffy Truck. “I have tried several other truck manufacturers in the past, but none of them have met Jiffy’s standard,” Mr Foster said.
Vending victories
2U Food’s impressive growth is also, in part, due to the diversification of its capabilities. Always eager to meet its customers’ needs, the company added a vending service to its offering in 2010.
“Over the years, our customers have come to us for other services because of our high-quality fresh food,” said Mr Foster. “That is how our vending service was born.”
In 2021, following requests from several corporate clients, 2U Food added micro markets to its offering. Acting like a canteen –without the added expense – these micro markets offer 24/7 access to self-service
hot and cold food. The micro market also features a section for snacks and soft drinks, providing the perfect combinations for breakfast, lunch or dinner.
“We developed our own technology for the micro markets, and it works a dream,” Mr Foster commented. “The best part is the price because they are a fraction of the cost compared to a traditional canteen.
Generations
The best batch: “Our flatbreads are currently our most popular line. That is thanks to the flatbread we use, which is olive oil based and is absolutely stunning. No matter what filling we offer, it works.”
Paul Foster, Owner, 2U Food.
Three
at 2U Food
The business currently has hundreds of vending machines and several micro markets installed across the Northwest, having just installed the latest two in the office block of a new company.
“The client was interested in our micro markets as an alternative to traditional canteen facilities, with each serving approximately 250 to 1,000 people per day,” explained Mr Foster.
These solutions have been incredibly successful, leading 2U Food to make an important investment. Having already acquired a car park located across from its headquarters, the company intends to build a dedicated unit on-site for its vending and micro market services.
Gradual growth
Currently operating with a fleet of over 60 trucks, and plans to add even more in the future, 2U Food also decided to open
new premises in Manchester. The site was originally acquired in 2020, but the building’s inauguration was delayed due to Covid.
With the pandemic putting an indefinite pause on these plans, 2U Food took the opportunity to refit the facility to match its needs. This was a huge undertaking, as the production floor had to be moved from the first floor to ground level. With the refit now coming to a close, the company has more than doubled its capacity.
“The Manchester facility can comfortably store and service more than 60 trucks, and we expect to have filled that capacity by the end of 2027,” Mr Foster revealed. “It will also be used to support our additional vending and micro market services and will have a new sandwich wrapping facility as well.”
Well on track to reach its 2027 target, the company is now preparing to expand
once more with a new facility in the North Yorkshire area. 2U Food expects to acquire the new facility by the end of this year, taking the business outside of its usual North West catchment.
The caterer also recently invested huge sums in replacing its baking facilities at both sites, installing larger, more efficient alternatives that have an increased shelf capacity of 25% per rack.
“In line with our 2027 goals, we will acquire 13 new trucks by the end of 2024 and have several more micro markets up and running,” Mr Foster continued. “We also want to invest in office space at our current facilities to account for
a growth in workforce and help improve employee satisfaction.
“I have worked at a lot of different companies over the years, and employee dissatisfaction was always a prominent factor. People went to work because they had to, not because they wanted to. When I set up 2U Food, I promised myself that we would never be that kind of business, and I have managed to provide an environment that allows for that.
“Every day, I walk into work, and I am greeted with laughter and happy faces, and that really solidifies our journey to providing fresh, honest and good food to all of our customers.”
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2U Food Owner, Paul Foster
UNIFORM-Agri’s mission is to support dairy farmers worldwide with user-friendly software solutions to build a successful and sustainable business. The company’s innovative herd management software helps to produce milk in the most efficient ways possible. Hannah Barnett spoke to CEO Harm-Jan van der Beek to learn more about it.
IN2026, UNIFORM-Agri celebrates 40 years in the dairy data business. By software company standards, this makes it something of a veteran. So, it is no surprise to learn that the Dutch company has been innovating from day one.
“In the early days, we made an agreement with the milk machine manufacturers to link to their systems,” explained Harm-Jan van der Beek, CEO. “We gathered data from their sensors alongside information from the farmer. That allowed us to position ourselves at what I like to call the birthplace of data on the dairy farm.”
Nowadays, 17,000 dairy farmers around the world rely on UNIFORM-Agri software for daily administrative and management
reporting on their herd. Farmers use the software to record calving, insemination and health information, and much more.
In the UK, Belgium and Denmark, between 35% and 45% of all dairy cows are managed by UNIFORM-Agri software. While across the rest of Europe and Canada, the company maintains between 10% and 25% of the market share.
An impressive 25% of turnover is reinvested into R&D at UNIFORM-Agri. Continual product development means that the software is always up to date with the latest platforms, regulatory changes and industry practices.
The company was well ahead of the curve in the ‘90s when it introduced maintenance contracts, a subscription model that means the farmer receives automatic updates.
“That was a valuable decision, because it generates a permanent stream of income for us,” said Mr van der Beek. “And every software company now does SaaS -software as a service - but we have been doing that for thirty years and it accounts for about 80 per cent of our annual earnings.
“We are also proud that our customer turnover is very low, only around three per cent. There are farmers who have been using our software for more than 30 years.”
Depth of data
The loyalty demonstrated by a low customer turnover is common because the UNIFORM-Agri software offers multiple benefits for the farmer. It allows them to oversee a herd better by monitoring
UNIFORM-AGRI
feeding and therefore ensuing a higher yield of milk. The system also helps with the management of reproduction and general cattle health.
To ensure the milk is safe to consume, European farmers must record the medicine a cow is given in granular detail, down to the batch number. UNIFORM-Agri enables the reporting and storing of this information with ease.
“Like a doctor with a file on each patient detailing all their past prescriptions and illnesses, a farmer has a file for each cow,” said Mr van der Beek. “But it goes further than that. It extends to breeding practices, and ensuring there is no inbreeding.
“And we can help with the feed calculation . A cow that produces more milk can get more feed, but we want to avoid that going to cows that don’t need it. Likewise, if a cow doesn’t get fed enough, there is less milk. With proper data, a farmer can control a lot about the productivity of a cow.”
The company also provides data validation services to prevent mistakes. “If we know a cow has calved recently, it is obviously biologically impossible for it to be giving birth again three months later,” Mr van der Beek explained. “So, we protect the farmer from these errors. The quality of our database is much better than that of our competition. And that means that the analytics we provide are much more reliable.”
Systems development
When the company began operations in 1986, it used MS-DOS. Eventually, this moved to Windows and now it is upgrading again to the Cloud. A huge
investment, this means a complete rewrite of the software. However, the famously user-friendly UNIFORM-Agri program should enable a seamless process
“A driver doesn’t need new lessons when they upgrade their car,” said Mr van der Beek. “It’s the same with our software; a customer won’t need to be trained again. I see many programming companies changing software and customers struggling because things work completely differently. But we make the process easy.”
The vast developments in software over the decades have opened several new avenues of innovation for UNIFORM-Agri.
“We are working with certain universities on AI projects,” said Mr van der Beek.
“One is based on data which predicts if a cow is going to have mastitis. And another is predicting the cure rate of the cow to recover from mastitis.”
Collaborations have proven crucial to remain on the cutting-edge of the dairy farm data sector. The company has been working with American milk machine
manufacturers BouMatic for 20 years and shares close to 4,000 customers with them. More recently, UNIFORM-Agri began a partnership in Brazil with dsm-fir -
menich, one of the biggest animal nutrition companies in the world.
There are also projects in the pipeline designed to assist smaller farmers in India and parts of Africa. “We are working to help farmers who own 15 or 20 cows and don’t have a PC but do have a smartphone where they can monitor and record data,” explained Mr van der Beek. “Then the local milk factory, for example, can access the data, with the farmer’s permission of course.”
In recent years, as analytics have become increasingly important, the company has forged closer connections with veterinarians, feed suppliers and companies selling bull semen to dairy farms.
EO, Harm-Jan van der Beek
“Semen companies nowadays use data to help farmers with their cattle fertility problems,” said Mr van der Beek. “So, we have found a new position for ourselves, moving closer to consultant companies.”
Making hay
Alongside these strong business relationships, UNIFORM-Agri is known for its excellent customer service. The company has a goal to grow to 25,000 customers in the next few years.
“Internally, we always say that it’s the farmers who pay our salary,” Mr van der Beek said. “So, we take care of them and offer strong support services. 90 per cent of the calls we receive are taken within 120 seconds, with an expert on the phone immediately. Customers appreciate that.”
UNIFORM-Agri is clearly a company that cares. This extends to staff, customers and cows. Indeed, the business maintains a very low sick rate of less than 1.5% and many employees have worked there up to 25 years.
“I grew up on a dairy farm,” concluded Mr van der Beek. “When I was eight, I got my first calf from my father, and I still
remember her name. I have a passion for cows, and I have passion for modern technology. I love this job because it brings all that together.
“The whole company is very dairydriven. Today, it’s sunny and all our customers are out making silage and hay. And 10 of our employees are not in the office today either, because they’re also at home making hay. That’s the flexibility that we give to our people It creates a special atmosphere of passion in the company.” n
Scoffs Group UK evolved following the acquisition of three Costa Coffee stores in Essex and East London. Since then, the group has continued to expand its portfolio, quickly becoming Costa’s largest UK-based partner. COO Paul Turner mapped out the journey so far, during an in-depth interview with Inside Food & Drink. Report by Imogen Ward.
Since its establishment in 2012, Scoffs Group UK, through the leadership of CEO and Founder Antony Tagliamonti, has built an impressive portfolio of more than 100 Costa stores. Initially brought on two years ago to help accelerate the growth of the business, COO Paul Turner was pleased with the results already achieved by the franchisee.
“Following the purchase of those first initial stores back in 2012, Scoffs Group had expanded to 31 stores by 2018,” explained Paul. “During that same year, the group undertook its largest growth milestone to date: purchasing another large franchise group of Costa stores across the South of England.
“Today, we operate with 113 Costa stores that are situated across the country from Cornwall all the way to Norfolk.”
Scoffs Group became the first Costa franchisee partner to acquire company owned stores in 2022. This was accomplished via the acquisition of 20 equity owned stores within Cornwall.
The group relies on an impressive workforce to keep these stores running; in the mix are several key players that transferred into the business from Costa’s own corporate team, including Luke Daines, Operations Director, David Cockfield, Finance Director, and Paul himself.
“Having already achieved some excellent growth, the three of us joined Scoffs Group to help facilitate further growth, bring in the expertise from Costa, and – putting it bluntly – exceed it,” said Paul.
Thinking outside the cup
As part of its overarching mission for growth, the group has been exploring new avenues. So far this has been a success, with the latest addition to Scoff Group’s portfolio focused on Asian cuisine.
In April of this year, Scoffs Group successfully opened its first itsu branch. Located in Exeter, the branch provides customers with top-quality, freshly prepared Asian-inspired food.
“itsu is known as a healthier F&B brand, which really appeals to the younger generation,” explained Paul. “That’s why Exeter was such a great location for our first itsu store, because it is an aspirational city with a high student population.”
Despite only being open for a few months, the new store has exceeded Scoffs Groups’ expectations, with demand continuing to rise. Impressively, this popularity is anticipated to continue growing as Scoffs Group readies the store for the introduction of more delivery platforms. And as sales trend upwards, more positions are set to join the 20 plus enthusiastic team members already working at the site.
“The success of itsu Exeter has inspired us to search for a second site, which we hope to have up-and-running within the next few months,” revealed Paul. “If this success continues, we will look to open further stores next year.
“Of course, Costa will always remain at the core of our business because of its size, but by having a more diverse portfolio, then we will have a stronger resilience to any market downtime. When we have very hot days or excessive rain, our Costa stores witness a downfall in traffic. However,
having a completely different brand on board provides more security – as one slows, the other can accelerate.”
Adjusting to the market
Costa has been incredibly successful over the years, with more than 14,000 locations across the UK, including ‘Proud to Serve’ locations, ‘Costa Express’ machines, as well as drive-thru locations. With this in mind, it is no wonder that growth in this segment can sometimes feel implausible.
To overcome this oversaturation, Scoffs Group intends to target the market in a different way – having just opened its sixth Costa drive-thru location in Truro, Cornwall, at the start of June.
“New growth in Costa is very challenging,” commented Paul. “However, where we intend to focus our growth will be on the drive-thru market – with a particular focus on building greenfield locations alongside new petrol stations and retail parks.”
With the groundwork for these developments already underway, and with new locations planned to open before 2025, Scoffs Group expects the 2024 period to achieve its highest ever annual revenue.
Moving with the times
Acquisitions (although very important) are just one of the ways that Scoffs Group is looking to enhance its profits. The group is also working hard to optimise its operations with the assistance of several specialists.
“We have one of the best systems set ups of any business,” said Paul. “We have worked hard to mirror the infrastructure of larger corporate juggernauts while at the same time, seeking to operate
as efficiently as possible. We have just added Elementsuite to our systems set up, which is used to manage all our scheduling, rotas and HR onboarding processes. This will help us streamline our efficiencies effectively.”
The group is also constantly assessing its supply chain and partnerships. As Scoffs Group’s greatest asset, these companies have played a pivotal role in its success.
“All of our suppliers have been exceptional, and there are too many to name them all, but RAB Retail Ltd has been particularly helpful in helping us find new sites and dealing with landlord and tenant matters,” said Paul. “Founder & Director Richard Brown has worked with Costa properties before, and the other Directors have plenty of experience in the industry, so there’s some real talent within RAB. We are grateful for the company’s continued support.
“Pinnaca Retail Solutions is another great example. We rely on this retail and IT specialist as an outsourced IT support team, and the Founder & CEO Minesh Thakkar specialises in supporting retail businesses with their IT requirements, and he really looks after every aspect, which is amazing.”
Green giving
Despite maintaining a strong commitment to growing the business, Scoffs Group also dedicates time to fundraising. Most recently, Paul (alongside Founder Antony Tagliamonti and the rest of the leadership team) climbed Mt Snowdon in support of the Costa Foundation and its invaluable work, raising £8,560. The group also regularly holds fundraising weekends, and last year raised £32,070 because of these events. Keen to push its efforts even further, this
year Scoffs Group is committed to raising a whopping £50,000 for Costa Foundation.
“We are well on track to meet our 2024 target, and we have lots of exciting events planned to do so,” explained Paul. “The Foundation and its work are truly remarkable, and Chelsea Carter, our Costa Foundation Champion got to visit Vietnam and see first-hand the positive effective these funds are having.”
The group has also been making several key green investments, including improving the energy usage at each of its sites. Every step Scoffs Group takes is one towards a bigger and brighter future.
“Throughout its operation, everyone at Scoffs Group has worked as a collective to transform how the business operates,”
Paul said, in conclusion. “And that has enabled us to look at every aspect of the business and improve it in a positive way.
“Our workforce is filled with passionate individuals who will help us achieve our goals, because here at Scoffs Group we don’t stand still.” n
As coating sector leader in technology, expertise and capacity, Tullis Russell is at the global forefront of coated paper and film development. Key Account Manager Michaela Quinn, Sales & Marketing Director Mitch Lambert, Business Unit Manager Charlotte Healey and Product Manager Matt Littler explained more. Report by Hannah Barnett and Colin Chinery.
Tullis Russell is undergoing a metamorphosis, changing from the leading supplier of stamp and visa materials into helping to facilitate the revolution of removing non-recyclable plastic packaging from the world packaging market. Much work is being done on sourcing new and alternative raw materials, such as base papers and release liners.
“For our existing products, we want to see what’s out there, whether we can get 100, or even 50 per cent recycled materials, because we can’t compromise on performance, taking into account the production process,” said Key Account Manager Michaela Quinn. “So, it’s a balancing act of finding greener raw materials, while maintaining the excellent quality that we’re renowned for.”
World leader
Founded in Scotland in 1809 by Robert Tullis, Tullis Russell has been based at Bollington near Macclesfield for more than fifty years. The company has a depth of expertise in manufacturing high-performance surface, silicone and adhesive coatings and boasts extensive capabilities for contract coating and lamination, placing the 100-workforce business at the forefront of coated paper and film development.
The company formed the Russell Trust in 1986 and restructured as an employeeowned business, another metamorphosis in the company’s long history.
This move led to higher levels of employee engagement and customer satisfaction than could be achieved
TULLIS RUSSELL I PROFILE
within a traditional shareholder or privately-owned structure, according to Sales and Marketing Director Mitch Lambert: “It is still managed in the same way as any other company with a Board of Directors, but the employees have a lot of say in whether they believe our strategy is right.”
Alongside this ethos of social sustainability, care of the environment is central to Tullis Russell’s operation and ethics. The company uses recyclable, water-based coating and laminating products, developed to create ecologically responsible alternatives to the materials being used today.
“Since 2018, one of our core pushes with the new coating equipment has been to replace single-use plastic materials in packaging,” said Mr Lambert. “As a result, we’ve worked heavily on creating various materials for quick service, food and restaurant packaging.”
Sustainable coatings
Today, Tullis Russell is the go-to supplier for many governments around the world, with 120 client countries. With a multitude of applications, the company produces laminate, self-adhesive and high-security products.
Tullis Russell’s market-leading ranges of trucal and trutextile papers are used by top ceramic and textile printers to create products for some of the world’s biggest brands. Deploying its cuttingedge, multilayer coating technologies the company can simultaneously apply different layers at high speed.
The wider Tullis Russell Group has further major manufacturing sites in South Korea and China, each of which has developed
market-leading expertise in its field. Recently, the company invested in a £12M state-of-the-art coater at its UK site. This machine not only allows Tullis Russell to coat different products to the highest quality, but also delivers higher levels of productivity, reducing the carbon impact per square metre of activity.
“We’ve been using biopolymers in high-security paper manufacturing for over 50 years,” said Matt Littler, Product Manager. “So, we’ve got great experience with biopolymers, as well as physical coating technologies. It’s really interesting leveraging the existing knowledge and technologies of the company to give it more relevance for the 21st century.”
This core competence in handling biopolymers was deployed in a project as coating partner for a new sustainable packaging company, who won the international Earthshot prize with the coating applied by Tullis Russell. This coating is mechanically extracted from a sustainable source, meaning it is entirely plastic-free, compostable and recyclable.
In fact, according to the Dutch government, this is the only truly plastic-free solution to the takeaway and QSR food
packaging problem in existence. Tullis Russell's client, Notpla, now supplies Just Eat Takeaway.com and many premier sporting venues through distributors like Levy. These partnerships are removing millions of items of single use plastic from the market every year.
Labelstock
Such a sustainable project is not a one off; the food and beverage industry now features heavily in Tullis Russell’s corporate strategy. Two of the company’s business units supply different products into the sector, and this accounts for approximately 40% of turnover.
“We started supplying into this sector around nine years ago, when we launched TRLabel, our Labelstock division,” said Business Unit Manager Charlotte Healey, “More recently, we expanded even further with the addition
TULLIS RUSSELL I PROFILE
of our TRAdvance business unit, which supplies various sustainable coatings for food packaging products. This means we now supply both label and packaging materials to the sector.”
The company also offers the truluxe range of uncoated, textured, laid, woven and wet strength materials specifically designed for the beer, wine and spirits market. Compatible with a range of print processes, these materials allow for highquality brand expression whilst ensuring vital information remains visible in a variety of environmental conditions.
This range incorporates a range of adhesives, including wash off grades, and can incorporate a recyclable barrier layer for moisture migration protection and inkjet coating for digital print. The company is making its mark in the sector thanks to its capability and technical know-how and products are specifically designed for purpose.
“We are well known for our security papers and films, as these are our heritage markets,” explained Ms Healey.
“We are therefore lucky enough to be able to incorporate many of our security
features into food and drink labels, providing brand protection if required.”
Tullis Russell manages all its R&D, chemistry formulations, prototyping, mixing and production under one roof, allowing flexibility and creativity to flourish. “The expertise of our three business unitssecurity, label stock and speciality coatings - allows us to combine features from all areas to produce some very niche, high performing products for the food and drink sector,” said Ms Healey.
Key relationships
In conclusion, Mr Lambert pointed to Tullis Russell’s joint product development partnerships with customers and key suppliers: “It’s part of our ethos and a mentality that’s shaped by employee ownership. We work on a confidential joint product development basis with partners that share our visions.
“We’re also working closely with their R&D teams to make our products far more sustainable, while at the same time maintaining the high quality that cannot be compromised.
“Our goal is to be the world’s leading environmentally responsible coating company. Tullis Russell’s vision is to keep driving forward, looking for partners to innovate with, and to manufacture sustainable products as part of the circular economy.” n
A leading supplier of food-safe panelling systems and coldstores, HBCL Coldstores supplies full-package hygienic and temperture-controlled environment solutions to the food manufacturing, storage and distri bution industries, plus other specialist end-users. Managing Director Craig Lovett discussed the company’s efforts to improve sustainability and its commitment to customer satisfaction. Report by Imogen Ward and Antonia Cole.
Established 22 years ago, HBCL C oldstores has grown and developed through years of experience and working in diverse settings. As specialists in design, manufacture and installation, the company is able to deliver effective solutions to satisfy a range of client needs.
Through the provision of chiller and freezer coldstores, food processing facilities, temperature-controlled environments, firewall systems and partitioning, HBCL Coldstores has developed an expansive and varied customer-base including leading retailing groups, food processors and manufacturers, plus pharmaceutical and construction clients. The company currently has a contract supplying coldstores to new ALDI stores across the north of England.
Operating from a 20,000ft2 factory and storage facility in Bradford, West Yorkshire , the company has a fleet of vehicles and an experienced team of directly employed fitters, which enables it to efficiently deliver service.
HBCL has a subsidiary company, RCL Doors, operating from a 10,000ft2 factory. RCL make bespoke hinged and sliding coldroom doors, hygienic insulated personnel doors, and all types of freezer doors. RCL also provides a range of high-speed doors. RCL is a huge asset in helping HBCL by manufacturing doors as often work is scheduled at short notice, so RCL allows for flexible timescales.
“We’ve been taking on increasingly larger projects as the company has grown,” said Managing Director Craig Lovett. “Our ability to understand our clients’ needs means that we are able to adapt our services to fit each individual project. We learn how our clients operate and are flexible in our operations to suit their practices.
“Having this concern for our clients allows us to build stronger relationships and deliver greater results. We see the importance of listening to our clients and enjoy providing a service that really benefits their operation.”
Freezing waste production
A client that HBCL Coldstores has worked and built a relationship with is FareShare UK, the largest food redistribution charity in the UK. FareShare works with leading retailers and manufacturers to enable the collection, storage and distribution of food to Community Food Members.
In partnership with ASDA, FareShare has been working on the Fight Hunger Create Change campaign, which redistributes good quality surplus food to disadvantaged communities facing food poverty.
Through school breakfast clubs, elderly lunch clubs, homeless shelters and community cafés, food that would have otherwise been wasted is able to reach people who need it.
HBCL Coldstores has supported FareShare’s mission by installing freezers and cold rooms, as well as using refurbished panels, doors and ancillary items at a reduced margin. The cold rooms have been designed specifically for the facility, meaning foods can be stored and distributed more efficiently, whilst also limiting energy consumption.
“Every week, FareShare provides almost a million meals for vulnerable people, so it’s really great to be able to support a charity doing such impactful work,” explained Mr Lovett. “We’re always looking for ways that we can save them money and help expand their operation.”
As well as supporting UK charities, HBCL Coldstores is dedicated to decreasing its carbon footprint. In the last few years, it has
incorporated electric vehicles into the fleet. To further reduce environmental impact, the company uses British-made materials, meaning that fewer carbon emissions and other pollutants are pro duced through the transportation of goods.
One of HBCL Coldstores’ UK suppliers is Hemsec Manufacturing, which manufactures insulated panels. Hemsec’s products meet CE standards and have advanced insulative properties that support end-users in operating more sustainably. By utilising effective insulation, less energy is required to maintain set temperatures, and thus fewer harmful emissions are produced.
The company is also actively working to reduce waste on projects and at its facility.
I f there are surplus materials such as panels or doors on a project, then HBCL Coldstores will reuse them on a different job instead of disposing of them.
Defrosting development
With an experienced and professional team, HBCL Coldstores offers clients knowledgeable design and installation
recommendations. After taking into consideration client requirements, the company’s in-house CAD designers produce detailed drawings for client approval, taking into account functionality and efficiency, plus health and safety.
Currently, HBCL Coldstores provides in-house and external training to its team, to ensure that elevated levels of quality are met throughout the company. This involves the continuous development of employees and supporting trainees working on site.
“We are always monitoring quality and training levels within the company,” said Mr Lovett. “By enforcing open communication between the installation team and contract managers, we are able to create effective plans for staff development.”
The company is currently advocating for NVQ qualifications to be reinstated within the industry as a form of external training. As a member of the Controlled Environment Building Association (CEBA), HBCL Coldstores is working with others in the industry to achieve this goal.
“I’m hopeful that CEBA will be successful in making this NVQ available again,” explained Mr Lovett. “Better access to training will benefit the whole industry and will help workers to develop their skills with the necessary support.”
Keeping it cool
As well as working within the industry to improve training opportunities, HBCL Coldstores is always aiming to develop relationships with partners and suppliers. The industry innovations of suppliers allow HBCL Coldstores to advance its own ser -
vices and are essential to the success and evolution of the company.
Working with suppliers like Fermod UK, a leading supplier of door furniture, is beneficial as it shares the same value for premium-quality products and services. By integrating high standards throughout the supply chain, HBCL Coldstores can be confident in the services it is providing.
“Our relationships with Hemsec and Fermod UK have lasted over 40 years,” said Mr Lovett. “My late father worked for Hemsec, so some of my connections there have been lifelong, and we are proud to be one of its leading customers.
“The relationships that we have built with all our partners are so important to us. There is a sense of mutual respect where we know we can rely on them and they can rely on us too. They help us to grow, and we aim to do the same for them. It is very rewarding to see the progress we have all made together over time.”
As HBCL Coldstores continues to develop, it wants to continue upgrading machinery in order to achieve improved
efficiency, in terms of time and energy, for itself and clients. The company will also keep advancing the training measures for employees to ensure that high standards of quality and customer service are maintained.
“One of the elements that sets the company apart is the level of customer service,” concluded Mr Lovett. “We work to deliver a service that keeps clients coming back. A lot of our projects come from referrals, where people have been so impressed with us that they have recommended us to someone else. This level of customer satisfaction is something that we are striving to uphold now and into the future.”
Founded in 2004, THG is a vertically integrated, digital-first consumer brands group that operates three distinct businesses: Beauty, Nutrition and Ingenuity. Each one has been scaled from the UK to hold leading positions globally.
THG offers customers end-to-end services, from the development and manufacture of products to brand building and retailing products through THG owned and operated websites. THG connects brands to consumers worldwide.
Operating according to five main values – ambition, leadership, innovation, decisiveness and collaboration – THG makes an impact through digital transformation, innovation and expertise, building category-leading brands on a global scale.
With 7,000 employees based in the Manchester headquarters and around the world, THG has developed a portfolio of leading consumer brands and accelerated direct-to-consumer growth for third-party
clients. Last year, THG generated a group revenue of £2 billion, a 78% improvement in adjusted EBITDA from 2022.
“As THG continues to grow, we are committed to embedding sustainability into everything we do,” said Chief Sustainability Officer Mark Jones. “Our goal is to be a force of good in the world.”
Steps to sustainability
THG submitted its sustainability targets to the Science Based Targets Initiative, which were then approved in September 2023. In the journey to becoming net zero, THG has committed to reducing 42% of Scope 1 and 2 greenhouse gas (GHG) emissions by 2030, from a 2020 base. Furthermore, the company plans to reduce Scope 1 and 2 GHG emissions by 97.7% by 2040.
THG is a global dig wellness and spor solution, Ingenuity Officer Mark Jones Report by Antonia
gital innovator with a portfolio of leading beauty, health, rts nutrition brands, alongside its end-to-end ecommerce y. Celebrating his first full year at THG, Chief Sustainability s discussed the company’s sustainability efforts. a Cole.
Additionally, THG aims to power all geographical operations with 100% renewable energy, achieving 66% year-to-date, and for all own brand key commodity materials to be deforestation-free by 2030. All these targets set a clear path for THG to achieve its sustainability goals, whilst also supporting customers on their sustainability journey.
“THG Group is committed to meeting the Paris Agreement of achieving net zero emissions by 2040, 10 years ahead of target,” explained Mark. “We developed THG x Planet Earth - a strategy for a better, sustainable future together, guided by and meeting 11 of the 17 UN SDGs. We have three key priorities: Climate & Nature,
Supply Chain & Circularity, and People & Communities. With ambitious goals, we are dedicated to building a more sustainable future.”
The company has engaged employees in sustainability training, promoting environmental practices both inside and outside of operations. Employee education conveys the importance of sustainability, integrating it throughout the company.
Another THG initiative – a Sustainability Ambassador Network – harnesses and develops the staff’s passion for environmental protection and community support. Encouraging engagement in sustainable practices allows real positive change to happen across the company.
By 2030, THG aims to send zero waste to landfill and achieve the international third-party standard of TRUE certification. Progress towards these targets will substantially minimise the company’s overall environmental impact.
Less is more
The company has achieved a 24% yearon-year reduction in CO2 emissions per shipment in the UK through its last-mile approach to deliveries. Working with partners Royal Mail and Paack, THG offers an Eco Delivery option. This optimised system uses postcode data to generate the most environmentally friendly delivery routes, of which, the last mile of the journey is completed on foot, via electric vehicle or bicycle.
Furthermore, THG is improving packaging to promote a more circular economy. The company aims to have 100% of ownbrand packaging to be recyclable and/or reusable by 2025, and is working towards 100% of THG operations and Tier 1 suppliers to achieve Zero Waste by 2030.
In 2023, the recyclability for THG’s own brands was 91%. The company is continuously improving recyclability across its brands. For example, the LOOKFANTASTIC Beauty Box was redesigned to reduce carbon emissions by 72%, and reduce material end-of-life waste by 61%.
“THG is always investing into research and development to promote sustainability throughout the industries we work within,” said Mark. “Innovation sits at the heart of THG. We focus on finding solutions, using creativity and resilience to drive continuous improvement.
“Packaging plays a huge role in our plans to reach net zero. As a member of the UK Plastics Pact, we are dedicated to achieving our plastic packaging targets. One example of where we are doing this is with our leading sports nutrition brand, Myprotein. We have taken the iconic protein powder pouches and moved to a monomaterial.
“This single-material packaging not only makes it easier to recycle, but the pack is also lightweight and due to its flat-pack nature, it can easily be stacked for transit. This allows us to maximise each delivery journey, minimising carbon footprint.”
To further promote a circular economy, the company’s end-to-end UK cosmetics manufacturer, THG LABS, develops innovative beauty products. With innovation central to its work, THG LABS is involved in numerous pioneering projects, including collaborating with a biotech company on the creation of a cosmetic oil via fermentation of upcycled waste, to replace more agriculturally intensive oils
Additionally, the team has developed formulations with Carbon Wave, who has created an emulsifier called Sea Balance 2000. This new ingredient is created from an invasive floating seaweed (Sargassum), which is a huge problem for certain regions; Sargassum creates an enormous mass, washing onto beaches and ending in landfill, where it produces large quantities of methane.
Among the first users of this material, THG LABS has a library of tested formulations that are ready to go using Sea Balance 2000. The integration of this material into products creates a sustainable solution for the beauty industry.
Partnership for progress
The company established its sustainability solutions provider - THG Eco - in 2021, bringing together practical sustainability solutions to power the company towards its sustainability targets. However, real impact needs coordinated action
between governments, organisations, businesses and individuals. That is why THG is leveraging its global scale, partnerships and capacity for innovation in order to help accelerate change for others.
In 2024, THG committed to reduce absolute Scope 3 emissions by 90%, from a 2020 base. Over 97% of THG’s total carbon footprint is attributed to Scope 3 emissions, so the company has developed a sustainability initiative – Partnership in Action (PACT) – to work with suppliers to decarbonise the supply chain.
This initiative has three main objectives: set clear targets, collect and record data, and offer guidance, resource, and support to THG’s partners and suppliers in their sustainable transition.
“Building relationships with suppliers is essential in decarbonising the supply chain,” explained Mark. “This relies on two main factors: trust and consistency. Active engagement with our suppliers allows initiatives like PACT to be so successful. Becoming more sustainable is a common goal and through collaboration, we can achieve it.”
THG has clear strategies and an established structure on how it will implement sustainability into operations to reach its 2030 targets. The company will continue to reduce its own emissions and waste, whilst encouraging suppliers to do the same, using its influence to be a force for change to leave the world in a better place than it was before.
