FoodChain Issue 146 February 2019

FoodChain Issue 146

l

FEB 2019

The business of food and drink

Thirst for knowledge

By creating world-class products, Thatchers has created a brand that stands for uncompromising quality

Industry News l

Become the best How sustainable manufacturing could appeal to both supply chain partners and consumers

New oven brings consistency to Spanish restaurant

Innovative design makes The Ivy in the Park stand out l

Next generation gin offers something new in every sip

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Call for clarity The spotlight is shining on labelling and allergen information standards – what are the implications?

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FoodChain ISSUE 146 L FEB 2019

THE BUSINESS OF FOOD AND DRINK

Thirst for knowledge

By creating world-class products, Thatchers has created a brand that stands for uncompromising quality

Editor’s Welcome

Industry News L New

Become the best How sustainable manufacturing could appeal to both supply chain partners and consumers

oven brings consistency to Spanish restaurant

L Innovative design makes The Ivy in the Park stand out L Next

generation gin offers something new in every sip

Call for clarity The spotlight is shining on labelling and allergen information standards – what are the implications?

Chairman Andrew Schofield Managing Director Joe Woolsgrove Editor Libbie Hammond

Share your advice

Assistant Editor Will Daynes Staff Writer Vladi Nikolov Art Editor Fleur Daniels Advertising Design Fiona Jolliffe Sales Mark Cawston Theresa McDonald Gary Silk Web Sales Tim Eakins Exclusive Features Darren Jolliffe Independent Sales Dave King Operations Director Philip Monument Operations Manager Natalie Griffiths Editorial Researchers Anna Davies Alasdair Gamble Wendy Russell Office Manager Advertising Administrator Tracy Chynoweth

W

ill you be attending the Casual Dining Show, or IFE this year?

Food and beverage events offer big opportunities for new product launches, networking, finding new suppliers and contributing to

discussions but they are also hard work! If you have any strategies for how to really get the most out of a show then I would love to hear from you, so I can share your sage advice with all of FoodChain’s readers.

Dare I move onto Brexit? We’re all feeling the pressure of the looming deadline and still the lack of clarity on the final outcome remains. However, according to Ian Adams of Clearwater Technology, there are steps manufacturers can take to strengthen their relationships with retailers and increase brand loyalty, whatever the outcome of Brexit. To learn more, take a look at page 4.

Follow us at:

@FoodChain_mag

Schofield Publishing Cringleford Business Centre, 10 Intwood Road, Cringleford, Norwich, NR4 6AU, U.K. T: +44 (0)1603 274130 www.foodchainmagazine.com

libbie@schofieldpublishing.co.uk

© 2019 Schofield Publishing Ltd

Please note: The opinions expressed by contributors and advertisers within this publication do not necessarily coincide with those of the editor and publisher. Every reasonable effort is made to ensure that the information published is accurate, and correct at time of writing, but no legal responsibility for loss occasioned by the use of such information can be accepted by the publisher. All rights reserved. The contents of the magazine are strictly copyright, the property of Schofield Publishing, and may not be copied, stored in a retrieval system, or reproduced without the prior written permission of the publisher.

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Contents 4

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18 12

Features Sustainable processes Become the best

4

Exhibition preview IFE 2019

Whatever the outcome of Brexit, food and beverage manufacturers can increase brand loyalty with consumers by investing in sustainability measures

Labelling Call for clarity

Exhibition preview Casual Dining Show 2019

News

12

Up-to-date products and announcements from the food and beverage sector

The focus for the future should be on making changes throughout the entire food system so that we all waste less food overall

14

AI is an exciting technology with seemingly limitless benefits. It is set to touch every industry, and food and agriculture should be ready

2

www.foodchainmagazine.com

18

The industry is preparing for the biggest ever Casual Dining Event in February at London’s ExCel

The tightening of food labelling regulations may ultimately serve to safeguard and reassure customers with serious allergies, and ensure retailers are protected

Artificial intelligence Different approach

16

The 21st edition of The International Food & Drink Event (IFE) features talks, tastings and trends forecasting

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Food waste Prevention is the best cure

Taste Test

The FoodChain team sample a selection of new and innovative foods and drinks

20

7/11

20

56

22

60 50

42 Profiles

Innovations & developments within some of the world’s finest companies

KFC UK & Ireland

22

East of England Co-op

81

Thatchers Cider

30

Max Burgers

88

The Inn Collection Group

36

ARBOREA Hotels und Resorts

92

The Happy Egg Company

42

Magnolia Bakery

96

Scooter’s Coffee

46

New World Trading Company

102

Whitakers Chocolates

50

Rowe’s Cornish Bakers

106

Douglas Laing & Co

54

EG Group

109

Paterson Arran

56

Clonakilty Food Company

114

McDonald’s - White Rose UK Ltd

60

Kloosterboer

118

Sweetdreams Ltd

66

Food Storage & Distribution Federation 122

Foodco UK LLP

70

Rumenco

126

KFC

72

French & Jupps

128

76

Northcoast Seafoods

130

(Germany, Austria, Switzerland and Denmark)

Adlon Holding: China Club Berlin

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Become the best Strengthening overseas sales in the face of potential export hurdles will require F&B brands to become best-in-class by leading with a sustainable edge says Ian Adams

F

ood and beverage manufacturers could be left struggling to do business internationally depending on the Brexit outcome. A study by supply chain consultancy Scala has revealed that food and drink firms should be prepared for ‘five years of turmoil’ following a no-deal Brexit.

The UK’s separation from the EU

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– which is the UK’s largest export market – could result in significant administrative hurdles that threaten export sales. While there have been reports of some businesses such as Premier Foods stockpiling ingredients ahead of Brexit, the F&B sector must also consider how it can present UK produce as best-in-class post-Brexit.

By demonstrating best-in-class

Sustainable processes comes from and how it has been produced. A 2017 survey by the Hartman Group found nearly 70 per cent of consumers expressing a requirement for transparency about a brand’s sustainability practices when it comes to purchasing a product.

Sustainable growth

production processes, the sector could boost its appeal to supply chain partners and consumers inside and outside of the UK’s borders, protecting their bottom lines as best they can.

Globally, there is a growing demand among consumers for food and drink that is produced sustainably. From field to plate, consumers want more transparency over where their food

As internet giants like Amazon eye-up the development of online grocery shopping, grocery stores and supermarkets could find themselves facing the same struggle that high street stores face in the ongoing power struggle with online retail. If those grocery stores and supermarkets can provide customers with the green credentials of products as they browse, they could find it helps to increase basket value.

For F&B brands, increasing transparency around the sourcing, processing and production of products on the shop floor could potentially increase consumer loyalty in different global regions as the sustainability trend gains momentum among consumers. Colour coded front-of-pack labelling that informs customers of a product’s nutritional information has proven popular here in the UK and a similar method could be employed to promote each product’s sustainability value.

Yet, in order to deliver on the consumer trend for sustainable produce, F&B manufacturers will need to ensure their production processes are in fact sustainable. Beyond the benefits of succumbing to consumer demand, brands can also decrease their carbon footprint. This could soon become more than just a consumer demand as supply chain partners begin to demand alignment with their own sustainability credentials.

As borders become more complicated, supermarket and grocery store chains outside of the UK could begin to revaluate their supply chains to protect themselves from the rising cost and time involved with sourcing produce from the UK. However, it is also in the interests of those businesses to react to the consumer demand for sustainability.

Down to the water Achieving sustainable results that your marketing team can shout about needn’t require as much time and cost as you might imagine. In fact, investing in the optimisation of water management in F&B production facilities can actually deliver sustainability value while also reducing the cost of operation.

Not only can those decreased costs create a positive impact for profit margins, they can also help safeguard the business against the potential costs of administrative disruption, trade tariffs and supply chain changes post-Brexit.

Optimising vital plant equipment such as steam boilers and cooling towers can result in significant energy savings. This is achieved by treating and recirculating a percentage of water which previously would not have been possible. This drives down the cost of sourcing large quantities of water from the local water authority and results in a more sustainable production output with less energy required.

Utilising alternative water sources also presents an opportunity to save on operational costs. Today’s costeffective borehole treatment solutions enable facilities to effectively switch off the local authority water supply, delivering return on investment by eliminating the cost of water purchased from the local authority.

Further cost saving can be achieved by recycling water used in production processes. Bleed recovery systems enable the re-use of water that has already passed through cooling towers and would typically be sent to the drain.

By treating and re-using recovered water a finite number of times, facilities can reduce the amount of influent water that they typically have to pay for.

Chemical dosing which ensures the resilience of water systems by controlling factors such as scale, corrosion and sludge, has traditionally required large quantities of liquid chemicals to be ordered in 25L plastic drums. Transporting these large, heavy drums to site further drives up the carbon footprint for F&B facilities. Then there’s the challenge of recycling the empty drums. Until recently, China

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Sustainable processes

imported a vast quantity of the UK’s plastic waste but since the Chinese government has put a stop to all foreign waste imports, the UK has a growing plastic problem.

Innovations in chemical dosing mean F&B facilities no longer need to rely on this unsustainable process which generates transport emissions and plastic waste. Recently introduced solid chemical dosing systems provide the same level of dosing as one plastic drum in a solid powder disc that resembles a hockey puck. Compact and lightweight, the solid chemical is a more environmentally friendly alternative to liquid chemical dosing, generating far less emissions as well as a significant reduction in plastic waste.

Real time sustainability gains The phrase digital transformation is being applied across many industries and in F&B manufacturing we’re

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seeing systems and processes becoming digitally connected. Data gathered from machinery and plant equipment is beginning to inform smarter decision making around manufacturing processes through remote monitoring.

With technologies such as Machine Learning and Automation thrown into the mix, there will be greater opportunity for manufacturing processes to adapt and react in real time, meaning entire facilities will consistently operate at optimum efficiency, further reducing factors

such as energy expenditure and further driving up the sustainability value.

Whatever the outcome of Brexit, manufacturers can strengthen their relationships with retailers and increase brand loyalty with consumers by investing in measures that increase their sustainability value while simultaneously reducing the cost of operation. It might sound like a lot of work to implement these changes to your facility, but a quick chat with your water management provider covering their existing and developing services is all it takes to get the ball rolling. D

Ian Adams is Head of Marketing at Clearwater Technology, a leading provider of water treatment and water and air hygiene solutions, servicing major brands across the UK with the widest national coverage of any provider in its industry. It offers a comprehensive range of products and services to clients of all sizes, from single care homes to global brand names with multi-site facilities across the UK and is the largest direct employer in its industry. Clearwater works with its clients to improve their businesses operating and production efficiencies, helping to reduce their total cost of operation and delivering an enhanced competitive advantage. https://clearwater.eu.com/

IndustryNews Oven brings results to Cadiz The innovative Vector H Series Multi-Cook Oven from Alto-Shaam, the global manufacturer of commercial ovens for food service and retail operations, is reducing cooking times and further increasing food quality at Pantalan G, a wellknown restaurant in the Andalusian town of Cadiz, Spain.

Restaurant owner Juan Carlos particularly liked Vector’s ability to individually control the temperature, fan speed and cooking time in each of the four oven chambers. He was also impressed with the consistency of the food produced, thanks to the oven’s patented Structured Air Technology.

By replacing the three conventional electric ovens at the restaurant with a single Vector® H Series, it is possible to cook a variety of menu items simultaneously with no flavour transfer.

Vector H has also reduced the energy consumed, and allowed more flexibility in the restaurant. www.alto-shaam.com

Health to your door Health food brand, PRESS has launched its first 100% plant-based food programme, Fab-In-Four, to help Brits lead healthier lives in a stress-free way. The tailored food programmes are curated by PRESS’ leading nutritionist, Lily Soutter, to ensure each day’s food intake is fully catered for.

Each meal plan consists of between 1250 to 2250 calories and includes breakfast, lunch, dinner and two snacks, per day. To determine which programme best suits the customer they must first fill out an online form that scientifically calculates the fourweek programme they should do, depending on their goals and lifestyle.

Producing plant-based goods since 2014, PRESS’ calorie-controlled meal plans are designed to take away the stress of planning, shopping and cooking healthy

meals, providing the perfect solution to food consumption during the healthy weight loss journey.

Each plan is 100% plant-based and includes a variety of delicious juices, smoothies, soups, snacks and supplements.

Lily Soutter, Nutritionist at PRESS, commented: “We have ensured that each plan is made up of the correct amount of protein, fats and carbohydrates that is needed for a nutritious and wholesome meal, all the way from breakfast to dinner.

We are very much aware that people are leading busy lives, so sometimes eating healthily can’t always be a priority as it can be quite time consuming. We hope the food programmes free up people’s time and make eating better effortless.

“Our Fab-In-Four programmes have been designed to help you lose up to 4kg of body fat in four weeks, whilst retaining that important fat burning muscle mass! Devised to take the thinking out of healthy eating with filling, delicious and nourishing vegan meals which anyone can enjoy.” www.press-london.com

Stylish dining The Ivy Collection, a select group of upmarket restaurants, brasseries and cafes, has opened The Ivy in the Park in Canada Square Park, London. The new restaurant, with a two-level bar, restaurant and external dining area, is aptly positioned within one of Canary Wharf’s most sustainable areas, overlooking a vibrant green space for events.

The brasserie was designed by esteemed architect William Conway of William Matthews Associates and, following a rigorous bid process, lead construction firm Wiehag Timber Construction was selected to construct the building.

Canary Wharf Group, who has overseen the largest urban regeneration project ever undertaken in Europe, wanted timber to be used for the external façade of this project,

© Ben Pipe Photography

however they needed a low maintenance solution. Naturally, Accoya wood was the ideal choice.

The Ivy in the Park is constructed from glulam and cross-laminated timber: internal members are made from spruce, whilst external beams and columns are glulam Accoya. The specification of Accoya wood further extended to the rainscreen trellis, which covers the external walls.

The result is a building that juxtaposes itself from the cold metal and glass of Canary Wharf and offers a warm, wooden home to one of the most respected restaurant institutions in London, offering accessible, all-day dining in a relaxed, local setting. www.accoya.com

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Call for

clarity

T How might ‘Natasha’s Law’ impact claims in food retailing?

By Daniel West 8 www.foodchainmagazine.com

he death of Natasha EdnanLaperouse, who passed away following an allergic reaction to a Pret a Manger (Pret) baguette in 2016, sparked a national debate around food allergen information and labelling. In October 2018, Michael Gove, the current Secretary of State for Environment, Food and Rural Affairs, met with Natasha’s parents and has publicly backed changes to current food

labelling law; a full review of current legislation was undertaken, with an aim to usher in new rules by summer 2019.

Changes to the current law, dubbed ‘Natasha’s Law’, aim to close a so-called ‘loop hole’ in food labelling laws. Calls for these changes have only increased given the criminal trial relating to the death of Megan Lee, who unknowingly ate a takeaway meal containing peanuts, despite stating her allergies

‘

Labelling

...Theresa May has called for a review of food labelling laws and Michael Gove has talked about the need for a ‘Natasha’s Law’. Pret has also said it will start trialling full ingredient labelling on product packaging

necessary, updates to current law could have huge implications for the food retail sector, particularly large UK chains, and the obligations on it to provide allergy information.

Current regulations

to nuts on an online order form. In October 2018, the owners of the Royal Spice takeaway in Oswaldtwistle, Lancashire, were found guilty of the manslaughter of 15-year-old Megan.

Each tragic case serves to highlight possible deficiencies in the effectiveness of current regulations surrounding food labelling and the provision of allergy information by freshly-prepared food retailers. Though

The UK food retailing sector currently abides by the Food Information Regulations 2014, which came into force on 13 December 2014. The regulations give authorities the ability to enforce Regulation (EU) No 1169/2011 on the provision of food information to consumers; this requires food business operators to list any of 14 identified allergenic ingredients, including sesame seeds and products thereof, on all pre-packed foods. However, Regulation 5 of the 2014 Regulations provides an exception for food items which are not prepacked; packed on the sales premises at the consumer’s request; or prepacked for direct sale.

If any of the above apply, then the food business operator does not have to list any allergenic ingredients on the food product itself. Instead, it can provide allergen information by any means the operator chooses including orally – provided the operator indicates, by way of a label attached to the food or on a notice, menu, ticket or label, that details of that substance or product can be obtained by asking a member of staff.

In Pret’s case, the company says the baguette was ‘assembled’ in an adjacent onsite kitchen and was then packed and displayed for sale. Hence it was ‘prepacked for direct sale’ and fell within Regulation 5 of the 2014 Regulations, meaning there was no requirement to list the ingredients on the packaging itself. Instead, in order

to comply with Regulation 5, Pret relied on stickers placed on the food display units which highlighted that allergy information could be provided by staff or obtained from Pret’s website.

In the case of the takeaway Megan Lee ordered from, Royal Spice Takeaway, its online menu stated ‘Think allergy’ and ‘please ask any member of staff’. This approach may also have been sufficient to satisfy the 2014 Regulations – albeit, in that case there are a number of further allegations relating to other food safety regulations.

What this means for future food regulations At the inquest into the death of Natasha, the Coroner, Dr Sean Cummings, appears to have accepted that Pret operated within the 2014 Regulations but said he would be writing to the Secretary of State for Environment, Food and Rural Affairs to consider whether food labelling laws are adequate for large food business operators. In response, Theresa May has called for a review of food labelling laws and Michael Gove has talked about the need for a ‘Natasha’s Law’.

Pret has also said it will start trialling full ingredient labelling on product packaging.

The Coroner’s concerns appear to have stemmed from the applicability of Regulation 5 of the 2014 Regulations to large food business operators like Pret – as opposed to small independent businesses, such as a fruit stall. The potential changes recently suggested by both May and Gove could have huge implications for the food retail sector and the obligations on it to provide allergy information. Large chain

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Labelling

retailers such as Greggs are already said to be urgently reviewing how they provide ingredient information to customers.

What this means for claims In terms of the potential for civil claims, compliance with existing regulations will of course be relevant. In the context of a claim under the Consumer Protection Act 1987, a claimant would need to establish that the level of safety is not such as ‘persons are generally entitled to expect’.

However, the courts have said that it would be challenging for a claimant to prove that this level of safety is higher than that provided by a regulatory regime. A change in the regulations would obviously have an impact on the general public’s expectation of safety.

The same would arguably apply to a claim in contract where a claimant would need to prove that the food served was not of satisfactory quality.

Further, a negligence claim would entail a detailed analysis of the food operator’s approach to providing allergen information. This includes staff training, the prominence of displays and the extent that previous similar complaints, which might be thought to have provided sufficient warning that

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the food operator’s present practices are not sufficient, have been addressed.

For instance, in Pret’s case, the Coroner criticised it on the basis that the stickers dealing with allergy information were difficult to see and because it had failed to adequately deal with and respond to previous similar complaints.

Indeed, it has been reported there were six allergic reaction cases in the year before Natasha’s death.

Necessary steps forward?

It has undoubtedly been a challenging and potentially damaging time for Pret, but the questioning of current regulations has opened some important conversations around food and allergen safety. No matter the legislative outcome of the issues raised at the inquest, going forward it will be vital for food retailers to take heed of this case, and urgently review the way it provides ingredient information to its customers – perhaps by trialling full ingredient labelling on product packaging, as Pret has said it will do.

The level of media scrutiny accompanying the untimely deaths of Natasha and Megan has brought forward a sense of shock from consumers who may have expected

a greater level of care from big name retailers such as Pret. As Coroner Dr Cummings noted, and as some of the public have concurred, it seems strange that such a large retailer (Pret has over 500 stores, three quarters of which operate in London) is held to the same labelling and allergen information standards of small independent shops. Whilst a challenging time for all involved parties, the tightening of food regulations may ultimately serve to safeguard and reassure customers with serious allergies, and ensure retailers are protected by providing clearer regulations. D Daniel West is an Associate in Product Liability at BLM. BLM is the leading insurance and commercial risk law specialist in the UK and Ireland. With a turnover of over £100 million, it advises insurers, Lloyd’s syndicates, MGAs, brokers, corporate policyholders, professional indemnifiers and other market organisations.

BLM presently acts for 13 of the top 15 UK insurers and four of the top five global insurers. www.blmlaw.com

IndustryNews Success in the bag

Test the concept

Claiming it is ‘a revolutionary new product set to change the way the hospitality and retail sector serve coffee’ Paddy & Scott’s has launched Brew Bags.

Available in regular and decaf, Paddy & Scott’s Brew Bags are made from fully compostable bioweb and filled with a blend of the best-quality Arabica and Robusta coffee. They are the perfect and most costeffective way to deliver fresh, quality coffee in a quick bag format. Just pop one of the Brew Bags in a cup (like you would a tea bag) top with just boiled water and leave to brew for three to four minutes, to achieve a fine cup of coffee.

Brew Bags are also perfect for hotels looking to give their in-room coffee offer a boost, or those caterers seeking a quickbrew coffee option to speed up service and cater to changing tastes for a better quality hot drink. They are also expected to be particularly popular with consumers looking

One of the UK’s leading food-togo development businesses has taken occupancy of a brand-new facility, placing it at the forefront in the delivery of innovative products.

Following an investment of over £750,000, The FSC Group has now opened its state-of-the-art innovation centre where its new product specialists and team of technologists will develop and present the very latest in food-on-the-move trends and ideas.

Located in the village of Flax Bourton, on the outskirts of Bristol, the new facility is housed within a converted chapel, giving the 20-strong team ample room to research and test the latest concepts in areas such as bakery and confectionery, hot and cold sandwiches, salads, drinks, snacks, smoothies and juices.

Headed by James Simpson, the family run business is now looking to expand its reach. James said: “Within the food-to-go sector one of the most important measurements of a company’s competence and success is how well it can innovate and come up with new product ideas.

This new centre will be an important visual demonstration, not only of our commitment to, but also our competence in innovation.

“Currently NPD is one of the services we give to our existing clients but the innovation centre opens up further what we can do.” www.thefscgroup.com

to brew a quick but high quality cuppa in their home or office.

Scott Russell, CEO of Paddy & Scott’s, commented: “We noticed a clear need for a coffee product that performs in the same way as a tea bag and we have created Brew Bags to meet that need.” www.paddyandscotts.co.uk

Next generation gin Handcrafted in the hills of Jundiaí, Brazil, new entrant to the gin market, McQueen and the Violet Fog, is made thousands of miles away from the traditional, UKcentric gin world. A true small-batch gin with a unique distillation technique, the product is limited to 500 litres per batch.

McQueen and the Violet Fog is created using a traditional copper pot still, and two unique methods are combined into

a single distillation process to achieve an unrivalled flavour profile. First, 15 premium botanicals are macerated in an ultrasmooth neutral sugarcane spirit to extract flavour compounds and essential oils.

Next, six additional signature botanicals are infused into the gin via vapour infusion through a copper basket. The result: the ultimate gin: ultra-smooth, complex and well-rounded.

In addition to classic gin notes of juniper, citrus and flowers, McQueen and the Violet Fog features six signature botanicals found in no other gin in the world. From basil leaves handpicked in India to Portuguese rosemary, Mediterranean fennel seed, calamansi from the South Pacific, star anise native to Vietnam, and acai locally grown in Brazil, each helps bring a unique element to this extraordinary gin.

“With McQueen and the Violet Fog, we’re proud to unveil what we see as the next generation of gin,” says Brett Berish, CEO of Sovereign Brands, owner of McQueen and the Violet Fog. “McQueen and the Violet Fog reveals something new with every sip: heat, spice, juniper, herbal, citrus and floral notes, all the touchstones of gin, balanced perfectly.” www.mcqueenvioletfog.com

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Prevention is the best cure Iain Clunie discusses the best way to serve up collaboration in the kitchen in order to tackle the issue of food waste

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Food waste

F

ood waste is a global problem with serious implications that requires serious solutions from governments, food businesses and environmental organisations. In the kitchen, combatting food waste also requires a team effort.

Since leaving my career as a Chef behind, I’ve swapped serving up three course meals for heading up the Food and Drink team here at Zero Waste Scotland. Yet the significance of collaboration has only grown stronger.

Scotland’s relationship with food and drink is vital for the economy as the industry creates wealth and jobs. But like most relationships, it isn’t perfect.

Tackling the scale of wasted food in our society becomes an economic, environmental and moral imperative when there’s so much on the line.

As the sector grows, so too does the issue of sustainability. Food waste can be costly for businesses, but with research suggesting that up to 75 per cent of this could be avoided, handling food more efficiently can unlock big savings.

Unnecessary loss is bad news for the planet as well as profit margins since food waste is also a significant source of carbon emissions. The consequences of food waste can also be felt at every stage of the supply chain. Estimates suggest that over a staggering £200 million could be saved through food waste prevention in the hospitality and food services sector alone.

We are committed to meeting the Scottish Government’s target of reducing food waste by a third by 2025,

Iain Clunie

putting Scotland on track to meet the UN’s sustainable development goals. We are working with Scotland’s food and drink sector to help make it happen.

Take the Auchrannie Resort in Arran.

They were keen to identify practical opportunities for reduction of food waste but weren’t sure how, so that’s when we got involved. There is huge scope for businesses like them to save on food waste as they have multiple restaurants on site. At the Auchrannie, all three of their restaurants serve a variety of food, made up of a long list of ingredients with varying serving sizes.

Their kitchen processes, food waste levels and the current methods of waste disposal were assessed by our waste prevention advisors. We involved staff working at the resort as much as possible to help build our understanding of where food waste was being produced.

A significant contributor was the 27 tonnes per year of used cooking oil generated in the kitchens, with 160 litres collected for disposal every two days. In the kitchen, every drop of used cooking oil counts towards food waste levels, yet it’s not always possible to cut it out completely. The audit led to a number of recommendations for reducing or preventing their food waste. The key recommendation was to purchase new oil fryers which continuously filter the oil.

When deep frying, food particles can break free, contaminating the oil and meaning the oil has to be replaced on a regular basis. However, a fryer with

integrated filtration circulates the oil through filters during use. These filters remove the food particles from the oil, preventing the build-up of unwanted carbon particles without altering the flavour. This extends the life of the cooking oil and can reduce oil usage by up to 50 per cent. As a result of these changes, the hotel reduced their oil consumption by 13.6 tonnes.

The savings on purchase costs were equally impressive. The Auchrannie Resort saved £14,600 in annual oil purchase costs, which shows that staggering amount food businesses can save just by making some simple changes.

Upgrades can be a tricky subject for businesses as it can be expensive to cash out at first. The resort was able to receive capital cost through Zero Waste Scotland’s Resource Efficient Scotland programme via the Waste Prevention Implementation Fund.

Auchrannie Resort received £14,500 in funding for five new fryer units with integrated filtration. This allowed the resort to take advantage of the potential food waste savings at no upfront cost or risk to the business. The hotel will be able to fully pay off the loan amount in just one year thanks to the new fryers, which shows there’s no trade-off between doing the right thing for the planet and your business.

None of this would have happened if Auchrannie Resort did not recognise their own environmental impact and take steps to reduce it. The best way to tackle food waste is to prevent it.

That’s why the focus for the future is on making changes throughout our food system so we all waste less food. D Iain Clunie is Programme Manager for Food and Drink, Zero Waste Scotland. Zero Waste Scotland exists to create a society where resources are valued and nothing is wasted. Its goal is to help Scotland realise the economic, environmental and social benefits of making best use of the world’s limited natural resources. http://zerowastescotland. org.uk

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Different approach

As AI moves into the real world, it is critical to understand the legal implications of this new world order, says Mark Pearce

C

onversations surrounding artificial intelligence (AI) have permeated every industry. How can this new technology be implemented, what new regulation can we expect to see, how could it increase productivity and efficiencies within business and how will it impact the future of work?

The blame game A key issue with AI will be allocating responsibility when something goes wrong. Where will responsibility lie when an autonomously driven tractor leaves the field and causes damage

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or injury to adjoining property, nearby onlookers or animals? Who will we blame when an AI robot that is responsible for clearly displaying allergens on a product mislabels the item, causing the consumer to have an allergic reaction? Because a chain of different participants is involved, careful risk allocation is needed.

Blame could be assigned to the software developer that created the AI for use, to the hardware manufacturer for faulty assembly or to the service provider interfacing with the client.

At the same time it may be that fault lies with the end user - the farmer or

Artificial intelligence insurance landscape in the future.

Moving from the current model of ‘detect and repair’ to ‘predict and prevent’ will cause disruptive change in the insurance market. Providers will need to position themselves to understand, embrace and respond to this rapid pace of change.

Your data or mine?

manufacturing plant who potentially input information incorrectly, leading to a mistake. Finding the root of any incident is a difficult business.

This leads on to a further consideration; to what extent can responsibility be properly allocated in agreements along the links in the chain? To some extent we expect risk to be apportioned by statute, with legal agreements filling the gaps. Once responsibility for different kinds of incidents are allocated, I expect to see a rise in tailored insurance policies designed specifically to cover AI. This will likely lead to a vastly different

On the flip side, it is still up for deliberation who will reap the rewards when AI performs as it is designed to. For example, when using machine learning to manage a crop the technology will improve over time, as it acquires knowledge with use. New processes, algorithms and data will develop. Who will own these assets?

They could belong to the system developer, allowing them to enhance their offering and sell improved products and services to other customers. Alternatively, control could rest with the end user, to use this information exclusively for competitive advantage and an increased ability to switch to a new provider.

These specifics can be controlled by negotiating contracts much as we do now, building in these additional considerations. The main difference being that in contractual discussions parties know what would be considered standard in a particular industry. An accepted approach has not yet developed for this technology and providers of AI are likely to put forward differing terms and conditions. We are still some distance away from a widely accepted approach, with some customers owning their own rights and others finding they must simply take what is offered by the supplier.

Setting the standard Some are calling for international co-operation to establish consistent norms for AI. A European Parliament analysis of robotics called for specific legislation and oversight for robots and artificial intelligence. The issue has also reached the agenda of the G7 and we can expect to see increasing efforts to agree an international approach.

The European Commission has followed this with a strategy paper showing how some existing legal structures can be adapted to support and frame AI development. Existing law on product safety and liability, cybersecurity and data protection go some way towards a framework within which AI can operate. These areas of law will be assessed and developed to fit developments in AI, as well as IoT and robotics.

I expect that an international consensus will develop but perhaps not as soon as some may think.

Ultimately these norms will need to be solidified so that creators and users of the technology can benefit.

What is clear is that the issues are international. It is easy to imagine food produced in a plant in the UK being exported to Europe, having been produced with robotic equipment made in China running American software.

Altogether AI is an exciting technology with seemingly limitless implications and benefits. It is set to challenge the ways in which we work, reinvent tasks that have remained largely untouched for years and drive our society forward. This is set to touch every industry, not least the food and agriculture sector. By forcing us to think differently about the future of work, AI will prompt us to think differently about the future of law. D

Mark Pearce is a Partner at Mills & Reeve, a national law firm with more than 500 lawyers and 900 staff across six UK offices. It is one of the most successful law firms in the UK as a result of its highly commercial approach, outstanding client service, the quality of its people and its collaborative culture.

It is also the only firm to have been named in the Sunday Times 100 Best Companies to Work for 15 years running, and 97 per cent of its staff would recommend Mills & Reeve as a good place to work. www.mills-reeve.com

www.foodchainmagazine.com 15

Discover a taste of tomorrow W

The countdown is on to the 21st edition of the iconic International Food & Drink Event (IFE) which is being held at ExCeL London on 17-20 March 2019

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elcoming both British and international buyers, the UK’s leading and largest food & drink industry event is a truly global affair, bringing together 27,000 attendees with 1350 food & drink manufacturers from 111 countries.

With many brands using IFE 2019 as a platform to launch new products, the biennial event is the perfect place for buyers and suppliers looking to explore a taste of tomorrow and discover cuttingedge innovations in the industry.

IFE 2019 will look in detail at the exciting trends that are key for the industry this year and beyond. These include health & wellbeing and the ever-growing plant-based movement, as well as sustainability, craft & artisan and emerging international foods.

As part of the four-day event, the Talking Trends stage is expecting an impressive line-up of speakers, including

newly announced industry experts such as Ella Milla, Founder & Brand Director at Deliciously Ella and Damien Kennedy, Founder & CEO of Wheyhey – naturally sugar-free ice cream and brownies.

Visitors can look forward to thoughtprovoking and insight driven content on key challenges facing the food & drink sector like Brexit, the sugar tax and sustainability. With IFE 2019 taking place only 11 days before the UK is set to leave the EU, sessions promise to be challenging and informative for all who attend.

Ambassadors To ensure all visitors – whether chefs, distributors or buyers – are given an unrivalled experience at IFE 2019, the event has announced it is collaborating with six industry experts to help build the best and most insightful IFE for buyers and producers alike. The experts – who

Exhibition Preview: IFE 2019 collectively bring over 100 years’ worth of industry experience to the table – will work with organiser, Fresh Montgomery, to identify trends, build insights and share industry knowledge to shape the event.

The IFE 2019 ambassadors are: • Christopher Faulkner, Founder & Director, The Food Service Expert • Sandra Sullivan MBE, Director, The Food & Drink Exporters Association • Tony Kitous, Founder & Creative Director, The Comptoir Group • Milena Lazarevska, Head of Origination, Future Brands, Sainsburys • Kate Houssaye, Quality Manager, New York Bakery Company Ltd. • Sarah Whiddett, Head of Insight & Customer Experience, Bidfood • Christine Tacon CBE, The Groceries Code Adjudicator

The World Food Innovation Awards The event will also play host to the prestigious FoodBev World Food Innovation Awards, in association with IFE. These awards are a celebration of creativity and excellence across every category of the global food industry.

As the longest-running and most established awards scheme in the industry, these awards are a fantastic way to ensure food brands gain global recognition.

There are 27 awards to win, covering everything from products, packaging to waste & sustainability and the winners

will be announced at a special awards ceremony at IFE on 18 March 2019.

Exciting new products Many of the exhibitors will be using the event to launch new products, making IFE 2019 one of the only places to experience the best of what the food & drink industry has to offer across the

globe. Here is just a selection of exciting product developments expected at the event:

Meet The Jackfruit Established in 2016, Meet The Jackfruit (MTJ) Nutrition is a range of natural and organic superfoods, powders, supplements, coconut oil and beauty products. MTJ is passionate about bringing its products to the market in the most sustainable way possible and as such, is one of the first companies to launch its own Farmers Union. The Farmers First Alliance is a fund to help teach MTJ’s farmers the best practices in organic farming. Five per cent of the company’s profits go to the cause and provides free education and healthcare benefits to the farmers’ families. More information will be available on MTJ’s stand N2372.

Franco’s Ices The ultimate indulgent treat, Franco’s Ices creates a range of premium ice creams and lollies and will be unveiling its newest flavours at IFE 2019. These include Gelato Uno Ferrante, hazelnut gelato fused with wafer and hazelnut pieces; Gelato Uno Mango & Blood Orange Sorbet; Lemonicious ice lolly made with cheesecake flavoured ice cream with lemon sauce and coated in white chocolate; and Orange Cookie Crunch ice lolly dipped in chocolate coating and black cookie pieces. All available to try on stand S2700.

Sweet Revolution Sweet Revolution is aiming to shake up the hot drinks market with its range of superfood lattes. Made using ethicallyproduced and organic ingredients, the range is available in instant and Barista Blend varieties. On stand N2375, visitors will be able to find out more about the alternative flavours including Beetroot, Chicory, Matcha, Reishi Chai and Turmeric Lattes, as well as vegan coconut milk powder.

For more information on IFE 2019 and to register for free, please visit: www.ife.co.uk

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CD19_a4_advert_PACKAGED.qxp_CD66 A4 13/12/2018 14:33 Page 1

THE ONLY DEDICATED SHOW FOR THE CASUAL DINING SECTOR

Book your FREE trade ticket at www.casualdiningshow.co.uk using priority code CD66

“Casual Dining unites our industry in a truly powerful way – I am sure it will continue to be unmissable as it moves to ExCeL.” ZOE BOWLEY, MANAGING DIRECTOR, UK & IRELAND, PIZZAEXPRESS

@CasDiningShow #CasDining19

Exhibition preview – Casual Dining Show 2019

Casual Dining Show 2019 The industry prepares for biggest ever Casual Dining event on the 27-28 February 2019 at London’s ExCel

T

he UK’s biggest restaurant, pub and bar event of the year, Casual Dining takes place at the new venue of ExCeL London on 27-28 February.

Its compelling line-up will include a record 220 exhibitors, plus 50 speakers appearing in 25 free business seminars across two dedicated keynote theatres (both sponsored by Yumpingo).

Already known for being a magnet for top buyers from across the casual dining sector (it welcomed 4800 attendees in 2018) it’s aiming to raise the bar yet again. Its new, larger venue will accommodate even more exhibitors, an additional Keynote theatre, and more specialist show feature areas (including a new Scotland Food & Drink Pavilion, alongside the returning Craft Beer & Cider Zone and Artisan Spirits Lounge).

New venue, new trends An unprecedented 220 exhibiting companies – from the biggest to the newest names serving the UK’s restaurants, pubs and bars, are preparing to showcase 1000s of innovations at this year’s event.

The only dedicated event for the sector, Casual Dining’s 5,000+ attendees will be able to see and sample more on-trend products and services than ever before.

Event manager Eva Ellis explains: “Casual Dining has proved itself year

after year to be an essential visit to see what’s new and compare the latest products from leading and emerging suppliers.

“Now for 2019, at its new home of ExCeL London, it’ll showcase its biggest and most eclectic exhibitor line-up yet. Around one in three are new to the show, including big names like Scotland Food & Drink (who are hosting a new pavilion), Diageo, Honest Drinks by Coca-Cola European Partners, Hellman’s, Deloitte, Futura Foods UK, and Epson UK. “Everything that casual dining operators need to run their businesses successfully will be on show at Casual Dining. That’s why the biggest, most influential buyers and decision makers in the business annually attend, and that’s why they say: it’s unmissable.”

Some of the world’s best-selling beer and cider brands are also now confirmed, including Heineken UK – Blade, Carlsberg UK, and Molson Coors (whose portfolio includes Carling, Coors Light, Staropramen, Cobra, Grolsch, Doom Bar and more).

Free keynotes Thanks to the addition of a second Keynote Theatre for 2019, visitors will also be able to enjoy even more great content from some of the industry’s most inspiring business leaders.

Among the big names announced

so far are five CEOs, including Casual Dining Group’s Steve Richards (who oversees brands including Bella Italia, Café Rouge and Las Iguanas), Brewdog’s David MacDowall (CEO of Retail), and UKHospitality’s Kate Nicholls.

Jon Knight, head of Jamie Oliver Restaurant Group, whose opening day Keynote last year was widely covered in the national and trade press, will also be back at the show to discuss the brand’s refresh 12 months on.

Plus, Mark Jones, CEO of Carluccio’s, who will be making his much-anticipated Casual Dining speaking debut. Industry leaders and influencers from Dishoom, wagamama, Mowgli, Pizza Hut Restaurants UK, The Alchemist Bars & Restaurants, PizzaExpress, Mitchells & Butlers, Loungers, and Oakman Inns have also joined the show’s high-profile Keynote line-up.

Free advance trade registration Casual Dining will take place at the new venue of ExCeL London on 27-28 February 2019. Entry to the show’s two Keynote Theatres is free with advance visitor registration.

To find out more and to register for your free trade ticket, visit www. casualdiningshow.co.uk and use priority code CD66.

www.foodchainmagazine.com 19

TasteTest

Nice nibbles Founded by sisters Gracie & Sophie Tyrrell, Squirrel Sisters is a UK health and wellness company with a range of award-winning, 100 per cent natural snacks, now available in four flavours: Cacao Orange, Cacao Brownie, Raspberry Ripple and Coconut Cashew.

Having launched its snack bars in November 2015, the brand has now brought out share bags, to give people another option for when they are looking for healthy treat alternatives.

Squirrel Sisters’ award-winning raw

bars are gluten- and grain-free, vegan, with no added sugar - the sisters only use whole dates to bind and sweeten their products, meaning the bars also contain fibre, vitamins and minerals. www.squirrelsisters.com

almonds & sunflower seeds… all rolled into healthy bars. Fab packaging, too.”

“I tried all four flavours, and they all had a good texture, nice and chewy, and the portion sizes were ideal for a snack,” said our first tester. “I loved Coconut Cashew,” added our second reviewer.

“Every ingredient is a favourite dates, cashews, coconut, sultanas,

Healthy indulgence www.Califiafarms.com

One of the fastest growing natural beverage companies in the US, Califia Farms is now stocking new dairy-free plant milks and cold brew coffees in Sainsbury’s supermarkets and convenience stores.

Cold brewing has long been on the radar of coffee connoisseurs, not only for its full flavour and smooth texture, but also for the added health benefits. Califia Farms’ proprietary process uses only 100% Arabica beans, which it steeps in cold water until all the complex flavours are released. The result is not only a superior taste that is less acidic than hotbrewed coffee, but a cup that offers more antioxidants than its hot-brewed equals.

The Team tried Califia Farms Mocha Cold Brew Coffee and Chocolate Coconut AlmondMilk Blend. Soy free, dairy-free, gluten free, non-GMO, kosher, vegan, BPA free, they contain 50% more calcium than milk and only 90 calories per serving. “I loved the Chocolate Coconut variety – it felt indulgent, with both the chocolate and coconut flavours coming through – the almond milk added a nice nutty background, too. The Mocha Cold Brew was really good too – a subtle coffee taste, and a good consistency - like an adult milkshake!”

Crackers about crackers Oatcake maestro Nairn’s has expanded its product portfolio with the launch of new Ancient Grain Oatcakes, Gluten Free Caramelised Onion Flatbreads and Gluten Free Cheese Crackers. The three new launches reflect the brand’s philosophy of producing delicious products that are simple, natural and wholesome. As with all of the Nairn’s savoury range, the three new products have no added sugar and are free from preservatives, additives and artificial ingredients. Furthermore, two are a source of protein, and all three are extremely versatile, working well with a variety of toppings.

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www.nairns-oatcakes.com

“The Ancient Grain Oatcakes were quite dense and didn’t have their own strong flavour, so were the perfect base for savoury soft cheese and a bit of tangy pickle, or sweet peanut butter and banana. A very easy way to increase my grain intake!” said our first reviewer. The Gluten Free Caramelised Onion Flatbreads were crispy with a rich onion flavour, that wasn’t too overpowering; perfect with some mature cheddar.

“The cheese crackers had a

great tangy flavour, very much an authentic real cheese taste. They were lovely on their own or with a good soft spreadable cheese. My favourite of the three!”

TasteTest

The vegan alternative

A UK first

While Veganuary is now in the past, the month was the ideal time to promote the choice of foods available to vegans from The Fry Family Food Co. The company offers a vast selection of frozen and chilled meat-free alternatives, pies and superfoods, with products available in store and online at Sainsbury’s, Holland and Barrett, and online at Ocado.

Alongside staples such as vegan sausages and burgers, The Fry Family Food Co. also brings added convenience foods such as Thick Cut Chunky Strips and even Golden Crumbed Schnitzel.

Snacking is taken care of too, thanks to Sausage Rolls and Slicing Sausage.

A couple of decades ago, Oatly had the original idea to create a nutritious alternative to milk without going through the body of a cow. Back then people thought it was crazy, but today, that idea seems really smart, especially for all the people out there looking for stuff with maximum nourishment and minimal environmental impact, to put in their bodies. Oatly’s brand new chilled range of creamy oat drinks is the latest result of all of that progressive non-cow thinking. Featuring Skinny, Semi and Whole, it’s just like the cow’s milk varieties, but without...the cows.

Anyone looking for a drop of skinny for a cup of tea, a bowl of semi for cereal or, a jug full of whole for home-baked muffins, Oatly’s dairy-free, soy-free and vegan-friendly milk alternative has the answer. As more consumers are swapping their cow’s milk for dairyfree alternatives, Oatly’s new range addresses a variety of needs, but doesn’t swap flavour for health. www.oatly.com

www.fryfamilyfood.com/uk

All of the meat eating testers on the team were highly impressed with products from The Fry Family Food Co. “Both the Hot Dogs and Burgers cooked amazingly quickly from frozen, and once placed in a bun with fried onions and sauce, they were practically indistinguishable from a normal frankfurter or burger. I would miss the cheese and mayo though – I’m

definitely a failure as a vegan.”

Added our second tester: “The vegan sausage rolls had crisp pastry, a lovely aroma to them and a nice herby taste, while the vegan slicing sausage was a great substitute to ham, perfect in a sandwich, and with a surprisingly meaty texture. The Vegan Schnitzel was great topped with salad and onions in a roll – I wouldn’t have known it was a vegan product.”

“The Thick Cut Chunky Strips made a great stir fry with mushrooms, peppers and onions - they were very easy to use and had a good texture, as well as working with other flavours.”

Feeling refreshed Rejuvenation Water, a plant-based protein amino acid enriched spring water is now one of the fastest growing drinks brands in the UK. Its range of healthy, functional spring waters contain between 5g-10g of plant-based protein amino acids per bottle, no added sugar and are vegan. These amino acids are naturally occurring compounds, the building blocks of protein which are formed during the digestion process.

The amino acids in Rejuvenation Water help fuel the immune system, aid protein absorption and promote healthy cognitive function. Available in three flavours - Apple & Mint; Ginger & Lime; and Spanish Orange - Rejuvenation Water comes in a 500ml fully recyclable PET bottles. www.rejuvenationwater.co.uk

The Team found that the Rejuvenation Water flavours were very well blended – not too weak, but not overpowering. This

was especially true of the Ginger and Lime variant, which was described as ‘the perfect strength’. “As a ginger fan, I loved this, and drank three bottles! It was very refreshing and had just the right amount of warming ginger.”

The Orange flavour had an authentic citrus tang, and the Apple and Mint was more grown-up; definitely tasting more like an apple juice than a squash.

“It’s great to get some added health benefits at the same time as upping my water intake,” one reviewer commented.

“The Oatly whole milk definitely had a creamy aspect to it, and while it didn’t froth well on my coffee machine, it did make a lovely addition to my morning coffee. I then got a double hit of oats from making my morning porridge with the Oatly skinny, which had a thicker, less watery consistency than the usual soya milk I use, and made a lovely texture of porridge,” said one tester. “I had the semi Oatly milk hot on my Weetabix, and found it the closet alternative to dairy milk I’ve tried. I might be converted!” added another.

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KFC UK & Ireland

Thinking outside of the box Famous the world over for its ‘finger lickin’ chicken’, KFC has bold ambitions for its UK & Ireland restaurant estate which it is meeting through an innovative growth strategy

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I

‘

t was in 1965 that the Kentucky Fried Chicken (KFC) concept was first introduced to Britain, with its first restaurant opening in the city of Preston. Since then, KFC has expanded its UK and Ireland restaurant network, closing out 2018 with no fewer than 943 locations and boasting sales of over £1 billion per year. In 2018 alone, the business experienced a growth rate of 33 net new stores (43 gross), which was the highest it had experienced on these shores in some 15 years. Like any good brand, however, KFC’s growth ambitions go further than its presentday success, with a clear target in place to have over 1000 restaurants in the UK and Ireland by 2020.

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Looking at our market plan, the evolution of our model means that we are now able to identify over 500, what we call, ‘vacant trade zones’ of opportunity, which are areas where the population is strong enough, where traffic counts are impressive and where we believe there is an economically viable chance to develop out the KFC brand

The person tasked with meeting this goal is KFC UK & Ireland Chief Development Officer, Chris Holmes. “My primary responsibility is to successfully grow love for the KFC brand and to drive access to our restaurants by opening somewhere in the range of 40 and 50 new locations per year,” he details. “We estimate that we currently penetrate about a third of the UK population, which means there are still a huge amount of people that haven’t tried our chicken yet. We are working flat out to reframe the brand to attract these people, by confidently finding our voice in today’s culture, building new missions and evolving the perception of KFC, whether that be through the introduction

KFC UK & Ireland of new technology, the championing of our fresh, hand breaded chicken and the increased nutritional value of our food, making it easier for our teams to deliver incredible service, or by making improvements to the entire customer experience when entering one of our restaurants.”

In order to truly appreciate how the KFC brand is confounding the perceived challenges of today’s macroeconomic environment we need to look at how its growth strategy has become increasingly more inventive in recent years. However, as Chris goes on to explain, we first have to examine how the brand’s development model used to work. “In the past, it used to be the case that opening a new KFC store required a half-an-acre plot of land upon which to build the restaurant itself, a drive through facility and ample car parking spaces. While this economic model proved extremely

compelling at the time – remember we continue to have over 450 very successful drive through locations within our estate – as the years have passed, competition for land has intensified hugely, which has led to us looking again at what we internally refer to as our ‘market plan’.”

Smallbox format

LITEtask LITEtask is an independent lighting design company with over 40 years’ experience in the lighting retail sector. Our in-house lighting team can deliver you a comprehensive lighting scheme that will enhance your store or restaurant.

Having worked with KFC for over 15 years on the design and supply of lighting to their restaurants, we are delighted to still be their nominated lighting partner.

We continue to give KFC our expertise and knowledge as they look to expand their portfolio to over 1000 restaurants by 2020.

Now that’s ‘finger lickin’ good’ for everyone.

This plan, Chris tells us, is essentially a sophisticated map that delineates the areas where KFC is present and those where it has the potential to move into. “Looking at our market plan, the evolution of our model means that we are now able to identify over 500, what we call, ‘vacant trade zones’ of opportunity, which are areas where the population is strong enough, where traffic counts are impressive and where we believe there is an economically viable chance to develop out the KFC brand,” he says.

www.foodchainmagazine.com 25

The key to so many opportunities being present has been the creation of KFC’s ‘Smallbox’ urban restaurant format. A relatively new concept for the brand, Smallbox delivers KFC’s smallest footprint yet, utilising a unique design to fit a restaurant within a 1000sqft space, while still offering customers the great KFC experience they have come to expect. “Previously, the only way we knew how to play in city centres, for example, was to obtain large units with room for 150-odd seats, which would invariably cost a lot in terms of rent,” Chris states. “What the Smallbox format now allows us to do is innovate in terms of size, without compromising on location and at a fraction of the cost.

“We have found this asset model to be a fantastic success, with 23 locations opened in the last two years, which has given us access to some excellent high street locations throughout London, in city and town centres such as Birmingham, Liverpool and Oldham, and even within Manchester Airport. Meanwhile, the brand’s ability to speak to everybody means that our Smallbox locations have been able to thrive by targeting groups of customers specifically seeking convenience, whether that be shoppers

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KFC UK & Ireland

on the move, university students, commuters or office workers.”

‘Car-wash’ KFC In addition to spearheading the growth of KFC UK & Ireland’s estate, Chris is also responsible for the development of the physical environment of the restaurants themselves. “You have to stay relevant. So, on average, we look to update the design, look and feel of our brand every three years, and we typically undertake anywhere between 150 and 200 restaurant remodels per year,” he reveals. “As such, there is a constant heartbeat of evolution happening throughout KFC UK & Ireland. The latest redesign of the KFC brand launched at the tail-end of August 2018, and we hope to see it adopted in some 200 of our locations by the end of 2019.”

In the meantime, Chris and Team KFC are continuing to investigate ways to diversify the customer experience further. “This work comes in all sorts of forms, from our increased use of self-service kiosks, to our relationships with our delivery partners at Just Eat and Deliveroo,” he states. “In time, I think you will hear us talking more about things like Click and Collect, what

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created a fully validated restaurant design that fits within roughly 750sqft of space, complete with a walk-up window, full kitchen and a sweep-past drive through window. If a standard KFC Drive through would take out around 70 car parking spaces of floor area, this would only need 18.

Needless to say, this is something we are very excited about!”

Continued innovation

table service means for a restaurant model like ours, and whether there is a kerbside equivalent to this that we could potentially roll out in the future.

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One other thing that we are excited to be developing also is what I like to call a ‘car-wash KFC’ concept. Working with a large petrol station operator we have

As well as driving the growth and evolution of KFC in the UK and Ireland, Chris’ ever-filling plate has recently been added to further still, as he is now relishing the opportunity to replicate said growth in Western Europe. “In countries such as France, Germany, Spain, Italy, the Netherlands and others, we currently have a combined total of around 550 KFC restaurants, meaning there is huge room for expansion, particularly when we start

KFC UK & Ireland to experiment with different capex models and structures,” he enthuses.

“We will also be looking at how we can extend our franchisee base in Europe, identifying the right partners to work with in each market. The success we have seen in the UK has been entirely driven by our talented franchisee growth partners, many of whom have been with us for over 30 years. Over 20 of our 35 franchisees built a new restaurant in 2019. It is these kinds of collaborative relationships that we are working to replicate to bring our chicken to the people of Europe.”

With Chris having just returned from KFC UK & Ireland’s Restaurant Manager Conference, held at the International Convention Centre (ICC) in Birmingham, at the time of our conversation, it was as good a time as any to ask him what the immediate plans are for KFC, from a development perspective. “I think the

continued innovation we put into our assets is going to be really exciting going forward, as will be witnessing the growth of our existing and new franchise partners,” he adds. “Seeing the jobs that our new restaurants are helping to create is phenomenal and is what really motivates us, but we know we still have a lot of work to do to get

to that 1000 restaurant mark. We have a large number of potential future sites in the pipeline, more so than this time last year, we just need to make sure that we retain the focus and discipline to ensure that we deliver the right sites in the right places, and with the right partners.” D www.kfc.co.uk

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Thirst for knowledge Through respect for history and recognised responsibility for the future, Thatchers Cider has become a byword for quality in the UK cider market

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Thatchers Cider

F

or four generations now, the owners of Thatchers Cider have been guided by the notion that each of them is just the temporary custodian of the business, carrying a responsibility to safeguard it and leave it in the healthiest possible condition for the next generation of the Thatcher family. Suffused with this overwhelming sense of duty displayed by its leaders down the years, the cider making company has thrived for over a century now, spearheaded by visionaries with a genuine obsession for quality and ceaseless desire for improvement.

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Established in 1904, Thatchers has grown exponentially under each generation, demonstrating willingness to create and embrace change when necessary, and adapting successfully to dynamic market requirements. “In 1970, John Thatcher, the father of our current owner Martin, took the business from his father and elevated it to the next level, in terms of making it more scalable and applying more advanced techniques in developing the orchards,” begins Chris Milton, Off-Trade & Export Sales Director at Thatchers.

“From 1998 onwards, Martin has been at the helm and his shrewdness has helped us grow at an incredible rate since the beginning of the century.

To back this claim with real figures, our turnover in 2006 was just about £6 million, while at the end of 2018, we achieved a turnover of over £100

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million for the first time in our history,” he continues.

“If there is a secret to the great taste of our ciders and to the success of the company as a whole, it really comes down to our aspiration to be the best in every single aspect of our work. We always make sure that we have access to apples of the highest quality, employ the best people, and operate the most efficient machinery. On top of that is our insatiable thirst for knowledge and commitment to learning everything there is to know about the process of making cider.”

Sought-after ciders Putting all these facets together, Thatchers has been able to repeatedly create world-class end products and Chris is convinced that the brand has now been stamped on consumers’ minds as a synonym of uncompromising

quality. “I can refer to Thatchers Gold – our best-selling cider, which continues to grow, even though it is already a mature product. The fact that it is still gaining in popularity is clear evidence that our brand is valued highly and has established itself as a staple in consumers’ preferences.”

Going on to review some other particularly sought-after ciders in Thatchers’ range, he highlights Haze – a product introduced three years ago. “It is a cloudy premium cider crafted with Discovery, Falstaff, Gala, and Jonagold apples, with the juice of the latter bringing the naturally cloudy appearance to the cider. The whole concept has been very successful and we are experiencing considerable growth in demand both in the on- and off-trade segments. Furthermore, this year, we have introduced a brand-new Rosé cider for which we have already

Thatchers Cider

had an excellent initial uptake,” he rejoices.

“Currently, the business is growing at about 15 per cent year-on-year, ontrade and off-trade combined, with the latter moving at a slightly quicker pace.

Traditionally, brands in the UK that have gone on to become really successful, tend to have started on the on-trade, and then transferred this success to the off-trade segment,” Chris explains.

“With pubs being social environments associated with having a good time with your friends or family, visitors start to be keen on recreating these experiences at home. As a brand, we have done such an amazing job working in the on-trade, supplying the major pub companies and a lot of the regional breweries, that consumers want to be able to taste our products at home, as well.”

Chris also predicts that Thatchers will remain a step ahead of the competition,

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thanks to the prevalent ongoing trend of premiumisation. “We are recognised for producing the best cider in the world and customers are prepared to pay that additional amount of money to acquire our products, so we are already capitalising on this shift in preferences.

In addition, there is an increased focus on provenance, as consumers today are aiming to establish a stronger connection with their brand of choice, placing emphasis on where a product comes from and how it is made. They want authenticity and this is exactly what Thatchers can offer them – we can draw upon our century-old tradition of making high-quality ciders, whilst employing sustainable and eco-friendly practices,” he introduces a topic that has, in recent years, become central in the company’s considerations.

“We are completely aware that we have a responsibility towards the environment. For this reason, in

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November 2016, we invested in an end-of-line packer for our new canning line that enabled us to get rid of all the plastic hi-cones, replacing them with fully recyclable card packs,” Chris reveals. “It was a considerable investment, but we felt this was the right decision. We worked very closely with WestRock to develop the machine, which, to this day, remains the only one of its kind in the world.”

Plans for expansion Moving forward, Thatchers will be working hard to ensure it will continue

adi Group adi Group is the proud partner supporting Thatchers’ long-term vision in engineering its infrastructure and manufacturing processes.

Thatchers’ bold but achievable growth aspirations require adi Group to consider its engineering needs not just today, but also for many decades into the future.

It is an exciting time for Thatchers, and adi Group is both proud and grateful to be contributing to the next chapter of this iconic family business.

its impressive growth. In achieving this task, the company hopes to draw the support of its growing export activities.

Although export accounts only for three per cent of Thatchers’ turnover at the moment, Chris is certain that international trade will develop fast in the coming years.

“The UK alcohol market is already quite mature. Besides, there seems to be a decline in overall alcohol consumption in the country, which means that we have to seek international expansion. We are targeting 20 markets that all differ from each other. There are the regions you can get into, like Spain, where a lot of British expats live and where millions of British tourists go on holiday every year. However, there is also China, which is a huge market, but where cider is not very well understood just yet,” he analyses, adding that Thatchers knows it has to probe patiently in the

Thatchers Cider next decade, trying to develop the cider market in some of its selected countries virtually from scratch.

Finally, Chris takes the time to accentuate the company’s efforts in attracting, training, and hiring young people. “If we want to have a sustainable business, it is necessary to grow our own talent who understand the ethos of the company,” he maintains.

“Last year, our Apprenticeship Academy won the IGD Employability Award for the work we did with schools, colleges, and universities that culminated in us employing 14 youngsters in multiple

disciplines across the business.

“We take pride in providing our apprentices and graduates with real opportunities that can be an ideal start to their career, and we are happy to observe the fabulous return we get from these talented individuals. We have just held our inaugural Careers Day attended by over 50 youngsters, along with their parents, and we are already working on the next intake of apprentices, which will take place in September,” he concludes, airing his excitement for the bright future of the company. D www.thatcherscider.co.uk

WestRock WestRock provides packaging solutions designed to give its customers a winning edge in the global marketplace. WestRock partners closely with its customers to deliver the best value on everything from paperboard, used for a wide variety of packaging, to specialty packages and packaging machines. Every day, WestRock’s 50,000 team members combine practical innovations and rigorous execution in more than 250 operating and business facilities across North America, South America, Europe and Asia-Pacific, to deliver products and services that answer unique local needs.

www.foodchainmagazine.com 35

Quality is everything Specialising in acquiring and managing high-quality, contemporary pubs with rooms across the North of England, The Inn Collection Group has secured the financial backing to embark on an exciting period of expansion over the coming years

Sean Donkin

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T

o put it mildly, 2018 was a unique year for the hospitality and food and beverage industry. What began with the arrival of the winter storm dubbed the ‘Beast from the

East’, with its snow drifts of upwards of ten-feet and subsequent flooding, was followed some months later by one of the hottest summers on record.

Together, these and other unconnected events created what Sean Donkin,

The Inn Collection Group

Managing Director of The Inn Collection Group, rightly describes as a ‘testing’ period for the entire market.

It was most certainly not the case of 2018 being all doom and gloom however, as Sean – whose company

proudly operates an expanding portfolio of inns across the North of England – goes on to detail. “As a Group, we negotiated the past year very well indeed, with one of the main reasons for that being the multiple offer we have in terms

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Perfe�tly balanced: our new Danish Pilsner Bhavya Mandanna, Master Brewer at Carlsberg UK, explains what makes our new perfe�tly balanced Danish Pilsner be�ter than it’s ever been.

Bhavya Mandanna – Master Brewer, Carlsberg UK

The pursuit of be�ter Our founder and first brewer, J.C Jacobsen, was driven by the constant pursuit of be�ter. When he set up the Carlsberg Brewery in 1847 he had one purpose; to make be�ter beer. He also established the Carlsberg Laboratory, which still stands today to ensure that beer development, through science, would remain at the heart of Carlsberg.

Jacobsen chose , which translates as ‘always burning’, as his brewery’s mo�to and this restless search for be�ter still drives Carlsberg brewers to this day.

At Carlsberg UK, we’ve always been proud of the beer we brew, however, driven by our founder’s mo�to, this year we’re launching a brand new Carlsberg Pilsner. It has been a huge proje�t that has meant significant investment in our ingredients and brewery. We are delighted with the result, but the best news is – consumers are too!

Rebrewed from head to hop From consumer feedback, we knew that drinkers enjoyed the light and refreshing qualities of Carlsberg and in blind-taste tests we performed well. However, there were also some aspe�ts of the brew that we felt could be improved in order to meet the demands of the modern-day beer drinker.

In cra�ting our new beer, we wanted to deliver a fuller mouthfeel and a greater depth of flavour, whilst still retaining the core DNA at the heart of our current brew. We also wanted to ensure that we could deliver a consistently enjoyable beer experience for our consumers, no ma�ter what the occasion, place or weather.

To achieve this we first enhanced the body of the beer by modifying our mashing process in the brewhouse and then our fermentation process.

We supported this with a greater depth of flavour by li�ting the bi�terness with a blend of bi�tering hops in the brewhouse to balance the sweetness. In doing this, we’ve cra�ted a perfe�tly balanced Danish Pilsner beer with a very smooth taste.

But we didn’t stop there. We also wanted to give our beer a unique flavour profile and so developed a unique blend of aroma hops that deliver light citrus and floral top-notes and a “moreish” hoppy a�tertaste that leaves you wanting another sip.

We’ve done all of this whilst maintaining the light and refreshing nature of beer and holding the ABV at 3.8%!

A be�ter Pilsner The result of this development is a perfe�tly balanced Danish Pilsner, which delivers:

• A fuller mouthfeel • Greater depth of flavour • Crisp bi�terness • A distin�tive hop aroma Proud to be supplying…

The Inn Collection Group of providing high quality food, liquor and accommodation under one roof,” he says. “We have also always been a business that is prepared to adapt and respond to where we see demand, ensuring that we never stand still.”

Sean continues by explaining how, while market conditions do change, customers of The Inn Collection Group have retained the viewpoint that value for money is key when it comes to their choice of place to visit. “We have three core trading principles of ‘offer, environment and people’, by which we believe that, so long as our offer is what the customer expects, is found in the correct environment and delivered by right people, then we will never go too far wrong,” he states. “At The Inn Collection Group, we understand that if a customer comes into one of our sites that they automatically expect a certain level of quality and service, and our primary focus always has to be about matching those expectations. Be it the food we serve or the accommodation we provide, we are consistently looking to achieve best-in-class designation in our chosen geographies.”

In September 2018, for instance, the Group unveiled the stunning, 24-bedroom, lake-side Waterhead Hotel, situated near Coniston Village in the Lake District, as a new addition to its collection. “Set in four-acres of landscaped grounds, the Waterhead Hotel is a perfect example of what

we call our ‘target sites’,” Sean adds.

“Already recognised as a landmark destination in the Lake District, it also has great potential for expansion, and as we speak we are awaiting a decision of a planning application which will allow us to grow the hotel to 42 rooms and complete the process of bringing

Target sites Behind the scenes at The Inn Collection Group, 2018 was also a year of important developments, firstly in June when it was announced that it had successfully bought out its previous investors, Kings Park Capital, and secured the support of a larger private equity firm, Alchemy Partners. This was followed by the news that the business had secured funding from UK challenger bank OakNorth to enable it to open new sites, which has since been followed by additional capital to support its long-term expansion plans.

“In the case of Alchemy Partners, the sale of the business to them has been absolutely pivotal in allowing us to accelerate our growth and expansion to the levels that we want to achieve, at the right speed and with the very best support possible,” Sean enthuses.

“In the last six months alone this, as well as the funding from OakNorth, has allowed The Inn Collection Group to purchase new locations and make several existing estate enhancements.”

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the site into The Inn Collection Group model.”

More recently, the doors to the newest addition to the Group’s portfolio – The Amble Inn in Northumberland, have officially opened, with guests now being able to enjoy its 30 bedrooms, which is made up of a mix of family and twin rooms, its 150-seated restaurant and bar, and external terrace. “As we

speak, The Amble Inn is currently in only its third week of trading, and has got off to a flying start, turning over around £40,000 per week on food and beverages, which for this time of year is very solid indeed. Needless to say, then that, like the rest of our portfolio, we have very high expectations for The Amble Inn going forward.”

Central to the Group’s expansion

Crosbys & Scomac Catering Crosbys have dealt with the Inn Collection Group for over four years now, during which time we’ve designed and installed the kitchens at Commissioners Quay, Blyth. As such, Crosbys, and now with sister company Scomac Catering, feel best placed for provision for all future projects as the Inn Collection Group expands.

As part of Inn Collection’s ongoing expansion project at The Amble Inn, Crosbys supplied all of the front of house crockery, cutlery and glass, light kitchen equipment, chemical systems, paper and janitorial requirements.

Sister company Scomac Catering installed the brand-new kitchens, cold-rooms and locally manufactured stainless-steel fabrication and bars. Collectively they have brought expertise and brands to the group that are also committed and behind the Inn Collection Group’s expansion program.

Dedicated Crosbys and Scomac champions have worked closely with the Inn Collection Group team, and we feel we have demonstrated a ‘can do’ attitude, both maintaining and developing great relationships going forward.

Crosbys and Scomac are happy to support this well run and focused group, and wish them every success in the coming years, with a special mention to the Amble Inn. Here’s to a brilliant and successful 2019!

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plans for its portfolio is the aforementioned funding package of £10 million from OakNorth, which it intends to use to more than double its portfolio from nine to 21 sites by 2022. “As we look towards the future and how we intend to not only take on existing locations, but also bring new sites out of the ground, it is all the more important that we have a funder in place that is attune to the demands of our industry and what we need in terms of investment,” Sean says. “With the backing of Alchemy Partners and OakNorth, we can pursue potential new sites in the North East, as well as across the North West and down along the southern corridor of the Yorkshire Dales, as they arise.”

Meeting expectations Moving into 2019, Sean believes that the year ahead will see discretionary spend amongst customers remain

The Inn Collection Group restricted, and therefore it is all the more important that the Group’s locations are best positioned to take advantage of the opportunities that do occur. “At times, I think people can get a little hung up on concentrating on the weaker trading period, rather than focusing on the busiest ones. Our take on things is that if people decide they are going to go out on a Friday evening or for a Sunday Lunch, then we want to be there and ready to meet their requirements,” he points out. “This means making sure that our facilities meet the capacity needs this calls for, which is why we are committed to adding additional covers at

Laidler’s Foodservices Laidler’s Foodservices are proud to have been working with The Inn Collection Group for over ten years and looks forward to assisting with the many exciting projects ahead.

Covering the North East of England, Laidler’s Foodservice provides a complete, reliable service to keep the kitchens of the north in full swing – from fresh produce and dairy products, to essential cupboard stores, and even kitchen equipment.

our sites, but without compromising one bit on quality, service or the customer experience.”

In the eyes of many, 2019 does have the potential to be another tricky year ahead, with several unknowns to navigate, however Sean and his teams are prepared for most, if not all, eventualities. “Our job is meet whatever

comes at us head-on, innovating, changing and adapting accordingly in order to meet the expectations that our customers have of The Inn Collection Group. This is the approach that has helped us to thrive up until now, and I am positive that this will remain the case in the years to come.” D www.inncollectiongroup.com

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The Happy Egg Company

Egg-cellent quality

The Happy Egg Company plays a central role in introducing free-range, organic, and heritage eggs to the American market, having taken upon itself the task to promote effective best practices in raising happy hens to US farmers The Kent family

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O

ver the course of most of the 20th century, two English families, the Kent’s and the Dean’s, were gradually building their egg businesses. They merged in 2006 to create Noble Foods – the parent organisation of the company we are going to present to you today – The Happy Egg Company, focusing particularly on its US branch.

But first, a little more history.

A key development for the future US based Happy Egg Company was the expansion of the Kent’s family business.

Upon their marriage in 1949, Clifford and Margaret Kent began renting a farm in Cornwall and selling eggs to the community through their farm shop.

In 1984 their son Michael took over the business, and it was him who, in 2006, combined with Dean Foods to found Noble Foods. It is Michael who is building the companies US business today.

Three years later, Noble launched The Happy Egg Company, which quickly grew into Britain’s leading egg brand and, shortly after, was taken to America, where no less than a land of opportunities for free-range eggs awaited. Owing to Noble’s brand building expertise, the Happy Egg’s US branch has now risen to prominence, despite the challenging environment in which it had to operate.

“When Happy Egg started in the UK, 50 per cent of the British retail market was already made up of free-range eggs. In striking contrast to that figure, only three per cent of the US egg market was occupied by free-range eggs,” Dan Arnsperger, Managing Director of Happy Egg USA, remarks.

It was, therefore, the company’s primary task to fly the flag of freerange eggs and to familiarise American consumers with the higher quality they can offer, as well as to highlight

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the ethical dimension of raising happy chickens. “We had to create a proposition aligned with the needs of US consumers and we hired the best marketing talent we could to establish a brand that resonates mainly with the millennials who are becoming more conscious of the healthy properties of the food they consume.

“The real success for us, however, has been the blending of a strong brand identity with an equally strong supply chain. It has not been easy, because the US simply does not have traditions in raising birds with outdoor access.

Nevertheless, we have identified 33 small family farmers up to this point who are

progressive enough to willingly take the opportunity to produce eggs that meet the standards of American Humane.

“As raising happy hens is a fundamental part of our philosophy, we are staunch proponents of The Five Freedoms – internationally-recognised standards of care that affirm every living being’s right to humane treatment.

These involve freedom from hunger and thirst; freedom from discomfort; freedom from pain, injury, or disease; freedom to express normal behaviour; and freedom from fear and distress. We believe that the birds should have a constant supply of food and unfettered access to water, but more importantly still, they should

be let outdoors and allowed to express natural behaviour. Our vast pastures provide enough space to keep our hens happy and safe and we even give them access to the outdoors for longer than humane regulations require, so that they can enjoy the fresh air and land as much as possible. You can clearly observe the differences in behaviour between chickens that have outdoor access and such that are kept in cages.

Everything we do, is based on our vision that we should create the best possible environment for hens to produce eggs,” Dan explains.

To distinguish itself, however, Happy Egg does not content itself with simply

Premier Nutrition Premier Nutrition is one of the leading manufacturers and suppliers of premix and supplement products to feed and pet food customers globally. The company employs over 20 nutritionists, covering all species, who offer expert nutrition consultancy and technical support. The team take a hands-on approach, using the science behind nutrition, to create practical solutions that drive real returns.

The company’s recent £13m investment in a new production facility takes it to the forefront of premix manufacture. Fradley Park is a state-of-the-art, automated factory with ‘food industry thinking’ at its core. With seamless traceability using barcode technology, multiple weight control check points to ensure security and accuracy, underpinned by tumble mix manufacturing that minimises cross contamination risk, customers have complete peace of mind.

In short, Premier Nutrition uses its in-depth expertise in micro-nutrients, food safety and market-orientated technical service to help customers add value in the food chain globally.

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The Happy Egg Company meeting the minimum standards set by American Humane and other associated organisations. Instead, the company is vigorously pursuing ways in which it can exceed these requirements and redefine best practices in raising happy hens. “It is understandable that many people stick to the minimum standards due to cost reasons, but we are looking to maintain the fine balance between ensuring the absolute best conditions for the chickens, keeping our farmers happy by educating them and providing them with all the necessary equipment for their activities, and at the same time offering great value, which means driving unnecessary costs down and creating an attractive proposition for the consumer,” Dan adds.

Evidently, Happy Egg’s efforts are coming to fruition. Whereas six years ago, only three per cent of the eggs in the US market were coming from hens with outdoor access, nowadays, this figure has soared to nine per cent.

Looking to capitalise on this trend further, in the last year and a half, the company has reimagined its brand and adjusted its strategy, which has led to a 30 per cent year-on-year growth in 2018. In addition, Happy Egg eggs can now be found in some of America’s largest retail chains such as Walmart, Publix, Kroger, Albertsons, and Sprouts, which gives the business strong nationwide exposure and puts it in a healthy position for future growth.

While free-range eggs have represented Happy Egg’s core business in the US since it first set foot in the country, two years ago, the company entered the organic space of the egg market in a move that turned out to be so spectacularly successful that in 2019, the organic side of the business will outgrow the free-range one.

Furthermore, this year will see Happy Egg actively develop its heritage eggs offering. This type of eggs, produced by world renowned and historic Heritage

hen breeds, has been highly popular in the UK for quite a few years now, but it is just making a name for itself on the other side of the Atlantic and Happy Egg is hoping to lead the charge with its range of heritage eggs hitting about 2000 stores by the end of the year.

Opening up on the company’s longterm goals, Dan communicates its vision of becoming America’s number one branded business for eggs. “Brands hold unique power here in the US, so we need to make sure that we have a strong identity at all times and are regarded by customers as having the very best eggs. I think that it is definitely possible to take a European brand and launch it in the US. It takes longer than you think and is a hard job, but there is a massive opportunity if you get it right. The grit and determination that Noble Foods has demonstrated, has led to the success we have had and will hopefully continue to have for a long time,” he concludes. D www.happyegg.co

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Culture in every cup Scooter’s Coffee’s two decades of success comes as a result of its original business principles and values – finding a great location, staying committed to quality drinks, and speed of service, all complemented with a smile

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Scooter’s Coffee

2

018 marked the 20th anniversary of Scooter’s Coffee, one of the fastest growing coffee drive-thru chains in the United States. It was also a year of significant change and advancement, as its Chief Executive Office Todd Graeve explains: “Since we last spoke at the beginning of 2018, we have completed the purchase of a much larger property in Omaha, NE, where we have relocated our national support headquarters and roasting/distribution facility. We have also made key leadership hires to prepare for significant growth and a march to 1000 stores over the next five years, while also appointing an executive leader to bring a new business channel out of the ground, and that will be consumer packaged goods (CPGs).”

Having completed its move to its new headquarters in May 2018, the company has quickly settled into its new surroundings and is now enjoying its benefits. “Beyond the additional office space and increased production/distribution capacity, we have been able to bring the entire company under one roof, once again, having spent a few years where staff was split between two locations in Omaha,” Graeve states. “Coming back to one place has deepened our cultural connections and elevated collaboration across departments and functions, all in the interest of increased support and success of our valued franchisees.”

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The business has certainly come a long way since co-founders Don and Linda Eckles opened their first drivethru coffeehouse in Bellevue, Nebraska.

Their dedication to high-quality drinks, speed of service and customer care has resulted in a present-day portfolio of 207 stores in some 14 different states, and more than 175 franchisee commitments to build new stores.

“We opened 33 new Scooter’s Coffee locations in 2018, and are resourcing for a 65 new-store advancement in 2019,” Graeve continues. “We are so thankful for the amazing reception our new stores have received, both in new and existing markets, and very pleased that our starting new-unit volume in 2018 was the best in company history.

As annual new store openings become more robust, we have focused much of our resourcing efforts on training, in-thefield support staff, operating procedures and brand guidelines. As we launch an ever-growing number of new locations, a focus on world-class support and related investments is critical.”

One of the central pillars to the continued expansion of the Scooter’s Coffee brand is its family of franchisees,

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and the relationship the company has with these partners is always top of mind. “We continue to develop systems by which we connect with our franchisees and elevate relationships, support and trust,” Graeve details.

“We do this first by observing our core values which direct and guide us.

These uncompromising principles of ‘Integrity, Love, Humility, and Courage’ were further defined in 2018. When observed daily, our core values have the ability to increase trust, deepen relationship and expand influence with not only our franchisees, but also with our customers and communities.”

Enhanced experience One things that has remained as strong as ever within the company is its own steadfast commitment to its core product competency and excellence in delivery of experience to each customer. “That being said,” Graeve hastens to add, “we do want to remain innovative when it comes to our product offerings each year, so long as we do not compromise on the overall delivery of the customer experience, including speed of service.

Scooter’s Coffee franchise system, we will be rolling out a new version of our brand logo, cup and mobile app in the first half of the year,” he reveals. “At the same time that we advance unit counts and unit volume, we will also work hard to significantly broaden our CPG footprint.”

These are exciting times indeed, but as Graeve goes on to conclude, the secret to Scooter’s Coffee’s success comes from the importance it places in its mission, culture and values.

“In 2018, we re-visited these very important beliefs and thus fortified our understanding of who we are as a company,” he says. “Our core values of Integrity, Love, Humility and Courage reflect our history and are timeless for the future. They will help us on a path to carry out our Mission Statement, which is ‘To create an amazing experience for each life we touch’.” D www.scooterscoffee.com As an example, this past year we rolled out a variety of cake-pops, the release of which coincided with our 20th birthday. They were a huge hit. These cake-pops, like the other new products we introduce, complement our other offerings, and enhance the overall experience our customers receive when they visit one of our stores.”

Meanwhile, sustainability and the relationships that Scooter’s Coffee forms with its suppliers at origin also retain the same level of significance that they have for the past two decades. “In 2018, two of our key leaders made it a priority to visit a number of our farmer partners, and in 2019 we intend to advance a key initiative which will build further upon these vital relationships. This will be a very exciting season for the company, and we intend to reveal more in coming months,” Graeve adds.

Core values Staying on the topic of the future, Graeve enthuses as to how the company could not be any more excited about the potential for a successful 2019 and beyond. “While targeting 65 new locations and the elevation of unit-volumes in the

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A new era of

excellence

As it celebrates another milestone anniversary in its rich history, Whitakers Chocolates is embarking on an exciting re-branding programme for the business, highlighted by the introduction of several new products

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Whitakers Chocolates

A

s we all know, a lot can change in a year, and even more so in the space of 130 years. During this time, an untold number of businesses in the food and drink world will have come and gone, with only the very best standing the test of time thanks to a combination of quality goods and the ability to adapt quickly. The year 2019 is one where Whitakers Chocolates can proudly reflect on being such a standout business, as it marks the 130th anniversary of founders John and Rebecca Whitaker establishing their chocolate manufacturing enterprise. Today, this enterprise offers a range of catering and retail products, from chocolate wafers, fondant creams and Neapolitans, to truffles, fudge and personalised gift boxes.

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Five generations of the Whitaker family have since led the company through decades of growth and prosperity, with current Managing Director William Whitaker today driving forward a strategy where the emphasis rests on developing the Whitakers Chocolates brand. “In 2018, we spent a lot of time planning for how we would mark and celebrate our 130th anniversary, with the decision taken that we would mark this occasion with a complete re-brand of the business,” William details.

“By entering into consultation with both our own team and outside professionals, we plan to take the very best bits of what has made Whitakers Chocolates so successful and add a touch of evolution, be that in the form of new designs, new logos, new packaging or additional products that can fill gaps in the market that we identify,” he continues. “The end result will be a new, contemporary look for the brand, which we hope will create fresh appeal

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to a wider audience and therefore even-greater opportunities across the globe.”

Developing exports Over the course of the last 12 months or so, the company has also worked hard to improve its profile, directing its time and resources to achieve better margins, more successful product sales and greater security in core areas.

One of these has been its international sales, which benefitted greatly from the appointment of Ian Webster as Sales Manager in November 2017. “Ian’s appointment marked the first time in the company’s history that it had brought in a dedicated Sales Manager, whose task it was to oversee our investment programme to drive both UK and export sales forward,” William reveals.

In the year since Ian joined the company, Whitakers Chocolates has been working hard to further develop its export business, which saw not

Whitakers Chocolates only strong growth in Europe, but also a 20 per cent increase in orders to Canada. Then, in November 2018, another first in terms of job roles at Whitakers Chocolates came into being, with Gemma Whitaker coming onboard as Marketing Manager. “Gemma brings with her a strong background in advertising sales and marketing, and in tandem with myself and Ian, she will be working towards maximising growth opportunities with our existing and new customers,” William adds.

Bespoke products The efforts made by the company in the last year or more came to a culmination, of sorts, this past January with its first appearance in five years at ISM – the world’s largest trade fair for sweets and snacks, held in Cologne between January 27th and January 30th. Here, the company used the event to launch its new retail range in celebration of the aforementioned anniversary celebrations.

“When looking specifically at extensions to our established range of products, we are always examining how we can introduce items that will appeal to either the same market segments that we have become well known in, or those that we feel that we can tap into at no extra cost thanks to our background in food service and catering, for instance,” William explains. “One example of the extensions we are making to our range include new flavours of our wafers, with spicy ginger, sea salt and caramel, and orange now complementing our iconic mint wafer.

“We are also excited to be adding a range of chocolate bars to our product portfolio. Whereas previously we have not seen an opportunity for such products, by spending more time developing the Whitakers Chocolates brand we have identified how we can use bar development on two fronts.

The first is as a branded ‘icon-hero’ product, while the second will be geared towards the personalisation of bars. With the chocolate being hermetically wrapped and sealed in foil separately to its packaging, we have the flexibility to sell these foil wrapped

bars to those who want to add their own personalisation to them.”

Other products that were showcased at ISM included an array of bespoke gift box solutions, chocolate truffles, solid milk chocolate hearts and honeycomb bites. The latter is another product that is entirely new to Whitakers Chocolates, and comes in a range of three flavours.

“In celebrating 130 years since the formation of the business, our product range has arguably never been more appealing to the retail, foodservice and personalised markets,” William goes on to conclude. “Our investment in people, product and processes has given us the ideal foundation upon which to achieve our sales growth target of over £500,000 for the year ahead, and means that today the company finds itself with better opportunities for growth than perhaps it ever has had in its long, storied history.” D www.whitakerschocolates.com

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Streams of whisky Douglas Laing & Co celebrated its 70th anniversary in high spirits in 2018, as the artisan producer of Scotch whisky continued to expand both domestically and internationally

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I

t will be relatively safe to conjecture that Douglas Laing & Co – an artisan Scotch producer headquartered in Glasgow – could not have wished for a more cherished gift for its 70th anniversary in 2018. The company’s hard work and dexterous navigation of the Scotch industry over the last seven decades allowed it to smash its own record for bottles of high-quality whisky shipped around the globe last year.

Coupled with that, Douglas Laing also had its fifth straight year of double-digit growth – a singular feat that highlights the business’ ever-rising status in the market.

Intelligibly, the number 70 was a recurring theme in Douglas Laing’s newest product ranges released in 2018 to celebrate the company’s anniversary.

To tell us more about the princely treats for the palate that were recently added to Douglas Laing’s portfolio, we interviewed the producer’s CEO Chris Leggat.

“We launched a single malt and single grain double pack under the Old Particular brand, which contained a

35-year-old Caol Ila and a 35-year-old Old Cambus, thus combining 70 years of whisky excellence. From the Remarkable Regional Malt series, we also released a 26-year-old Big Peat Platinum Edition, as well as a limited edition of a ten-yearold Scallywag, with the latter equalling 70 years in dog years,” Chris remarks humorously. Surely, Cooper – the Head of the Fox Terriers department at the company – has given the product his seal of approval.

Among the other special items unveiled

by Douglas Laing were the four exceptional Single Casks under the XOP Platinum brand and the ten-year-old all-region blended malt called With a Twist, part of its Remarkable Regional Malts brand.

“In fact, the Remarkable Regional Malts brand is the driving force in our business at the moment and the area where we are seeing the highest growth.

Within the brand, it is the Big Peat range that is the best performing, representing in a bottle what the island of Islay is all about,” Chris states.

Douglas Laing & Co Douglas Laing’s remarkable success in international trade on which we reported at the very beginning of this article has been attributed to the company’s intensified activity in markets considered to be holding an untapped potential, including Asia and the US. Chris discusses the highlights in export for the business: “We opened an office in Taiwan in the summer of 2018 and we are really happy with how business is picking up in Asia at the moment. There are so many opportunities for us to grow in this region and we have a hugely passionate Regional Sales Manager in place to execute the ambitious plans we have to expand our presence on the continent in 2019 and beyond.

“I expect our team in Asia to start growing organically. They are now focused on establishing our brands locally with the nominated country importer. There are a few key markets we have directed our attention to within the continent and we will continue to work hard in those to deliver against our business objectives,” he adds.

The repeal of the Prohibition in 1933 gave rise to the three-tier system of alcohol distribution in the US – a legally justified arrangement that is still in place today, aiming to control the alcohol industry. The three tiers include importers or producers, distributors, and retailers, and in the basic structure of the system, producers can sell their products only to wholesale distributors who then sell to retailers, and only retailers may sell to consumers.

“Such an organisation has inevitably posed significant challenges to the whole industry, but once you start to break down some of the barriers and work with great people in wonderful premises, it becomes a lot easier,” claims Chris. “The US market has grown considerably for us and, like Asia, we are projecting a very successful 2019 for our business in America.

“This year, we also predict the further opening up of the African market and we have identified South Africa as a particularly attractive destination where we can start selling our brands. With consumer confidence rising all the time, it looks like the ideal time to develop all the new markets I have been talking about,” he enthuses.

Chris Leggat - CEO

At present, Douglas Laing is constructing a new £11 million site on the banks of the River Clyde and Chris does not attempt to conceal his excitement for the relocation scheduled to be completed during the year. “It will be a truly worldclass facility that will bring all of our offices, the bottling hall, the warehouse, and the distillery under one roof, thus allowing us to maximise control and quality.”

By moving to the new site, Douglas Laing seems to be getting ready to climb to the next level of the company’s development ladder, and Chris insists that the scope for growth is enormous.

“We are certainly pushing for another year of strong double-digit volume increase. In order to meet our targets, we have to continue serving our global customer base in the correct manner – by offering the finest quality of Scotch whiskies and delivering innovative customer service.

“The beauty of being a family business is that we are able to outline our path for the short-, medium-, and long-term, and when thinking about the next five years, we are confident that the outlook is great.

Perhaps, we may even see a second distillery appear,” Chris concludes by providing us with a little teaser of the next major milestone Douglas Laing will be pursuing in the years to come. D www.douglaslaing.com

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A very British treat

Britain’s number one shortbread brand, Paterson’s, has placed sustainability on top of its agenda to future-proof its operations and improve its efficiencies

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n hindsight, it can be observed that the twilight of the 19th century turned out to be the dawn of a business that would become Britain’s number one shortbread brand some 120 years later. Humble beginnings, involving Mr and Mrs Paterson selling home-baked oatcakes in Rutherglen (not far from Glasgow), suggested little of the prominent status Paterson’s was going to reach. Through perseverance, a sense of responsibility, and pride in its products, however, the small business has elevated itself to a household name and a family favourite for millions of UK consumers across several generations.

Having moved east to its main facility in Livingston, today Paterson Arran manufactures a wide range of shortbread, biscuits and oatcakes under its Paterson’s, Brontë and Café Brontë brands.

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Paterson Arran Its main retail brand, Paterson’s, is the nation’s favourite shortbread brand, with 49.1 per cent share. In addition, the company operates a smaller facility on the Isle of Arran, where it specialises in the production of chutney, mustard and preserves under the Arran Fine Foods brand.

A spike in customer demand in the last decade has encouraged Paterson’s to upscale its shortbread production, which has led to a dramatic sales growth for the brand. “In the past, we only produced shortbread for a few months of the year, but we now bake Paterson’s Shortbread all-year-round. Consequently, Paterson’s brand now has a retail value of over £13m, with over 4.5m loyal customers purchasing Paterson’s throughout the UK,” Adam Wilson, Technical Manager at Paterson Arran, points out.

Positive results Considered a modern classic, Paterson’s Shortbread Fingers 380g is the brand’s core best-selling product. Delivering the unique Paterson’s taste, its shortbread fingers are made to a unique rapeseed oil and butter recipe, which is not only palm oil free but contains just 2.8 per cent saturated fat – a figure considerably lower than may be found in other shortbread products in the market, and a significant USP for Paterson’s.

“In 2018, we launched our new Scottish Cream Jam Shortbread Thistle Rounds, which combine our treasured Paterson’s recipe, with the addition of fresh, locally sourced double cream, and delicious strawberry jam from our site on the Isle of Arran,” Adam reveals. The indulgent treat is now available in Tesco stores throughout the UK, as well as in Asda, Morrisons, and Sainsbury’s outlets across Scotland, launched following increased consumer demand for biscuits with fillings and toppings (Mintel, 2018).

Keen to use its own jam in its shortbread rounds, Paterson Arran took the decision to upgrade its Isle of Arran site by placing significant capital investment to develop the facility’s capability of making jam for industrial baking. Adam comments: “Previously, we were making only retail jam on Arran, but, for our new jam shortbread rounds to achieve the highest possible quality,

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we had to invest in a new system. The technology of making industrial jam is very different to that used to make retail jam, so we had to take this step and expand our capabilities, and this is already yielding positive results.”

Sustainability Amongst the most impressive features of Paterson Arran, if not the company’s most commendable trait, is its unwavering commitment to environmental sustainability – a value embedded deeply in the business’ day-to-day operations. “We have been awarded, and retained since 2009, the prestigious ISO14001 accreditation for environmental management. We have a comprehensive system, which allows us to set ourselves challenging targets with a view to reduce waste, energy consumption, water usage, and improve our efficiencies,” remarks Adam.

He draws our attention to some figures surrounding Paterson Arran’s sustainability achievements: “First and foremost, we have been a landfill-free site since 2014, sending waste to an RDF plant. Furthermore, we have reduced our general waste by 60 per cent in the period between 2006 and 2018, which is an even more impressive feat when you consider that our production has increased by 90 per cent during this time.

“Two other areas where we have made considerable progress, are water and energy consumption reduction.

With regards to the former, we have lowered the total amount of water used on the site by 24 per cent in the last 12 years, as well as reducing the water needed to make one tonne of our product by 60 per cent. We have also cut down electricity and gas consumption per tonne of product by

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From litho print to hot foil blocking, Boxpak offer a full in-house service from start to finish, guaranteeing full quality control. In an increasingly competitive market place, Boxpak understands that effective product packaging is essential to successful brand recognition. Boxpak believes in investing in the latest technology, demonstrated by its recent £4 million investment in new machinery, making it one of the most advanced packaging producers in the UK and Ireland.

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Paterson Arran 42 per cent and 40 per cent. Our Isle of Arran facility gained its ISO14001 accreditation in 2018, so in the coming years, we will be looking to reduce its environmental impact too.”

New launch Paterson Arran has been awarded for its commendable environmental sustainability efforts with a number of awards and nominations over the last few years. In 2017, the business won the ‘SME Management Award’ at the VIBES Scotland Awards (Vision in Business for the Environment of Scotland) and the ‘Environmental Sustainability Award’ at the Scotland Food & Drink Excellence Awards. In 2018, Paterson Arran was a runner-up in the ‘Management Award’ category at the European Business Awards for the Environment.

“We have a positive outlook for the years to come and expect to

continue growing our brands through sustainable business practices. In April 2019, we will be launching Paterson’s Flatjacks, a twist on the traditional Flapjack. Launching in two delicious varieties – Raspberry & Apple and Dark Chocolate & Ginger, Paterson’s Flatjacks are vegan friendly and palm oil free, whilst also containing less than 2.5 per cent saturated fat. Our Flatjack launch further demonstrates Paterson’s position as a leading brand within UK in-home and out-of-home snacking, delivering delicious products from clean, sustainable ingredients,” Adam finished.

It’s clear that Paterson Arran has come on a real journey from its humble beginnings in 1895 and is set to continue supplying consumers with delicious treats for many years to come, whilst working hard to protect the environment around us. D www.paterson-arran.com

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Marching on together

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McDonald’s – White Rose UK Ltd

Responsible for the employment of some 1200 people and counting in the South West of England, the soon-to-be 13 McDonald’s restaurants that make up the White Rose UK Ltd franchise estate are embracing modernisation and change, which is helping to better serve its ever-growing customer base

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avid Wynne’s career journey with McDonald’s echoes that of a good many franchisees, in that it stretches back to his youth and one of his first tastes of employment. “It was in June 1984 when, at the age of 17, I started my very first shift at a McDonald’s, and I must admit at the time I didn’t even know what a franchisee was, much less envision myself ever becoming one,” he explains with a chuckle, “but 35 years later and I have been with them ever since.”

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An additional trend we are hoping to capitalise on is that of the coffee culture in the UK, where coffee shops are increasingly becoming the place where people come to socialise in towns and cities

Progressing through the ranks of the company, David worked corporately for 17 years, holding the role of Area Manager for Wales and the South West, and then latterly for the West Midlands.

It was then in 2002, that he, as he puts it “scraped together every penny” in order to purchase his first store in Central Birmingham. Having gone on to purchase a second store in the area, it was not long until McDonald’s approached David with the opportunity to return to the South West of England, where he would purchase five stores in Plymouth.

Restarting his business under the name White Rose UK Ltd – as a proud Yorkshireman by birth it was hard to resist not naming it after David’s beloved Leeds United – it soon picked up a number of additional stores in and around Devon and Cornwall taking its estate to 12 restaurants. This will increase to 13 with the opening of a new store in Saltash, southeast Cornwall, in March 2019.

Interviewing David at the beginning of February, we were keen to ask him how he found business conditions in 2018. The answer, as it turns out, is very good indeed. “Last year was a highly successful one, coming off the back of many profitable ones

McDonald’s – White Rose UK Ltd prior, which saw us beat our sales forecasts with double digit growth,” he enthuses. “It was also a satisfying year as it regards to our implementation of McDonald’s ‘Experience of the Future’ initiative. This specifically involves going into our stores and making large-scale changes to our kitchen and cooking platforms so that we are better able to make every item of food– bespoke or otherwise – to order.”

staff, the adoption of our digital, touch screen kiosks have been fantastic and thrown out some very interesting, often unexpected, results.

“For one, we have seen average spend per customer increase when using our kiosks, primarily as they give people more time to browse our menu and gives them greater ability to substitute certain items as they see fit.

We have found that they also provide customers with increased awareness of healthy menu items, from our salads, carrot sticks and fruit bags, to meal

Developing technology While these changes are being made behind the scenes, at the front of house McDonald’s has been proactively reimaging the customer journey through its restaurants. “One of the big things we have done is open up the ways in which our customers place their respective orders,” David states.

“While in each restaurant there is still the opportunity to physically place an order at a till with a member of

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options that are under 400 or 600 calories. We now want to take things further and make our kiosks even more intuitive, while at the same time aligning them with other developing technologies such as our APP.”

Delivery services Another area that David is very keen to see develop further in the coming years is the company McDelivery service. “The delivery market is growing exponentially,” he correctly points out, “and since McDonald’s got into this segment in late 2016, more than 18 million customers have placed orders through our system. This is a huge number, and is all the more impressive when you consider that only around a third of the group’s estate is currently able to facilitate such a service, and therefore it will have a huge role to play in how we do business in the future.

At present, I have three stores offering

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McDonald’s – White Rose UK Ltd deliveries, with plans to add another

complemented by new touches such as the aforementioned barista machines and digital menu boards, both inside the store and around its drive thru.

In the pursuit of meeting his own vision statement – to be the best loved restaurant business in the South West by operating modern, profitable stores with talented people, serving great food and being a good neighbour that gives back to the communities in which it is present – David is all too aware of the need for reinvestment. “You have to constantly reinvent yourself, because if you do not you are going to get left behind,” he says. “As such, I plan to continue to reinvest substantial sums on a yearly basis into the business to keep my estate contemporary and relevant to our customers, and these

five to this list in 2019.”

Barista experience McDonald’s is without question a company that has never shied away from change, and this naturally extends to its menu. “To remain a successful, relevant restaurant business we have to offer a menu that appeals to the customers that enter our stores,” David continues. “While there will always be room on our menu for iconic products and treats that can be enjoyed in moderation, we also want to ensure that we are catering towards the newest tastes and trends. One we see growing today is the move towards vegetarian products, and we have responded to this through the introduction of our vegetable goujons and wraps to complement our existing range of salads and other vegetarian friendly options.

“An additional trend we are hoping to capitalise on is that of the coffee culture in the UK, where coffee shops are increasingly becoming the place where people come to socialise in towns and cities. We have taken notice of this, and while McDonald’s has earned a strong reputation for producing a quality full-bean coffee at a great value price, we have never tried to capture the whole barista experience.

I am, therefore, pleased to say that our Saltash restaurant will be the first new-build McDonald’s to feature new barista coffee machines. Positioned at the front of our counters, they will help bring all the theatre of coffee making – the noises, smells and sights – to

Incorporating modern, contemporary furniture, décor and colour schemes, it will give the restaurant a unique visual style – one which will be

efforts will see three further restaurants, two in Plymouth and one in St Austell, undergoing refurbishments this year.” D www.mcdonalds.com

our stores, and most importantly of all, will go towards creating an ever better coffee product than that which we already sell!”

Unique style Those with an understanding of the internal workings of McDonald’s, more specifically from a development perspective, will know that it utilises a suite of different reimaging schemes in order to keep its restaurants looking fresh. The latest design to appear has been dubbed ‘Geometry’, and Saltash will be the first McDonald’s in the country to open with this scheme.

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Distinctly different As specialists in coating and panning, and the manufacturer of the Choc Nibbles range, Sweetdreams Ltd supplies the food industry with some of the most unique, high-quality confectionery 66 www.foodchainmagazine.com

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he most exciting, traumatic, stressful, yet brilliant experience of my professional life.” This is how Matthew Stephenson, founder and Managing Director of Sweetdreams Ltd, describes 2018. The reason behind this emotive response to our enquiry as to how things have been for this leading UK confectionery manufacturer and panning and coatings specialist, is because it marked the year that the company officially implemented its growth strategy.

Based in the North East of England, Sweetdreams is perhaps best known

for its much loved, quirky retail brand, Choc Nibbles. Enjoyed in a range of flavours, including Toffee Crumble, Mint, Jammie and Orange, sales of Choc Nibbles continue to increase, with 2018 seeing growth of around 30 per cent. Due, in part, to this Matthew has known for several years that the time would come for Sweetdreams’ manufacturing activities to scale up, and with that would come the opportunity to better showcase the company’s ability to create distinctively different confectionery products and engineer technically advanced bespoke solutions.

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Sweetdreams Ltd

A massive win at ISM amongst visitors to our stand was an espresso martini coffee bean, our dark chocolate fiery ginger chocolates, and other ‘on-trend’ flavours such as strawberries and champagne, buck’s fizz, and gin and tonic

when it comes to focusing on handcrafted products and low minimum order quantities. Since those initial conversations with Mike, we have taken all of the lessons that we have learnt in making Choc Nibbles the successful brand that it is and applied that thinking to new product development, and this has led to a number of exciting developments.”

Expanded footprint As well as opening the doors further to those customers that wish to make use of Sweetdreams’ capabilities in order to create bespoke confectionery – Matthew reveals at one point that a recent customer visit to its factory resulted in the invention of eight brand new lines for itself – these recent developments

have allowed the company to expand its footprint into growing areas such as the dairy-free market. “When we started the investment programme, we were already working with a few customers within the ‘dairy free/vegan sector’ producing white label products for them, but our big breakthrough came about when we developed Freedom Confectionery’s Freedom Mallows,” he details. “Today, with our increased capacity, we have now firmly planted our flag within this market segment. The lifestyle/functional sector is a key market for us now, and in January 2019 we signed the biggest single contract in Sweetdreams’ history on the back of our hard work and efforts.”

Among the many significant changes to occur in the run up to 2019 have been the company’s move into a new

“It was nearly two years ago that I was first introduced to Mike Flower, a gentleman who, in addition to being our Technical Director, we fondly refer to around here as ‘The Alchemist’ when it comes to what he can do with chocolate,” Matthew explains. “During our conversations, we discussed the types of unique confectionery that he was producing, what the market outlook was for these products, and determined that this approach would be a great fit for the Choc Nibbles brand and our wider panning activities. Creating distinctly different ranges also ties in excellently with our own approach

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15,000sqft factory, and its subsequent expansion to 25,000sqft, the increase in its tonnage to around 25-30 tonnes per week, and the near doubling of its work force. “The step change that we have made in the space of some 18 months has been phenomenal, and is all the more rewarding when you think that we have delivered it without once affecting our customer service, the quality of our products, our lead times, or our supplier relationships,” Matthew enthuses.

Firm foundation The investment made in its infrastructure and resources is beginning to reap significant rewards for Sweetdreams, with a number of new customers and contracts already in place, however, Matthew is at pains to stress that what this is, is a foundation for further growth in the coming years.

“My dad was probably the wisest person I ever met, and he once said that if you make a serious investment, like the one that we have done, then there is no point just doing what you know you can achieve,” he says. “We have done this

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by adding in extra shifts, by increasing the size of our production areas, by instigating a major upskilling programme among our existing workforce, and by establishing a factory that will allow us to meet our target of achieving 20-30 per cent growth per annum in the next three years.”

Unique flavour creations Sweetdreams concluded 2018 in fine form by being certified at a highgrade A accreditation by the British Retail Consortium (BRC) Global Food Safety Standards, giving the brand an internationally recognised mark of approval for food safety, quality and legality. “Achieving BRC was a major milestone for the company and a real game changer when it comes to achieving our growth targets,” Matthew continues. “It has given us a fantastic platform to work from, it means that we can now sell to the major supermarket brands across the UK, has helped to cut down the auditing process significantly so that our speed to market is faster, and most importantly of all has already resulted

Sweetdreams Ltd in several new customers coming on board.”

When we spoke to Matthew, it was roughly one week removed from his attendance at ISM Cologne 2019, the largest trade fair in the world for confectionery and snacks. It was here, he reveals, that Sweetdreams proudly launched its new quality gifting line, Reivers Confectionery, and took the opportunity to showcase some of the more unique flavour creations it has devised. “A massive win at ISM amongst visitors to our stand was an espresso martini coffee bean, our dark chocolate fiery ginger chocolates, and other ‘on-trend’ flavours such as strawberries and champagne, buck’s fizz, and gin and tonic,” he proclaims.

New business upsurge Now back from ISM, Matthew is focusing a good proportion of his efforts on making 2019 an even more

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In addition to its expanding product portfolio, MPS customers benefit from a quick and responsive service, with over 50 years of packaging and processing/ production experience that it is more than happy to share with you.

successful year for the company.

“This year is all about delivering on the contracts that we have in place, making sure that we are operationally slick and that our quality assurance procedures are of the highest standards, and ensuring that we have a robust, motivated team around us,” he concludes. “2018 was very much about working hard to get the Sweetdreams name and its brand out there to the right audience, showing them what we can do, and we are now seeing the benefits of these efforts in the way of a big upsurge in new business. Further ahead, we have already started to build a business plan for where we want the company to be by 2021, but in the meantime, this year is all about consolidation, bringing new products to market, and giving our customers something new and exciting to enjoy!” D www.sweetdreamsconfectionery.com

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Brand supremacy Owner of two established high street brands – Muffin Break and Jamaica Blue – Foodco is pursuing a wellmanaged growth strategy that involves identifying its next wave of dedicated franchisees

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ounded in Australia in 1989, Foodco is today recognised as a leading global franchise organisation. Operating two well-known brands – Muffin Break, with a combination of freshly baked products and a unique blend of espresso coffee, and Jamaica Blue, a contemporary café experience, Foodco now operates through nearly 600 locations across seven countries.

“The first franchised Muffin Break bakery café in the UK opened its doors in Derby in November 2001, and the system has since grown into a network of 64 café/bakeries spanning the country, from Aberdeen to Eastbourne, and across to Cardiff, primarily in shoppingcentre locations with major landlord partners such as Land Securities, Hammerson and Intu. Jamaica Blue, meanwhile, opened its first location in Cambridge in December 2016, and now has five fast-casual cafés in shopping centres and one hospital location,” begins Mike Arbuckle, Foodco UK’s MD. Muffin Break’s growth can be, in

part at least, credited to its strong USP of only serving a wide range of bakery products, which are hand-made daily on the premises. In addition, it has come to be known for the quality of its coffee products. On the other hand, Jamaica Blue has developed a fast-paced concept with plated meals, strong breakfast trade, a growing brunch offering, great coffee and, in some locations, alcohol options.

These are further complemented by a variety from the grill, vegan-friendly choices, and a strong sweet and savoury cabinet selection.

“One of the things we are particularly proud of here at Foodco UK is the business infrastructure that we have developed over the years,” Mike continues. “We have a national operations team, with managers having a store ratio of eleven-to-one under their responsibility. This not only ensures standards are met, but that store visits are more frequent and issues are promptly dealt with. Supporting this is an in-house marketing unit delivering national campaigns, point of sale

Foodco UK LLP – Muffin Break and Jamaica Blue collateral, and local store marketing initiatives, with the whole operation kept on track by accurate financial systems and analysis delivered by our finance department. All of this is run by an executive team of four.”

Customer connection In 2018, Foodco saw same store sales growth across its Muffin Break sites of 3.2 per cent and opened ten new stores, while Jamaica Blue recorded a 3.4 per cent growth in same store sales and opened two new locations. Nevertheless, Mike and the rest of the management team are firm believers in keeping the organisation’s, and its respective brand’s, feet on the ground. “At Foodco, we do our best not to confuse sales with profit,” he states. “Once our location is agreed we will always look at the sum of rent rates and service costs, and then apply this KPI to our model. If it is outside the acceptable ratio, we walk away. We know what can and can’t be done, what is realistic and what will or won’t work, and this has helped us to create a carefully controlled store growth programme, managed by a very experienced development manager who is responsible for delivery of our sites within our own criteria.

“Our growth has come as a result of partnerships with franchisees who trust us and our brands, and it is these men and women who represent the core strength of Foodco. Under a franchise system, as opposed say to a chain store network, our franchisees can impose their own personality at store level.

This connection with the customers is fundamental to the success of our cafes, so we interview franchisee prospects at length, ask them how they plan to operate the store and try to make a determination of whether we think they can make a success of things. While we don’t claim to always get it right, we do have a particularly strong gut feeling that we rely upon when it comes to franchisee selection, and this is backed by the support needed to provide the best possible base upon which to grow.”

Jamaica Blue by telling their stories through sharper messaging, while at the same time constantly evolving the design of the various sites. He is also excited about an upcoming concession agreement between Jamaica Blue and Next, which will open at Junction 9 in Wednesbury in April 2019.

“Next approached us after visiting our Rushden Lakes store and we are looking forward to seeing if this is a

concept we want to move forward with in partnership with major retailers. What we can say for certain already, however, is that the professionalism of the Next people has taught us about the value of effective systems and structures,” he enthuses.

Foodco UK’s growth plan for Muffin Break is to open a further ten stores by Christmas 2019, while the expectation is for around three-to-six new Jamaica Blue sites to appear this calendar year. “We are keen to seek good franchisee investment to secure our pipeline of growth, and we see several opportunities in a countercyclical way for us to take advantage of,” Mike reveals. “Our business plan is to continue to open new stores with those franchisees who meet our expectations as we head towards our medium-term target to be trading from 100 stores within the next three-to-four years.” D www.foodco.co.uk

Pipeline of growth Going forward, Mike wants to enhance the brand values of Muffin Break and

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The final ingredient

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KFC (Germany, Austria, Switzerland and Denmark) Through smart selection of its new franchisees, KFC has expanded considerably in the German-speaking world and Denmark. By successfully introducing a delivery service and in-store ordering kiosks, the business is set to prosper against the backdrop of a digital revolution in the fast food industry

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he last decade has been a period of tangible expansion for KFC’s business in Germany, Austria, Switzerland, and Denmark (KFC Germany, henceforth). Operating just 64 restaurants on the territory of the four countries in 2008, at the end of last year – when KFC Germany also celebrated its 50th anniversary – the considerable number of 194 outlets has already popped up on the region’s map.

Multiple factors that have come into play can be cited as important drivers of the company’s growth. Foremost the new unit development programme, but also successful cult innovations like the Double Down and building a strong sharing business by running successful bucket promotions on TV. Also included is the active development of the markets in Switzerland and Denmark over the past couple of years. Embracing digital technology and developing advanced methods to facilitate the process of serving customers with unique chicken specialties, will undoubtedly contribute immensely to KFC Germany’s future successful exploits.

“Online ordering and digital advertising are going to grow big time, as the new generation of customers are people who have grown up in a digital world,” remarks General Manager, Marco Schepers. “We have already taken steps towards addressing

these ongoing trends and making ourselves even more attractive to the younger customers who already represent the majority of our client base, as 55 per cent of it is formed by people aged 29 or below.”

Not long ago, KFC Germany launched its delivery service in Germany in partnership with Foodora and Deliveroo – a venture deemed very successful by Marco. “Delivery is the fastest growing segment in Germany, at the moment. People are looking for more convenient ways of getting food, so the service quickly gained in popularity. Right now, about a third of our restaurants offer a delivery option and we are definitely keen on introducing it to more outlets, but in order for that to happen, our aggregators need to expand their fleets.

Another challenge we both need to work on, is the development of a cash payment option upon delivery,” he discusses.

As a greater number of customers are willing to take firmer control of their ordering process, KFC Germany also installed its first in-store ordering kiosk in 2018. “The concept works for all types of consumers. It allows regular users to order their favourites more quickly, while new customers can take their time to explore our menu in full and craft their order carefully. In-store ordering kiosks are fast becoming the norm in quick service restaurants (QSR), so our plan is to launch these in as many restaurants as possible in the next 18 months,” Marco reveals.

Ambitious plans A very successful market entry in Switzerland in late 2017 provides another clear example of KFC Germany’s commitment to breaking new ground. The first outlet the company opened in the Alpine country – in Geneva – broke the chain’s world record for a restaurant generating $1m in sales in the shortest timespan. Marco adds: “We have been very well-received

by Swiss customers and throughout 2018, we managed to open another three locations in each of the country’s language regions. What is more, we are now pursuing the ambitious task of growing to ten restaurants by the spring of 2020.”

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Owing to a series of well-thoughtout digital marketing campaigns in Denmark, as well as the launch of a delivery service and a distinctive focus

on cooking high-quality chicken, KFC Germany saw appreciable growth in the Scandinavian land, doubling its system sales in the last 24 months.

“Previously, we were known mainly as a brand of in-line restaurants based in the Copenhagen area, but we have now established a truly national presence by opening four free-standing drive-thrus in the cities of Aarhus, Herning, Vejle, and Greve,” notes Marco.

“On top of that, we have enjoyed continued growth in our domestic market in Germany. It might be interesting to mention that there are now KFC restaurants at more than ten train stations across the country since we started co-operating with Deutsche Bahn in 2011,” he goes on. “Germany also gave the KFC world the Filet Bites – 100 per cent chicken fillet pieces, hand-breaded with the Colonel’s secret recipe. As a whole, we are winning on best-tasting chicken and on customer experience. Visitors realise that our chicken is freshly-prepared and handbreaded in our restaurant kitchens by excellent cooks, day in and day out. What is more, they always expect immaculate customer service, which our franchisees can repeatedly deliver, because each and every one of them displays an unwavering commitment to growing their respective business.”

People development Evidently, the franchise model adopted

by KFC Germany has proven the most suitable for the German-speaking part of the world, including Denmark. Marco mentions a few more pivotal reasons for the business’ healthy development: “Among our franchisees, we have families that have operated a KFC restaurant for three generations. Such a continuation strengthens the focus on running great outlets further. In addition, we are very selective in recruiting the right franchisees. Every year, we receive over 2000 applications, but, normally, we give approval to no more than three of these. We maintain really high operating standards and compliance checks, while the final ingredient to our success has been the comprehensive people development programmes we run at all times.”

Growing a culture of employee engagement is viewed by Marco as key to proofing KFC Germany’s future.

He details: “We have a range of

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KFC (Germany, Austria, Switzerland and Denmark) programmes to develop an employee from a team member to shift leader, to restaurant leader, and then to an area coach. Our modules include lots of best practices, proven winning strategies and tactics to improve restaurant performance, industry know-how, required legal skills, and, most importantly, teaching our staff how to lead people. We are also especially proud of working with our partners from Heartstyles in coaching our restaurant leaders to ‘lead with heart’. We utilise Heartstyles’ game-changing character development programme that helps leaders become their best selves, and we are convinced that it is through such initiatives that we can cultivate the next generation of restaurant managers.”

Among KFC Germany’s priorities for 2019 is the conversion of an even higher number of Germans into chicken lovers to further increase the guest count per restaurant. With toothsome treats like the

Zinger Burger, labelled ‘the best burger in the world’ by Marco (and his personal favourite), it should not feel like too much

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of an uphill struggle for the business to achieve this task, even though a harsh competitive environment.

“We are also looking to grow to more than 200 restaurants this year and take our turnover to over 300 million euros across Germany, Austria, Switzerland, and Denmark. Furthermore, we want to see a double-digit growth in system sales in all four countries,” Marco delineates his vision for 2019.

“Moving forward, we are looking to establish strong national brands in Switzerland, Denmark, and Austria, operating over 20 outlets in each of these countries within the next three to five years. Our ultimate ambition for the next decade, however, remains to become a billion-euro brand and run over 500 restaurants. We are hoping that in the next few years we will make meaningful progress towards realising this goal,” he concludes. D www.kfc.de

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A touch of Chinese class

Dubbed the most exclusive club in Germany, the China Club Berlin was created to provide a global, glamourous and cosmopolitan environment for its members, and a place where they can feel at home 76 www.foodchainmagazine.com

Adlon Holding: China Club Berlin

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Anne Maria Jagdfeld

ituated on the Southside of the legendary Hotel Adlon in the heart of the German capital, and taking in views of the Brandenburg Gate, the Reichstag and Potsdamer Platz, is one of the country’s most exclusive destinations. Founded and designed by Anne Maria Jagdfeld, China Club Berlin is a traditional private Members Club that offers its guests a breath-taking restaurant and bar, library, private suites and what it describes as ‘the most beautiful roof terrace in Berlin’. Its operations are managed by ADLON Holding, which also operates the India Club Berlin, the Lorenz Adlon Wine shop, and the soon to open Lorenz Adlon Wine Bar and an Italian Restaurant in Heiligendamn.

Stepping inside the China Club Berlin, what first strikes you how it has incorporated a mix of precious Chinese antiquities, contemporary Chinese art and Chinese cuisine to create an elegant, yet unpretentious ambiance suitable for its guests.

“Since the opening of the China Club Berlin, it has been a private space hosting selected members, with politicians, entrepreneurs, lawyers, royals and captains of industry proudly calling it their ‘second home’,” explains Adlon Holding’s Chief Executive Officer, Georg Albrecht Heine. “In order to become a member one must be recommended by two existing members, take part in an interview with our General Manager and then by approved by the Member Committee. This thorough process, which our members expect, assists us in retaining our unique atmosphere.”

The bar inside the China Club Berlin, with its red satin walls, polished mahogany and post-Maoist Red Guards in oil, is a modern interpretation of the legendary Peace bar in Shanghai.

From here, one can also gain access to the aforementioned roof terrace, which is renowned for its cocktails and for hosting all manner of receptions during the summer months. From the foyer, oak-panelled corridors lead to individually designed private dining rooms, which are created with variable walls for events of all types and sizes. Each suite, which come with names such as ‘Concubine’, ‘Imperial’ or ‘Taipan’, has its own unique character and represents Chinese high culture, with hand-carved doors from old teahouses, Chinoiseries, objects d’art and hand-painted silk wallpapers.

Gastronomic experience Antiques and gilded panels also line the entrance to the restaurant, from which the highly-respected Chef Tam Kok Kong is responsible for creating quality Chinese haute cuisine. With great emphasis placed on first-class, fresh ingredients, many of the products used within the restaurant come from controlled organic cultivation and are obtained from carefully selected regional agricultural businesses.

“It is not only about the exceptional food that our kitchen team provides, but also about the way our members are treated and how the food is presented,” Georg reveals. “Members of our service team have all been trained by us, or honed their skills in five-star hotels around the world. They not only know the names of our members and their preferences by heart, but also fillet, carve and flambé at the table if the dish requires it. We rarely hand out menus to our members, rather the service staff will see what they feel like having and compose the menu for them. We believe that dining should always be much more than simply

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consuming food. It should be a whole experience that can only be achieved by having a perfect atmosphere and surrounding, complimented by professional service, the right lighting, music and an interior fitting of the product.”

As we move into 2019, plans are afoot for the reconstruction of the China Club Berlin’s rooftop in order to incorporate an Italian dining experience. “What we are planning to do is enclose our rooftop with a glass roof, one which can be opened at the sides via sliding doors so that we can still provide the experience we current do during the summer,” Georg details. “By having a solution in place that allows us to close the roof we will be able to use the space all year, allowing our members to enjoy the spectacular views around us whenever they choose. The addition of a high-quality Italian kitchen in the China Club Berlin will be a highlight for our members. We have also applied to enclose the terrace of our bar. By doing so, we will increase the indoor space of the Club bar by nearly double, which will be a great benefit to everyone.”

The China Club Berlin will be looking to replicate the success it has had since the opening of the India Club Berlin Indian restaurant on the ground floor of the building complex a little over a year ago. “The India Club Berlin is open to the public, and has been incredibly successful with the locals in a relatively short space of time,” Georg enthuses. “We were even mentioned with the 2018 Michelin Guide, which is a source of incredible pride.”

Joining the Italian kitchen will be the Lorenz Adlon Wine Bar, which will also serve small Italian dishes and fresh homemade pasta, accompanied by wine recommendations from the Lorenz

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Adlon Holding: China Club Berlin Adlon Wine shop which will supply the wine bar once it reopens in the opening weeks of 2019. “With the opening of the Lorenz Adlon Wine shop, an exclusive address for wine connoisseurs in the centre of Berlin will come back to life,” Georg adds. “When Lorenz Adlon, founder of the famous Hotel Adlon, opened the shop back in 1907 it housed over a million bottles of wine, making it the largest and most important wine shop in the world, and therefore the imperial and royal court purveyor. The Lorenz Adlon Wine shop is aiming to continue these traditions by offering an exceptional selection of wines.”

Special events Away from Berlin, ADLON Holding also eagerly awaits the opening of its Italian Restaurant in Heiligendamm on the coast of the Baltic Sea. The restaurant, which is expected to open at the end of April 2019, will provide excellent seafront views, a welcoming atmosphere and high-quality food options, making it a great addition to the business’ portfolio.

Of course, the success of a good food operation also stems from the relationships a company has with its suppliers, some of which have been with ADLON Holding and China Club Berlin for the long-run. “We have been working with Metro Deutschland, for instance, since the very beginning and are very happy with their fast service, the quality of the food service products they supply us with, and the fact that we can call on them to be a reliable partner,” Georg says.

“While we are very pleased with what we have achieved over the past 15 years, we always strive to achieve more, which is why we have begun to co-operate with exclusive brands that match our own,” Georg reveals.

“Together, we are currently working on events and special experiences for our members that you won’t simply just come by or be able to book anywhere else. While I am not ready to give away any spoilers just yet, I can say that the ideas we have already come up with are very exciting indeed and we look forward to revealing them in 2019.” D www.china-club-berlin.com

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East of England Co-op

It’s now or never Launched in December 2017, the East of England Co-op’s ‘Co-op Guide to Dating’ has been a revelation within an industry looking to tackle the issue of food waste, and embodies the community-based efforts made by the Society during its 150-year history

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he last 12 months has been a period of great significance for the East of England Co-op, one that

has in large part provided the Society with the opportunity to celebrate its 150th anniversary. During 2018, this milestone was marked throughout its stores, at various events and at its

annual dinner, where it recognises its local suppliers. “It was with some of these suppliers that we also worked very closely to create a special range of 150th anniversary products, including several that would have been around when our Society first came into being all those years ago,” explains East of England Co-op’s Joint Chief Executive

Officer, Roger Grosvenor.

“Other anniversary-themed initiatives that took place throughout the year have included a competition to win an eco-friendly car, which saw over four million scratch cards issued free to our members and customers with an opportunity for money saving coupons with a collector element to

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East of England Co-op AIR-serv AIR-serv, the market leader in the supply of air, vacuum and jetwash equipment to the petrol forecourt sector, has successfully helped site owners like East of England Co-Operative increase revenues for over 35 years.

To further strengthen its position as number one in the market place, and continue its commitment to UK clients, AIR-serv has partnered with Turtle Wax, a brand recognised for quality, to offer the Turtle Wax Pro car care range to the forecourt valeting sector in the UK. Demand for the AIR-serv ‘Buy Time’ Equipment range has continued to grow over the last ten years with AIR-serv boasting most of the major oil companies, hypermarkets, top 50 independents and independent dealers as customers.

AIR-serv is the UK’s number one partner of choice. Its unique ‘Revenue Share’ solution includes all call out charges, labour, parts and consumables for the period of the agreement.

win the car,” Roger continues. “We were delighted to be able to announce that the lucky winner was Felixstowe resident, Linda Houseley. We also held a number of small events throughout the year at various county shows, and food and drink festivals, while our colleagues were able to celebrate with an additional day of paid holiday!”

has been mainly tinned and dried goods, making them perfectly safe, however it is now starting to target other ranges.

“The ‘Co-op Guide to Dating’ has certainly taken the industry by storm,

culminating in it receiving the Grocer Gold award for ‘Waste Not Want Not’ and the IGD award for ‘Sustainable Futures’,” Roger declares. “Winning a single award is a fantastic honour, but to win both of the aforementioned categories is galactic for the Society, especially considering our aim was not to gain recognition, but to make a difference.”

Reduced waste The difference made to date comes in the form of the prevention of more than 250 tonnes of food going into biodigestion and remaining within the food

Quality recognition It would be fair to also characterise 2018 as a year of plenty for the Society, particularly in respect to the number of awards and accolades that were bestowed upon it. “Locally, the Society’s Funeral Division was presented with the prize for ‘Best Trade Stand’ at the Royal Norfolk Show this past summer, and we were also delighted to receive the ‘Outstanding Dementia Care Innovation Award’ at the National Dementia Care Awards,” Roger enthuses. “The latter award was for the bespoke dementia-friendly training we developed for our Funeral Services teams to ensure we could provide the best possible support for affected families.”

Also, on a national scale, the Society was also the recipient of two incredibly prestigious awards for the ‘Co-op Guide to Dating’ initiative. At the heart of this scheme is the desire to reduce waste and keep as much food in the food chain as possible.

To achieve this, the Society decided to start selling food past the ‘Best Before’ date. As consumers, we are becoming increasingly aware that these dates are simply quality dates given by manufacturers, which means that a great deal of products do not deteriorate after this point, unlike those characterised with ‘Use By’ dates. The food that the East of England Co-op has sold to date as part of this initiative The East of England Co-op won an Award at the Royal Norfolk Show

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East of England Co-op Liberty Flights Liberty Flights was founded in 2009 and is now seen as one of the most trusted and well respected vape manufacturers and suppliers in the UK, offering high quality products, excellent customer service, and a dedicated field support team for retailers. Liberty Flights have partnered with the East of England Co-Op to supply the retail estate with their premium range of “XO” E liquids; DOT kits (a replaceable pod vaping system), and solutions for displaying this bestselling range. Liberty Flights’ expert positioning in vape has helped to drive growth within the retail convenience sector.

chain for human consumption. “Since the launch of the initiative, which was originally focused on ambient products, we have included more fresh foods, such as green grocery, breads and cakes, and most recently frozen foods, meaning that all categories are covered,” Roger states. “A part of the initiative has also revolved around the speedier reduction of ‘Use By’ date products, which has also helped to reduce the impact of food waste.”

Key partners Following the phenomenal success of the ‘Co-op Guide to Dating’, January 2019 sees the Society, in collaboration with Ipswich Borough Council and

Copleston High School, launch a new programme targeting the recycling of packaging. “Taking inspiration from the iconic song ‘When Will I See You Again’

by The Three Degrees, this initiative will aim to better inform our members as to how they can recycle locally, and how those items that can’t be recycled locally can be brought to us to take care of,” Roger says.

When we last covered the East of England Co-op within this magazine at the turn of 2018, the Society was in the midst of a programme of refurbishment for its stores. “The Society has 255 locations that make up its family of businesses and I am pleased to say that, to-date, we have refurbished 80 per cent of the estate, with the remaining 20 per cent to be completed over the next 18 months,” Roger reveals. “During the course of the reshaping of our retail estate we have focused on our food offering, introducing key partners along the way such as Subway and M&Co. We have

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East of England Co-op also worked hard to improve things like the queueing systems in many of our convenience stores. Whereas, in the past, we used to have separate till spaces, we have now introduced a queueing point like those used in large retail stores or post offices, where people are called to a free till point.

We have found this system to be very helpful for our members, giving those who want or require it extra time at the till, while at the same time not holding up the queue.”

As Roger and his teams are acutely aware, retail trends are always in evidence, and the Society’s Food Division is keen to provide customers with the chance to add products that represent these trends to their baskets whenever possible. “A couple of the biggest on-going trends centre on ‘freefrom’ and ‘plant-based’ products,” he confirms. “In the last few years we have successfully introduced a large range of free-from products and we are excited to now be looking at how we can extend this into ranges such as bread and cakes, for example by incorporating gluten-free pea flour.

At the same time, we recognise that more people are moving away from consuming protein from animals to protein from plants, and we are looking at where we can add new products to satisfy this demand.”

one of the top independent retailers in East Anglia, continuing to develop its products and services, whilst always

remaining sustainable and, of course, community focused.” D www.eastofengland.coop

Future focus As we enter 2019, it will be obvious to anyone with even a passing interest in current affairs that the food industry, like many others, faces an unprecedented degree of uncertainty and change, something with which comes both opportunities and risk.

“The Society will always seek to embrace whatever comes its way in order to deliver the best outcome for all of its stakeholders,” Roger professes.

“We need to respect the fact that, here in the UK, we are working and operating in the most dynamic, eclectic and complex market in the world with one of the highest concentrations of competition, and in order to survive you have to be at the top of your game at all times. With this in mind, the East of England Co-op intends to remain

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Beneficial burgers Obsessed with being the most ‘green’ brand in the restaurant industry, Swedish burger chain Max Burgers reached the status of a climate positive company in 2018

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Max Burgers

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here were many reasons for Max Burgers to be cheerful in 2018. Not only did the largest burger chain in Sweden celebrate its 50th anniversary on June 14, but it also announced that it had become the first climate positive company in the food sector. In addition, over the past year and a half, Max Burgers opened new restaurants in some of the countries it had already been present, including Norway, Denmark, Egypt, and, most recently, Poland.

In a nutshell, being climate positive means that an activity goes beyond achieving net zero carbon emissions to actually create an environmental benefit by removing additional carbon dioxide from the atmosphere.

Chief Sustainability Officer and Chief Reputation Officer, Kaj Török elaborates: “Becoming climate neutral is no longer enough. It was the goal of yesterday. The new goal for every brand committed to climate action should be to become climate positive, and this notion is spreading all over the world.

People have begun to realise that we cannot reach the world’s climate goals just by reducing emissions, we have to capture carbon, as well. In Sweden, in particular, more and more big

Kaj Török

companies have pledged to become climate positive in the future. For example, H&M are set to achieve this target by 2040, while IKEA are looking to do it by 2030.”

Essentially, now every visit to a Max Burgers restaurant helps improve the climate and the company has taken action in three key areas to succeed in its initiative. “First of all, we performed the most detailed climate analysis in the restaurant industry in the world, including all greenhouse gas emissions in our calculations. In our case, this means measuring emissions from the farmers’ land to our guests’ hands. We also include their travel to and from our restaurants, as well as their waste,

among other elements,” Kaj points out.

“The second step for us was to implement various campaigns for the reduction of our emissions, such as using 100 per cent wind power and turning used fry oil into biodiesel. More important still, is the fact that we have introduced more ‘green’ burgers to our menu. About 40 per cent of our burgers are now not made of beef, but of chicken or fish, or are entirely vegetarian, and they are selling really well. Last but not least, we also plant trees in Africa that absorb and store carbon dioxide from the atmosphere as they grow. This means that we capture carbon dioxide equivalent to another ten per cent of our emissions.”

Selling more low-impact burgers represents one of the major sustainability targets Max Burgers will be pursuing in the coming years. Kaj details: “Our goal by 2022 is for every second meal we serve to be made without beef. We are not far from the proposed deadline, but if we meet this objective, and I am confident we will, we will have reduced our emissions by 30 per cent in just seven years.

“When we were last featured in FoodChain about a year and a half ago, we had five different ‘green’ options on

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Y L H T O O M

S

T I S E DO

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Max Burgers the menu. Now there are seven, plus our recently-launched vegan shake.

We have also released a product called Crispy Nuggets – an organic, vegan, fully plant-based alternative that tastes as good as our regular Chicken Nuggets,” he says discussing the latest items added to Max Burgers’ offering.

Kaj also remarks that two of the giants in the fast food business – McDonald’s and Burger King, have followed Max Burgers’ practices in enriching their menus with more vegan options. “I think Sweden is the only country where McDonald’s have developed a McVegan. At the same time, Burger King has launched a halloumi burger.

It is flattering, but more importantly, it is good if we can work together in setting a new standard for the industry.

Latest research shows that it could be sufficient for people to eat as much as 100 grammes of beef per week, which will dramatically reduce the pressure we all feel to feed what will be ten billion people on the planet by 2050.”

Cosmopolitan consumers No profound change in society’s preferences, however, can happen without the bottom-up efforts of citizens themselves who need to first desire a transformation for it to happen. Such seems to be the case in Sweden, where the majority of the locals have taken a responsible approach towards their eating habits. “If you look just at hardcore vegans in the country, they constitute less than ten per cent of the population.

Flexitarians, on the other hand, who are people that consume meat, but are willing to reduce its consumption, number more than 60 per cent. It is important that consumers realise the benefits of reducing their climate impact and of eating a little bit healthier.

“On top of that, I feel that there is a connection between social status and food nowadays,” Kaj draws an interesting parallel. “If having the right car meant that you had a higher status 20 years ago, and having the right mobile phone was an indicator of a higher position in society

Seattle’s Best Coffee Max Burgers and Seattle’s Best Coffee have been in partnership since 2013, with coffee being available in over 120 Max restaurants in Sweden, Norway and Denmark. In 2019, Max Burgers’ guests will get the chance to try our Flat White beverage; two shots of Espresso with steamed milk and topped with foam along with the range of espresso favourites such as Latte, Cappuccino, Americano, Mocha and Iced Coffee’s.

Seattle’s Best Coffee beans are medium roasted for a smoother and easy-to-drink coffee. Quality is never compromised and only the highest quality 100 per cent Arabica, Fairtrade certified coffee beans are used. We’re proud to have been Max’s coffee partner for the past five years.

a decade ago, then today, at least in Sweden, a lot of that revolves around the food you consume. It seems that people who eat consciously are seen as somewhat more sophisticated and concerned with their wellbeing. I think similar processes are going on in distinct parts of London, in California, in Berlin, and in some other cosmopolitan cities around the world.”

Earlier in 2018, Max Burgers opened two new restaurants in Norway, followed by two more in Poland in quick succession.

Slowly but surely, the company is making a name for itself abroad, but Kaj admits that it will take some time before the brand is truly well-established in the foreign markets it is targeting. “We know that we have a strong proposition in Sweden, proof of which is the fact that last year, we won a customer satisfaction award for the 17th year running. We are still relatively unknown outside of our domestic market, though, so we are trying to find the right formula that will help us grow our presence in other geographical areas. There are plans in place to expand in multiple countries, and especially in Poland, where we have been very well-received.

Furthermore, we will keep growing in Sweden, selling more ‘green’ burgers, and constantly reinventing ourselves and the whole industry,” he concludes. D www.maxburgers.com

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Enhancing togetherness

Johann Kerkhofs

Founded on the idea that a resort experience should bring guests together and foster friendly relationships between them, ARBOREA Hotels und Resorts opened its first location in the summer of 2018, declaring the goal to spread the concept across Europe in the next ten years

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Arborea Hotels und Resorts

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ohann Kerkhofs has worked in the hospitality industry long enough to learn a thing or two about what makes hotel guests enjoy themselves while on holiday. In fact, although the concept of ARBOREA Hotels und Resorts was officially set in motion in the autumn of 2014, its seeds were sown some 20 years earlier. In 1995, Johann was running a resort in Egypt, at the Red Sea, whose clientele consisted chiefly of couples. What was vexing him, however, was the fact that they would usually keep to themselves, instead of mingling with other people and engaging in group activities. “Every day, I would see those couples eating their breakfast quietly or lying by the pool reading a book without talking to others, which got me thinking that their holiday experience was not making them happier,” Johann remembers.

His solution seemed simple but brilliant. By joining many small tables into several bigger tables, he had people sharing a common space, which eventually encouraged them to start communicating with each other. “After four months, we saw an increase of revenue of about 34 per cent, because guests were getting together to take part in various activities such as playing water polo and this, in turn, led to an increased consumption on their part. This is how I came up with the concept that we have to create experiences that facilitate communication between guests,” Johann explains.

After years of sedulously testing and refining his ideas in other places, it was in September 2014 that his concept for ARBOREA finally saw the light of day. Packed with ‘communication platforms’ like an amphitheatre, a collaborative kitchen where guests can cook their own food and take cooking classes, as well as a little workshop that

When I look at demographic trends, I would say that we are targeting and attracting people aged 2850, including millennials, who work a lot and are successful in their jobs, and who need short breaks now and then to relax a little bit

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would allow them to try their hand in carpentry, the resort’s underlying notion was to create a pleasant atmosphere, enticing people to spend more time together.

“It also deserves to be mentioned that our resort has very strong environmental credentials, as we use a lot of recycled material throughout the hotel. For example, the carpets in the rooms are made entirely of recycled products, 20 per cent of which have come from old fishermen nets. It is a nice story to tell customers – one they will remember and that might inspire them to become more conscious of their own recycling habits. Furthermore, we have a rule to use as little paper as possible. We are now 95 per cent paper-free, we do not have any printings within the hotel, but have instead launched a digital app for guests that enables them to look at our menus, book a table, or even book a time for massage,” Johann shares some of the sustainability practices adopted

by ARBOREA.

Holiday planning After all the planning and construction was done, the 16th July 2018 was a remarkable date for him and his team,

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as the first ARBOREA hotel opened its doors in the town of Neustadt, part of the northernmost German state Schleswig-Holstein, in the Bay of Lübeck. Johann recaps the first six months of operation: “It has been an excellent start. A day after the official opening, we were fully booked and the rest of the summer also proved a very strong period. Once the colder months kicked in, we have seen that it gets particularly busy during the weekend. December was a good month, because people have begun planning their summer holidays and thinking about where they could go for Easter, so our expectations are that from March onwards, we will experience a considerable rise in guest numbers.

“When I look at demographic trends, I would say that we are targeting and attracting people aged 28-50, including millennials, who work a lot and are successful in their jobs, and who need short breaks now and then to relax a little bit. It is a generation of young and active people whose aspirations to lead a healthier lifestyle fits ideally with our offering that involves being in the nature and practicing outdoor sports, in combination with the tranquillity of

Arborea Hotels und Resorts doing yoga and pampering yourself with various spa procedures.”

Second hotel It comes as no surprise that ARBOREA has also carefully crafted its food and beverage proposition to create another vital touchpoint with its young guests who are becoming increasingly interested in consuming high-quality food. To this end, the hotel strives to shop predominantly locally, buying 80 per cent of the fruit, vegetables, and meat it serves from producers based within a range of 80100 kilometres of ARBOREA’s location.

The resort boasts two restaurants – Deli’Cara, which allows clients to do their own cooking, and The Grand Grand Grill, whose sumptuous steaks are certain to please even the pickiest consumer.

If you have been thinking that, now that ARBOREA Marina Resort Neustadt is up and running, the group will settle down, try again. The truth is, Johann and his

team are so confident in their concept’s appeal that they have set themselves the ambitious target of growing to 20 locations across Europe in the next ten years.

“We are looking to start construction of our second hotel in March and that is scheduled to open in 2021. It will be located in Sankt Gallenkirch in Austria and will feature 112 en-suite rooms and 46 luxury apartments. On top of that, we

hope to have another two or even three new sites in planning or in construction by the end of 2019. We will first concentrate on the German-speaking countries, but we are more than willing to expand all over Europe, including Italy, the Netherlands, the UK, Ireland, and Spain,” Johann concludes, projecting ARBOREA’s future growth. D www.arborea-resorts.com

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A star performer Famous for cakes, cupcakes and an epic banana pudding, Magnolia Bakery has continued on its path of growth since last appearing in FoodChain

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Magnolia Bakery

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early two decades have passed since the iconic Sex and the City cupcake scene was filmed outside Magnolia Bakery on Bleecker Street in New York, and not only have Carrie and Miranda grown up and moved on, but so too has Magnolia Bakery, expanding from its one shop into a multitude of locations; becoming a household name across the entire US, and developing a new wave of fans across the world from Jordan to Mexico, and from Korea to the UAE. FoodChain previously featured Magnolia Bakery in January 2018, where CEO Steve Abrams went over the history of the bakery and its development – when we spoke to him for this issue, he highlighted how the past 12 months have been an exciting time for the business: “We opened our first stores in Boston’s historic Faneuil Hall Marketplace and Washington, D.C.’s Union Station,” he began, “and additionally, in the US, we’ve continued to focus on growing our online business, launching cake shipping and increasing sales for banana pudding and holiday basket shipping.”

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Magnolia Bakery “Internationally, we have opened new locations in Saudi Arabia and the Philippines, and we’ve found a franchise partner in Brazil. This is a continuous process, opening new locations and looking for new ways to increase business, including delivery sales, custom cake orders and events,” he added.

He went onto note that the UAE (where Magnolia Bakery works with the Al Tayer Group) is seeing positive growth, with another new opening on the agenda in 2019 and some interesting menu adaptations. “In particular, their delivery business has grown substantially in the past two years and their team is continuing to identify new delivery partners, new packaging options and new products to offer through those channels,” noted Steve.

“The UAE stores also offer a savoury menu and in 2018 they updated the menu to offer more shared plates. As

We now have more than 12 banana pudding flavours that are featured monthly.

As a result of increased promotion and flavour offerings, the category sales have increased more than five per cent year-on-year

a result of the new menu offerings, savoury sales have increased year-overyear. They continue to build out new revenue streams, including a special Tea Time offering, which features small bites of a selection of desserts.”

It is clear that the magic of Magnolia Bakery appeals to a wide variety of markets and regions, and Steve explained how the business manages to achieve the perfect diverse mix of products to keep fans coming back to

its stores: “We follow a general 80/20 rule. Our core brand elements – classic American baked goods made in small batches; warm, inviting décor; an icing theatre; and offering a diverse product mix – are consistent across all locations and cannot be changed. This makes up about 80 per cent of the brand.

“The remaining 20 per cent gives franchise partners an opportunity to localise the Magnolia Bakery experience to their market. This is done primarily through local flavour profiles, but can also include local partnerships and events.”

Customer response As a result of this 80/20 approach, international visitors to Magnolia Bakery not only enjoy the traditional American baked goods that have made it famous, such as banana pudding, cheesecakes, cupcakes and cakes, but also marketspecific products that are developed

I.Halper Paper & Supplies I.Halper Paper & Supplies, a family-owned business since 1910, distributes food-service disposables, janitorial supplies and customized packaging to bakeries, restaurants, hotels and caterers in the New York Metro area. Working diligently with Magnolia Bakery since 2007 helped create our expanded distribution network into the Chicago, Los Angeles, and international markets supported by relationships we developed with other similarly modeled affiliates. Our value added capabilities and product offerings for clients like Magnolia continue growing as we proactively provide logistical and warehousing solutions. As industry leaders in implementing new technologies and innovations, we consistently deliver efficiency and cost reductions to our clients.

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Magnolia Bakery with the local culture in mind. “We have

brownies, bars and icebox desserts,”

found that customers respond very positively to our product variety, décor and the icing theatre, and we work hard to create exclusive products and/or product lines in our franchise markets that best resonate with their customers.

In the Philippines, for example, we created an ube cake and cupcake and in Saudi Arabia they offer a range of milk cakes (tres leches) which is the most popular dessert they sell,” Steve explained.

said Steve. “But banana pudding, in particular, has been a product category that’s grown over the past year with the addition of new flavours. We now have more than 12 banana pudding flavours that are featured monthly. As a result of increased promotion and flavour offerings, the category sales have increased more than five per cent year-on-year.”

Since Magnolia Bakery’s original owner passed her oven mitts to Steve and his wife in 2007 the company has gone from strength to strength, with its expansions always thoughtfully considered and planned and its menu always carefully adapted to maintain traditions but reflect local tastes. It may have only had a cameo in a trendy TV series a few years ago, but today Magnolia Bakery is certainly the star of the show. D www.magnoliabakery.com

Plans for expansion A look at the Magnolia Bakery menu on its website not only tempts the taste buds, but also illustrates the wide range of products for which it has become renowned, with everything made fresh from scratch on the premises every day.

In addition to those mentioned by Steve, are muffins, loaves and scones, and also a range of recipe books, T-shirts and other accessories. “Trends come and go, so we focus primarily on developing classic desserts around different tastes and ingredients,” Steve noted.

“With that said, we are always open to integrating new and different options, including sea salt caramel, Lotus in the Middle East and the aforementioned ube in the Philippines.” For those unfamiliar with ube, it is a purple yam, which gives the products not just an amazing hue but also a distinctive sweet and earthy flavour.

Looking to the rest of 2019 and unsurprisingly, Steve and his team have further plans for expansion for new locations across both the US and the globe, still within the franchising model: “The target markets include India and Malaysia, among others.

Additionally, we’re shifting our focus to franchise domestically in addition to the international growth,” he revealed.

All of the stores, both old and new, will continue to create the most amazingly delicious baked products, with Magnolia Bakery’s best-selling categories continuing to be cupcakes, cakes and banana pudding. “We’re proud of the diverse product mix we offer which includes more than 250 individual products - in addition to those listed previously are pies, cookies,

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A whole new world Operating 24 sites around the UK, multi-award winning hospitality business New World Trading Company (NWTC) has further expansion plans for 2019

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New World Trading Company

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aunched in 2011, today NWTC splits its stable of bars and restaurants into seven brands: The Botanist, The Florist, The Oast House, The Club House, The Canal House, The Smugglers Cove and The Trading House.

United by the common themes of live music, world-famous cocktails, ales and ciders alongside local cask, and food inspired by the deli, rotisserie and grill; the sites are also distinctly individual in décor and theme.

The story began with The Botanist brand. Now with 17 locations across the UK and further openings planned, visitors to The Botanist can expect antiquities and trinkets hanging from the walls, and resident ‘botanists’ crafting unusual concoctions such as the Velvet Green cocktail, which is boosted with a botanical elixir found in plants. A wide food menu covers all occasions and each location offers a different range of masterclasses in cocktails, private hire rooms and other interesting offerings.

Alongside The Botanist, NWTC’s newest brand concept is The Florist. Already established in Bristol and Liverpool and with an opening in Watford planned for 2019, The Florist draws on The Botanist’s approach of creating interiors that engage all the senses, but this time using the fundamental principles of floristry. The menu even features a floral touch with its signature lavender honey and sunflower loaf.

To further help future proof the business and address the needs of a wider variety of customers, NWTC launched a selection of standalone ‘House’ venues: The Trading House in London, The Oast House in Manchester, The Canal House in Birmingham and The Club House in Liverpool. Each offers its own unique venue, and draws inspiration from

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Hallgarten & Novum Wines is one of the UK’s leading specialist wine merchants, with over 85 years experience importing award-winning wines from producers around the world, for partners in the UK on- and off-trade. Its industry-leading training team is led by Master of Wine, Beverly Tabbron, providing WSET qualifications to front of house teams across the country, as well as bespoke courses through its Wine Sure program.

In 2018, the Hallgarten team achieved ISO 14001 accreditation, as well as meeting all criteria to attain Investors in People accreditation.

Hallgarten was named European Merchant of the Year in 2018 and New World Merchant of the Year 2017 by the Sommelier Wine Awards, and its award-winning portfolio has won the prestigious International Wine Challenge Merchant Wine List of the Year Award in 2015, 2016 and 2018 and IWSC Wine Importer of the Year 2018, showcasing the breadth and quality on offer.

@hnwines Tel: +44 (0)1582 722 538 Email: sales@hnwines.co.uk www.hnwines.co.uk

New World Trading Company a variety of sources – for example, The Canal House, located on the site of the former James Brindley pub, was influenced by the life of James Brindley, one of the most notable engineers of the 18th century. With The Engine Room on the ground floor and The Residency upstairs, it is also a 135-cover restaurant with three private dining rooms.

Customer rewards Showing the degree of flexibility in NWTC’s approach is The Club House situated in Chavasse Park within Liverpool One. Described as ‘a slice of the Hamptons in the heart of the city’ The Club House resembles a New England mansion, with a menu that offers everything from bar nibbles to deli favourites; meats cooked on the rotisserie and grill, as well as a selection of pies.

Also located in Liverpool is The Smugglers Cove in Albert Dock. As one might expect from a nautical leitmotif, The Smugglers Cove focuses on rum, with over 150 different varieties on offer and even a Rum Room offering visitors a unique dining and drinking experience, as well as theatrical masterclasses with resident experts.

What’s more, for those who love NWTC’s aesthetic and want a taste of it at their own event, they can call on the services of The Wanderer. Based on the body of an iconic Citroen HY van discovered in the South of France, NWTC have lovingly created a vintage mobile pop-up bar, which can travel to almost any location in the UK. The Wanderer is available for weddings, parties and corporate soirées, and hire of The Wanderer can include engaging and knowledgeable bar experts, curious cocktails, world ales, and even live music if required.

It is clear that NWTC doesn’t take an orthodox approach to its business, and this extends to its strategy for customer loyalty. Recognising the value of creating a foundation of guests who return time and again to its venues, NTWC created the My New World App, which, upon becoming a member, turns five per cent of future spend into My New World credit. As a result members build up a loyalty balance, which can be spent

at any of the NWTC locations in the UK. Members can also book a table, get directions, purchase gift cards and have access to a world full of other benefits, too.

The value of loyalty and rewards also extends into the human resources side of the company, where NWTC believes in the value of building out the business with staff who share the company’s values, are experts in their area and can deliver unrivalled customer experiences.

Additionally, each staff member is welcomed into one of its six ‘Tribes’. Tribes celebrate the attributes that make each team a success and reward people for their team spirit, personal development, and achievements. Fellow Tribe members compete against other Tribes throughout the year in challenges, events and daily competitions to earn points, win prizes and be crowned champions, all communicated through a unique ‘Tribes app’. Staff are also presented with a book of benefits, and receive comprehensive training in a range of transferrable skills. This entire philosophy aims to unite everyone who works for NWTC, make them feel connected and part of something amazing.

The results that NWTC’s management team has garnered from the creation of Tribes speak for themselves – it was declared one of the Sunday Times Best Companies to Work For in both 2017 and 2018. Other accolades for the wider business include a place on the Sunday Times Fast Track 100 companies and The Times 100 Best Companies in 2017; winner of the Best Use of Technology at the Retailers’ Retailer of the Year 2017 and Best Brand/Concept at The Publican Awards, too.

In the eight short years since NWTC was founded, the business has concentrated on finding and developing the right brands in the right locations offering consumers the right menus and service. Further pursuing its aim for the NWTC brands to become a leading player in the UK casual dining industry, multiple new openings are planned for 2019, with funding in place to assist this growth. This programme will lead to an increase in staff numbers to over 1500, and 30 sites in the portfolio - NWTC is already actively looking for the right individuals needed to propel its success to even further heights. D www.nwtc.uk.com

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From Cornwall with love Rowe’s Cornish Bakers is enjoying a period of ongoing investment and stable growth, as it continues to develop exciting new flavours to complement its classic Cornish pasties, in order to meet evolving consumer demands

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Rowe’s Cornish Bakers

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f you have ever wondered about the technology by which your favourite Cornish pasties are made, Maurice Matthews – Technical Director at Rowe’s Cornish Bakers – is here to reveal what makes the delightful treats of the world’s largest producer of hand crimped Cornish pasties unique.

“First of all, we make all our Cornish pasties to an authentic recipe in a traditional way. Cornish pasties have benefitted from ‘Protected Geographical Indication’ (PGI) status since 2011. To be counted as a real Cornish pasty, it has to be made in the Duchy of Cornwall to a recipe defined in law. The permitted ingredients are beef, potato, turnip, onion, salt and pepper, and the filling has to be raw and not cooked before baking the product. No gravy is added – instead it is the combination of all the meat juices with the steaming vegetables that gives true Cornish pasties their unique flavour.

“Rowe’s are unusual insofar as we bake almost nothing on-site at our pasty and savoury bakery in Falmouth. Instead, everything we make is frozen before it is dispatched, so that it can be freshly baked at the point of sale, giving consumers the freshest tasting pasty possible.

“We are very proud to support so many local farming and food processing businesses, both within Cornwall, and across the southwest of England. Our supply chain is seamless: it is not unusual for us to receive the vegetables at

six in the morning, process them in the bakery by nine, have the pasties made by midday, and then put them on the lorry by mid-afternoon.

This sequence helps us to ensure we are using the freshest ingredients possible,” Maurice explains.

The story of Rowe’s Cornish Bakers began in 1949 when former RAF officer, Bill Rowe and his wife Phyllis set up a bakery shop on a slip road leading down to the sea, just off the high street in Falmouth. Over the next 30 years, Bill and Phyllis grew the business, expanding into other towns of Cornwall. In the mid-1970s, they opened a new bakery in nearby Penryn and took on an apprentice called Alan Pearce. Even at a young age, his baking excellence brought him to the fore, and when Bill and Phyllis passed away in the 1990s Alan assumed the position of managing director. Under his ownership, Rowe’s Cornish Bakers continued its retail expansion within Cornwall but also made its first strides into wholesale markets.

New ‘Bakehouse’ In 2003, Rowe’s opened a brand-new bakery on the outskirts of Falmouth. The new ‘Bickland’ bakery was dedicated to the production of Cornish pasties, sausage rolls, and other savouries. The Bickland bakery suffered a serious fire in Summer 2014, just as the crucial holiday season was starting.

Thankfully Rowe’s had excellent contingency plans in place, and within seven days, pasty production had re-started at the original bakery

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Rowe’s Cornish Bakers in Penryn, before moving back to the main production hall when the fire damage had been fully repaired.

A change of ownership in 2017 allowed the existing team of directors to accelerate their plans for careful growth but with the same detailed attention to tradition. The business is still expanding and always on the look-out for new talent.

Maurice comments: “We installed new depositing machines in 2017 to improve the consistency of our pasties.

This investment was led by independent market research, and had a side benefit of making our process more efficient.”

More recently, in October 2018 the company moved out of its bakery in Penryn, from where it had operated for over 40 years. The older site was becoming increasingly hard to maintain to the requirements of a modern food producer. The new ‘Bakehouse’ in Penryn is just a quarter a mile away from the former site, and continues to produce Rowe’s classic bakery goods including famous Cornish saffron buns, cakes, scones and best-selling Easter biscuits.

Maurice continues: “We are just about to commence a new project that will see us equip our bakery with a second spiral freezer by the summer of 2019.

We already have one spiral freezer that has the capacity to handle two-thirds of our pasty production needs, taking the products from chilled to deep frozen in under 60 minutes. When we get the

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second spiral freezer, we will be able to process 100 per cent of our output through a rapid freezing process, improving their quality considerably.”

It has become a tradition for Rowe’s Cornish Bakers to launch a range of Christmas specials every year around the festive period. In 2018, it enthralled its customers with turkey & chardonnay pasties, with port & stilton pasties for vegetarian customers, demonstrating the creative ability of Rowe’s product development chefs. “While we expect that Cornish pasties and sausage rolls will long remain our core products, we are also responding to consumer trends, including the shift towards vegetarian and vegan options, a segment in which we already trade strongly.”

He adds: “in the past, vegetarians and vegans were motivated primarily by worries over animal treatment, but now many more are also led by environmental concerns and issues around sustainability. Our product offer in this segment is probably larger than it is for other pasty makers who have not fully embraced the trend yet. We have noticed that others tend to follow where we have led!”

Even though the business climate can be unpredictable, Maurice expresses his confidence in the future prosperity of Rowe’s Cornish Bakers. “We have come through some challenging years and we are in a much healthier place now.

We have every reason to believe that we

are doing a good job, providing great customer service and tasty products which will always be in demand. After all, what could be more comforting in uncertain times than a freshly baked Cornish pasty?

“We were very sorry to see a former competitor in the Cornish pasty market go in administration last Summer. We were pleased to be able to help one of their key customers find a reliable, quality supplier at no notice, and – along with many other pasty businesses in Cornwall – even more pleased to have recruited, talented new colleagues from that company,” he discusses.

“Right now it is still not clear what will happen with Brexit, so we have taken steps to secure more storage space, ambient, chilled and frozen. We are making all the necessary preparations to store more raw materials, packaging and finished products. This is one of the big challenges everyone is facing at the moment, as every food business is fighting for frozen storage space in particular. Nevertheless, we expect to remain stable in these tough times.”

Rowe’s Cornish Bakers has set its sights on expanding the retail side of the business in 2019. The company intends on opening its next shop next to a busy intersection on the A30, the main route acting as the spine of Cormwall in the Spring. The specific location has been chosen to reflect the business’ strategic vision of targeting town centre locations with high pedestrian footfall, or transport hub locations where it is easy to pull in and park.

“Looking at our local heartland, Falmouth also has its university, including a growing campus in Penryn.

There is a substantial student population in this area, so we are looking at innovative ideas to attract students.

Social media presence is a priority and we have done some great work in refining our digital strategy in the past 12 months, and plan to develop this further in 2019.”

Maurice concludes: “We look forward to an exciting 2019 and beyond, regardless of the uncertain world about us, knowing that it is our people that set us apart from the crowd.” D www.rowesbakers.co.uk

EG Group

At your convenience Boasting a global asset portfolio of over 5000 petrol forecourt convenience sites and partnerships with some of the world’s leading retail brands, EG Group is a world leader in creating one-stop fuel, retail and food-to-go convenience destinations

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hen it was first founded in 2001 by brothers Zuber and Mohsin Issa, Euro Garages consisted of a single petrol filling station located in Bury, Greater Manchester.

Today, EG Group, as the business is now known following the recent international growth, is the world’s leading independent fuel station and convenience retailer, with a diverse network portfolio spanning across nine countries; UK, France, The

Netherlands, Belgium, Luxembourg, Germany, Italy, USA and Australia.

Committed to delivering a modern consumer retail offer that creates a one-stop destination where multiple consumer missions can be satisfied, by the end of 2018, EG Group was the proud operator of some 5000 sites globally and an employer of more than 30,000 people.

“Zuber and Mohsin are what can best be described as ‘serial entrepreneurs’, and it was their shared vision which

has transformed the traditional petrol station model into today’s modern retail convenience destination back in 2001,” begins Ilyas Munshi, Group Commercial Director, EG Group. “Their investment approach was simple but effective and has laid-out the industry blueprint that many other operators are now trying to replicate. The underlying desire was to improve the customer’s retail experience on the traditional petrol forecourt and its accompanying infrastructure, and they did so by making the old-style kiosk

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EG Group

‘

shop into a larger convenience store, improving the welfare for motorists by making different grades of fuel readily accessible at all pumps, improving site cleanliness, greater parking, increasing security and providing amenities that were previously not afforded to customers such as internal seating areas. On the back of this, shop sales trebled and ironically fuel sales also increased.”

New approach

Over the years, EG Group’s strategy for delivering profitable growth has seen it partnering with a host of premium retail brands across fuel, retail convenience and food-to-go. On the fuel side, it partners with the likes of Esso, BP, Shell and Texaco, in convenience retail it has successfully cultivated relationships with well-known retail names such as SPAR, Carrefour, Louis Delhaize and in the food-to-go space its partners with globally recognised brands such as Starbucks, Burger King, KFC and

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What we have established is a business model that effectively drives revenue from three main streams – fuel, convenience store and food-to-go – and this has helped make the business incredibly resilient and versatile

Subway along with a raft of popular, local brands. However, as Ilyas goes on to explain, the group’s move into foodto-go was somewhat unplanned but has proved to be the right strategic decision.

“In the early days, it was common sector practice that brands would build their restaurants on land leased from petrol station operators and exist as tenants, however this practice led to a number of operational challenges, and perhaps more importantly meant for a poorer, less seamless customer experience,” Ilyas continues. “In response to these issues, the brothers decided to look at the possibility of running the concessions on behalf of major food and drink brands themselves, and also at how they could develop forecourt stations to accommodate more instore offerings from the likes of Subway. This approach quickly alleviated and proactively addressed many of the issues that had occurred in the landlord and tenant arrangement.”

Three revenue streams

to bear can be seen in the group’s

It was also found that this new approach allowed for different food propositions that supported different parts of the day to be better catered for, and that by expanding its forecourts to include several different brands was helping to create ideal destinations for travelling customers. It also did not hurt that it soon became evident that in adding space for a food-to-go brand to operate, fuel sales again increased. “What we have established is a business model that effectively drives revenue from three main streams – fuel, convenience store and food-to-go – and this has helped make the business incredibly resilient and versatile,” Ilyas enthuses.

Another trait that has underpinned EG Group’s approach is its desire to

relationship with Greggs, which came about as a result of a clear desire from customers to have a bakery offer on-site.

The group began working in earnest with the brand in 2015, and today operates around 175 Greggs bakery concessions across its portfolio, and is even helping to facilitate the trial of the brand’s first ever drive-through outlets.

“When it comes to our food-to-go capabilities we recognise the importance of continued investment,” Ilyas goes on to state. “To that end, we target three core areas, the first being our physical infrastructure itself, the second of which is our people, whom we rely upon to deliver the high standards both we and our partner brands expect, and the third area of investment is our ‘point of sale’ solutions, which we look to align with our brand partner own technology systems.”

The success of the above approach in its home market is there for all to see, what with EG Group expanding

make its offering constantly relevant to its customers, and it does so by closely watching market trends and commissioning consumer surveys and other forms of customer research.

An example of this approach coming

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EG Group its presence throughout mainland UK to over 370 locations and counting. It was perhaps inevitable therefore the question of international growth would ultimately come to the fore, with many of its partners supporting the view that its business model could be easily transferred to regions such as Europe or the United States.

“Having identified an equity partner in the form of TDR Capital LLP, which itself had acquired Delek Europe (subsequently called European Forecourt Retail, EFR), a business servicing some 1350 fuel stations and convenience stores in France and the Benelux countries, we formally joined forces in October 2016 to become an European leader in our field,” Ilyas adds. “In November 2017, we secured a further 1200 forecourt assets from Esso in Italy, followed by approximately 1100 German assets in February 2018, and in April 2018, we completed the acquisition of a small portfolio of 97 sites in the Netherlands to supplement our existing network in the country.”

the UK and now across Europe. “In the coming months, we will be ramping up this approach in the US and in Australia as well, working with local and global brands to create the best possible retail experiences for our customers,”

Ilyas concludes. “At the same time, we will continue to look out for further acquisition opportunities in those markets where we feel EG Group is best equipped to spread its wings.” D www.eurogarages.com

Acquisition trail As its European activities prospered, opportunities also arose in the United States, where the group would go on to purchase circa 750 convenience stores from Kroger in February 2018.

“What this particular investment gave us was a portfolio of assets spread right across the US, which provided EG Group with a North American platform to build upon, which we have since built on with the acquisition of another 250 Minit Mart convenience stores from TravelCentres of America in September 2018,” Ilyas says. “In the time since, we have also taken a major step forward in Australia by agreeing to purchase the petrol convenience business of Woolworths, which is made up of 540 sites.”

With particular focus on food-to-go, EG Group is all too aware that a onesize-fits-all approach does not work when it comes to meeting consumer tastes in different international markets.

That is why it continues to take great care in making its brand offerings relevant to local customers, something that it honed to near perfection first in

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Pride of Ireland From small beginnings, Clonakilty Food Company is responsible for making Ireland’s favourite blackpudding and other meat products that are today enjoyed in international markets across Europe and as far away as Australia

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Clonakilty Food Company

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t was roughly one year ago that FoodChain had the pleasure of detailing the storied history of the Irish market town of Clonakilty and arguably its most recognisable resident – Clonakilty Food Company (Clonakilty). Using a blackpudding recipe that originated in the town in the 1880’s, the Twomey family took responsibility for the business in the late 1970s and it has since gone from strength to strength. As the popularity of its blackpudding has grown, both in Ireland and internationally, the company has also added whitepudding, sausages, rashers and bacon to its collection of foods.

Catching up with Clonakilty Managing Director and owner Colette Twomey just prior to Christmas, she and her team were understandably busy, but more than happy to talk about how 2018 had been an extremely positive year for Clonakilty. “We have enjoyed a very successful 12 months here, with strong trading levels across the business,” she reveals. “Our staple products of blackpudding and whitepudding continue to increase in sales across various markets, while in the UK we have doubled our distribution levels with Sainsbury’s, we have secured new listings with Booker, and our much-loved Ispíní Irish pork sausages are now available online with Ocado. So, as you can see, we have definitely not taken our foot off of the pedal when it comes to sales in the UK and elsewhere, which has helped us greatly, and gives us

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a really good foundation to build upon in 2019.”

When it comes to tastes and trends, purchasers of Clonakilty’s blackpudding continue to be driven by a desire to discover new applications for the product and how it can transform even the simplest of recipes. “People are increasing coming up with new ways to cook with Clonakilty and we have had wonderful engagement with our customers who are more than happy to photograph and share their creations, which we then get permission to share on our social channels,” Colette continues. “These don’t even have to be complex recipes. For example, one lady showed us how she crumbles up the blackpudding into an omelette and she was thrilled with the results. It can be as simple as that, but the difference in taste can be outstanding.”

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It is these same customers, and many more like them, that are also showing an ever-greater degree of awareness of what goes into the food they eat. “People are

definitely more conscious today about the provenance of food and what goes into the products they buy, and rightly so,” Colette states. “Clonakilty puddings tick the boxes that consumers are looking for, in that they are made with no artificial elements whatsoever, just four or five pure quality ingredients that go together to create great tasting food.”

As Colette herself admits, while Clonakilty products are today found in a number of international markets, until now the company has really only dipped its toes in the water of what it can potentially achieve when it comes to export sales. This is likely to change in 2019, with the company having appointed a new International salesperson, whose job it will be to proactively canvass sales opportunities. “Up to now, our European sales have been somewhat reactive to demand that we receive from others,”

Clonakilty Food Company Colette adds. “This has resulted in the company gaining some good business in countries such as France, Spain, the Netherlands and Germany. Customers in these countries have already displayed great love for our blackpudding, blood sausages, frankfurters and the like, and we look forward to gaining a greater foothold on the continent in the coming months.”

New product launches The love of Clonakilty does in fact extend even further afield, as demonstrated in August 2018, when its blackpudding product secured the both a Gold Medal and a Best in Class – Smallgoods 2018 award from the judges at the Australian Food Awards, who praised it for its ‘excellent flavour, texture and appearance’. “This award is special to us,” Colette enthuses. “Our foothold in Australia is relatively small, but we benefit hugely from our relationship with

our local producer Peter G. Bouchier and his team in Melbourne, who make our blackpudding to the same recipe we use in Ireland, with premium Australian beef and our secret spice blend, mixed by myself and sent all the way from Ireland. Like ourselves, Peter’s biggest motivator is quality and he shares many of the same traits as we do, and it is down to relationships like those we have with him and his team that we are able to celebrate accolades like those achieved at the Australian Food Awards.”

Back on home soil, the company also finds itself rapidly approaching the first anniversary of its production moving into its state-of-the-art manufacturing facility,

which will be in March 2019. It is then in the weeks following that Colette hopes to see the site’s Visitors Centre open its doors for the first time, allowing visitors to the town to witness first-hand how the company’s famous products are made.

“These are exciting times for us,” Colette concludes, before discussing some of the initiatives that the company is looking to bring to fruition in 2019. “One of the things we will be focusing on is bringing new products and meat solutions to market, all related to our standout lines such as blackpudding and whitepudding, with many being designed for ease of use in the kitchen. We will also be introducing more convenient packaging and more products in sliced form. So, while we are not going to diversify too far away from our main lines, we will be focused on providing our customers with more options and solutions so as to enjoy Clonakilty as often as possible.” D www.clonakiltyblackpudding.ie

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Kloosterboer

Fully in control With over 90 years of experience at its disposal, Kloosterboer provides a sustainable and innovative logistics service package to the supply chain for temperature controlled food products

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o say that Kloosterboer, a Netherlands-based provider of innovative and sustainable solutions to the supply chain for temperature controlled food products, is a company with a rich history is something of an understatement.

Founded in Sint Pancras in 1925 by Klaas Kloosterboer Senior, it began life as a commercial enterprise dealing in seed potatoes and potatoes, as well as exporting fruit and vegetables. It was not until 1960, based on strong market demand, that the company first decided to store food products in cold stores,

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but in the time since its operations have grown exponentially. “A financially strong and independent family business, with more than 4.7 million cubic metres of refrigerated capacity, Kloosterboer is today a frontrunner in logistics services in Western Europe for temperature controlled products, such as, fish, meat, fruit, fruit juices and concentrates, dairy and potato products,� begins Chief Executive Officer, Alex Kloosterboer. “With more than 600 employees, nine locations in the Netherlands and six others abroad, we are able to address

Westfalia Logistics Solutions Europe GmbH & Co. KG

every logistic demand by specialising in storage, stevedoring, handling customs formalities and devising logistical IT solutions.”

Kloosterboer’s core specialism, as you would have by now gathered, is temperature controlled storage, with its storage capacity consisting of conventional cold stores and fully automated high-rise cold stores where it is able to hold more than 700,000 pallets of products at a temperature range from -25°C to +15°C. The annual throughput for the business presently stands at four million pallets.

Westfalia is one of the world’s leading manufacturers of automated storage systems. As a full range service provider we implement projects in intralogistics and along the supply chain.

We also use our technologies as well as our IT and control expertise in automated parking systems. Our machinery and equipment accommodate a wide range of temperature requirements.

Intralogistics and transport logistics can be combined using our automated trailer loading and unloading systems. Our customer service, maintenance and modernisation ensure high availability and durability of the respective systems.

As a manufacturer of logistics systems, Westfalia implemented a wide range of automated high-bay warehouses and conveyor systems including the warehouse management and material flow control software.

Our core competencies are: • Mechanical and plant engineering • Software & IT • Services Savanna.NET® is the modular logistics software from Westfalia which controls automated processes along the supply chain. Thanks to the modular design, Savanna.NET® optimally adapts to individual logistics tasks and integrates with existing and new processes.

The option of step-by-step extension enables Savanna.NET® to grow with the company. Savanna.NET® is compatible with all current ERP PLC systems. Existing technology/hardware and hardware/software interfaces can be deployed flexibly. The open Microsoft C#.NET architecture enables the connection of logistic data processing.

The individual Savanna.NET® modules work reliably in their operational environment. Together, they complement each other.

This ensures highly functional logistic process control and analysis and enables companies to centrally organise and monitor data.

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© Paul Martens/Kloosterboer

“The fact that we are a family business sets us apart from other players in our core markets, with most being large private equity firms,” Alex continues. “At Kloosterboer, we are committed to the customer and to granting them the right solution for whatever the request. It is because of this that our customer portfolio consists of a large number of Triple A/Businessto-Business companies.”

Driven, in part, by a strong economic climate in Western Europe, 2018 was a good year for the company. It was also one where it saw a continued trend from large producers wishing to outsource their storage and transport activities to players like Kloosterboer that can offer something of a ‘hub position’ for customers’ goods and produce. The company responded accordingly to this demand by starting up two newly-built cold stores.

“Our network of cold stores is not only built to offer the highest quality and efficiency to our clients, but also the most sustainable solutions,” Alex

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In the next three-to-five years we intend to bring forth a minimum of two new developments or projects per year, which we believe will help Kloosterboer to double in size in that time frame

states. “We believe it to be incredibly important that we remain proactive in delivering these qualities, and on a daily basis we strive to find ways of further reducing the impact of our activities on the environment. There are many examples of our efforts in this field, including the development of our highbay cold stores that use between 37 per cent and 45 per cent less energy compared to conventional units. These fully automated facilities also don’t just allow us to handle large volumes of goods at the same time, but also allow for 100 per cent tracking and tracing

capabilities, and a complete/real-time overview of all shipments and stock.”

As a cold storage company, Kloosterboer is well aware that its operations require the use of a lot of energy, so one of its primary goals in this regard is to use and reuse this energy in the smartest way possible.

This philosophy has seen the company become closely affiliated with the Lean & Green network, and be the first cold store company to be awarded the Lean & Green Award in recognition of its ambition to reduce its carbon emissions by 20 per cent within five years.

Greener approach Sustainability initiatives can be seen across the company’s various sites. For example, at its site in Vlissingen you will find four wind turbines in operation, each with the capacity to produce 4000MwH per year – which is equal to the consumption of approximately 1250 homes. The company has calculated that each turbine helps Kloosterboer to save 7320 tonnes of

Kloosterboer carbon dioxide per year, with a total lifetime saving of an estimated 34,900 tonnes. Accompanying these turbines Kloosterboer has - divided over multiple sites - a total of 15,300 solar panels, which together help to save an additional 2072 tonnes of carbon dioxide per year.

“We have made it so that our sustainability efforts are in accordance with the Dutch Green Building Council (DGRC) standards,” Alex says. “For instance, we have made it a priority to obtain the highest possible BREEAMNL certification when the DGRC came to assessing, rating and certifying the sustainability of our buildings. In order

to achieve this, we have implemented a series of measures, including the installation of energy efficient LED lighting both inside and outside,

B-Built At B-Built, we are involved in the design and build realisation of two new facilities for the Kloosterboer Group of companies.

We will shortly be finishing the new high bay automated storage facility in Lelystad, NL. Another Kloosterboer project we are proud to be working on is in Maasvlakte Rotterdam, NL. This will be finished within the next few months.

Besides these projects being in the middle of our expertise focus, we are proud to work with Kloosterboer, a top-end customer in the frozen storage business. More at www.b-built.com

introducing charging points for electric vehicles at every site, putting in extra windows and skylights, building internal ventilation systems, and collecting and storing rainwater in underground tanks for toilet usage.”

With its two newest cold stores, in Lelystad and at the Kloosterboer Delta Terminal on the Maasvlakte respectively, now operational and with new projects due to be announced in the coming weeks, 2019 promises to be an exciting year for the company and one that could usher in a more sustained period of growth. “In the next three-to-five years we intend to bring forth a minimum of two new developments or projects per year, which we believe will help Kloosterboer to double in size in that time frame,” Alex concludes. “At the same time, we will continue to contemplate expansion outside of Europe, should the concept and type of customer we encounter in the future fit our own strategy.” D www.kloosterboer.com

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Through Brexit and beyond

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Food Storage & Distribution Federation Shane Brennan

Under the leadership of a new Chief Executive, the Food Storage & Distribution Federation is not only assisting its members to harness the opportunities created by Brexit, but also laying the foundations for the industry’s future

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or the Food Storage & Distribution Federation (FSDF), 2018 was a year of significant importance, not least with it being the most successful 12 months in terms of incoming membership growth. It was also last July that the Federation welcomed its new Chief Executive, Shane Brennan. An experienced trade association leader, Shane joined from the Country Land and Business Association (CLA), bringing with him a proven track record for successfully defending members interests and securing concrete policy outcomes.

Commenting at the time of his appointment, Shane observed: “I am delighted to be joining the FSDF at this crucial time. Our industry is entering a period of significant change, and FSDF members will be at the forefront of navigating the food industry through the challenges and opportunities of Brexit. FSDF will be here to help our members to do this job successfully. I am inheriting a strong organisation with a growing membership and exciting, relevant, products that our industry values.”

Catching up with Shane some six months into his new role, he details the efforts he had to make in his first few weeks on the job. “The biggest challenge on my agenda initially was to get out on the road and meet our members face-to-face,” he begins. “Over the course of ten weeks, we covered 6000 miles and visited 34 facilities, meeting businesses of all sizes and discussing with them the challenges they face, the pressures they are under, and what they need from the Federation, in order to form a strategy for the future of FSDF. This was a hugely rewarding experience and a real privilege to be able to be given that kind of insight into all parts of the industry and to get a good feel for the direction that it is heading.”

As fate would have it, July 2018 also marked a turning point when it came to the level of attention suddenly shone upon the food storage and distribution industry and its preparations for the UK leaving the European Union on March 29th, 2019,

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Food Storage & Distribution Federation from the media world. “The same week that I started with the Federation, we received our first telephone call from a journalist asking us to vouch for the fact that businesses were starting to stockpile food to prepare for Brexit,” Shane explains. “Since then, interest has increased substantially and FSDF has been at the centre of talking to the media about what our industry does, how it is planning for Brexit, how our members are looking to harness the opportunities that will be coming their way, and most importantly making sure that more and more people appreciate the vital role that our members play every day in making sure that foods arrives on the shelves in a safe and plentiful way.”

Changing demands The big question perhaps is then, how are FSDF’s members responding to the immediate concerns surrounding Brexit? “The thing about our members is that they are used to rolling up their sleeves and dealing with problems,” Shane states. “Logistics is, effectively, a problem-solving business and Brexit is a problem to be solved, albeit one that is on a scale that is unprecedented, through sensible planning and practical solutions. The key thing, however, is that I am not picking up from our

members any significant concern that they won’t be able to cope with whatever challenges the immediate future poses.”

While Brexit understandably remains the immediate focus, Shane is at pains to stress that he sees it as a temporary issue that the industry needs to cope with. Rather, the long-term threat that its members face, and that FSDF is geared towards tackling is the issue of climate change and changing environmental demands. It is doing so through the implementation of its Climate Change Agreement, which is a scheme that allows its members to demonstrate their own energy efficiency improvements, which they can secure tax benefits on the back of.

“The cold chain, which is effectively what we represent, unfortunately, too often viewed as a villain. Refrigerated warehouses consume a lot of energy and distribution fleets use fossil fuels.

That is why identifying a sustainable future policy in this area is the biggest challenge the Federation and its members face,” Shane says. “The first thing we need to do is educate people about the bigger picture, specifically that the cold chain is actually the single biggest defence against the single biggest climate change contributor food waste. What we also need to be doing is looking at practical solutions

that reduce the climate impact of cold chain processes, be it by means of technological innovations or by ensuring best practice across storage and distribution facilities. Finally, we must look at how we can provide the right incentives to businesses to change the way they operate in the short, medium and long term so as to reduce our collective carbon footprint.

“We know that over the last eight years, our industry as a whole has reduced its energy consumption levels by 13 per cent, at a time when the demand for their services is almost at an all-time high. However, while we are clearly on the right track, if you project forward five years the reductions in energy usage that the country will need to deliver means that there will be a strong need to accelerate the pace of our work, and we are working very closely with our members to achieve these goals in what is ultimately an energy intensive industry.”

Continuous improvement The Federation’s future approach to making energy savings and emissions reductions forms a key part of Shane’s own work in devising a new strategy for FSDF that will see it through the next five years. “The Federation is here to do three things; to act as a strong voice for the temperature controlled logistics sector, to provide an essential network of support for people who work in said sector, and to offer advice to help our members do their jobs more effectively,” he says, “and this new strategy is based around doing a continually improving job in these areas.

“In the interim, it will of course be hard to look past the challenges created

by Brexit, but we will be doing all that we can to help our members to harness the opportunities that this event could and will create. If there is one legacy of Brexit that I do want to see continue into the future, however, it is the new-found appreciation that the public has for the complexity of running the cold supply chain and the dedication it takes to do so.

That is something that we need to build upon long after Brexit has run its course, and the Federation will do all it can to ensure that this is achieved.” D www.fsdf.org.uk

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Maximising animal performance

Privately-owned business Rumenco has led the way in the development and manufacture of feed supplements and feeding systems for ruminant livestock for almost 60 years

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he modern Rumenco was founded in 1965 to launch the Rumevite feed block.

Still a recognised brand today, the Rumevite name is now present on eight products, including Sheep Super Energy Plus Fish Oil, Rumevite Mag Booster and Rumevite High Energy and Protein.

Changes in market needs, however, propelled the business to obtain a more specialist focus and the 1980s saw both company acquisitions and a change of ownership – by the late 1990s Rumenco had become the market leader in the UK cereal blocks market.

The 2000s witnessed further developments and innovations, as Rumenco went back into private hands in 2001. This was followed by the purchase of Uniblock to grow the business in Ireland, the Bonanza brand launch, which represented Rumenco’s entrance to the livestock milk replacer market, the purchase of Net-Tex Trading, and the acquisition of the Provimi molasses mineral bucket business in Ireland.

In 2013, the Progiene dairy hygiene business was launched, and the same

year an investment was made on innovative new plant to manufacture low moisture molasses feed buckets under the MAXX brand. Still going strong, the latest product to be added to the MAXX family, MAXX Calf Health, was introduced in December 2018.

A controlled intake lick bucket aimed specifically at the calf and youngstock market, this product is designed to support young animals as their immunity develops. MAXX Calf Health is aimed at animals from two weeks of age right through to breeding or moving to a finishing ration in fattening animals. It contains Diamond V XPC and Zinpro Availa® zinc both of which are backed by science to support animal health, immunity and performance – a welcome development as the industry faces up to ongoing challenges around the use of antibiotics. Diamond V XPC is also proven to help the development of the digestive system to support target growth rates in youngstock.

Numerous intake studies undertaken in the development of the MAXX range, have shown real benefits in cost control when supplementing with controlled

Rumenco intake licks, whilst achieving the target intakes to support nutritional health.

What we can draw from just this one product alone is the amount of innovation and research-based initiatives undertaken at Rumenco, which have helped it to maintain its position at the forefront of the ruminant supplement market and allow the company to develop a product offering in line with the needs of modern farming techniques and stock requirements.

In addition to the brands already mentioned, the comprehensive product line up available from Rumenco also includes a variety of other options under the Licks and Buckets, Feed Blocks, Specialist Products, Home Mix, Liquid Feeds, Minerals and Feeding Equipment segments.

Each product is aimed at either sheep, beef or dairy farmers, and is targeted towards animal age, feeding requirements, health and nutritional

needs, and to advise on the best product for individual circumstances. Rumenco’s field-based team is able to support and advise from merchants through to end users via a combination of practical and technical experience. The team members are all on the Feed Advisers Register (FAR) ensuring the solutions and advice they offer are not only practical and complementary to farming practices but also sustainable.

The Technical Team also includes the same amount of passion for agriculture and animal welfare – Rumenco employs experienced nutritionists to offer the best advice to farmers, with a focus on maximising animal performance and health.

Furthermore, as a participating member of the Forage Analytical Assurance (FAA) group, the Rumenco on-site laboratory offers accurate, efficient and reliable forage testing using the latest Near Infra-Red Reflectance

Spectroscopy (NIRS) technology. Its forage analysis service offers the basis to which a complete ration can be formulated.

Thanks to its knowledge and experience in ruminant nutrition, Rumenco now offers products and solutions to help farmers maximise animal performance from home grown feeds. Going forward, the company can be optimistic about the future, because it has a solid platform to step on whilst pursuing its expansion goals. Not only does Rumenco export its products to a total of 25 countries on six continents, which makes it a veritable global player, but it can also rely on the support of its sister companies from the Rumenco Group – namely, Net-tex and Progiene.

From these strong foundations, Rumenco seems ready to take on the challenges and opportunities that the current market has to offer. D www.rumenco.co.uk

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Malt of many colours M

With a history stretching back over three centuries, expert maltsters French & Jupps blends modern technology with experience and tradition in the creation of its coloured malts

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alted grains have been used as an ingredient of beer for hundreds of years, but while the process has ancient roots, the successful businesses that manufacture malt today have honed and finessed the process down to a fine art.

One such expert is French & Jupps – not only one of England’s oldest manufacturing companies, but also the only maltsters in the UK specialising solely in the manufacture of coloured malts. The same family has run the business for over 300 years, and it was current Managing Director David Jupp’s great-grandfather, also named David, who moved the company to its current Hertfordshire location in 1885, and constructed two malting buildings.

Such is their heritage, that the buildings have an important significance not only in the local history, but in English history in general.

Now listed buildings, the French & Jupps facilities nevertheless represent the most modern malting practices, thanks to the company’s continuous investment programme. Part of this strategy not only restored a kiln that

had been in use for 100 years, but also adopted a sympathetic approach to preserving the history of the buildings.

The kiln refurbishment project enabled the company to increase the capacity of the kiln as well as installing modern handling equipment and a new indirect heating system. The control system for the kiln is now fully automated such that it can be loaded, dried, and discharged without an operator being present.

The kiln at French & Jupps is used to produce white malt, which is roasted to yield coloured malts such as Black, Chocolate and Amber. Alongside those mentioned above it also produces Cara Gold, Cara Malt, Brown Malt, Crystal Malt and Roasted Barley.

Diversity of flavour In recent years, high quality coloured malts have greatly increased in popularity as many more brewers experiment with speciality brews (especially now with the increased popularity of real ales). The production of seasonal ales, winter warmers, stouts, porters and head brewer’s choice beers have grown as a result of the guest beer market and the increasing search for variety from the consumer.

Speciality malts provide key ingredients needed to create these new recipes, from low colour Cara Malt to highly coloured Roasted Barley, they can offer the brewer a convenient means of creating a diversity of flavour profiles in new recipe beers. Roasted and coloured malts need not only be used in darker beers, they can also be incorporated in lighter beers to impart new flavours and characteristics.

As the popularity and demand for specialised coloured malts rises, so too does French & Jupps’ determination to install the latest technology in its modern roast house. The control systems for the germination drum fans and humidification systems have been computerised and automated control for the steeping vessels has been introduced.

Thanks to the improvements made by the company, its coloured malts are now produced in a roasting cylinder or drum.

The size of these machines can vary from those handling a batch of 500kg to the modern high capacity machines

French & Jupps Ltd capable of handling a batch of 3.5t.

These machines, which are modified coffee roasters, rotate at approximately 30rpm. They are fitted with vanes which impart a dual mixing system on the grain. This ensures an even roast and minimises damage to the corn.

The drum is heated by burners, which provide uniform heat throughout.

These burners are accurately controlled to enable the operator to maintain the correct temperature profile throughout the roast. With direct heating, hot dry air passes through the drum; for indirect heating the grain is heated at a constant moisture level giving a ‘stewing’ effect.

Coloured malts provide an extensive range of brewing materials capable of imparting flavour characteristics as well as controlling the colour of beer.

Proud history It is clear that coloured malt manufacture is a sensitive process that requires intensive energy usage, capital investment, supervision, technology and quality control. Most importantly it requires highly skilled and experienced operators. This combination of factors is what makes French & Jupps so successful, and means that its range of products is used to supply food and brewing companies across the UK, and

French & Jupps’ ability to adapt and evolve continues, with a significant investment in the overhaul of its use of gas oil to more sustainable LPG. The company also developed space within the maltings for its own Business Centre, which now provides office space and services to small and medium-sized companies.

Looking to the future the current managing director David Jupp is confident that remaining a family-run business with family values will continue to be the key to its success. He concludes: “Our family has a long and proud history of producing coloured malts and, by having the confidence to invest substantially in our plant in recent years, we are well positioned to take advantage of opportunities that will arise in the future. We will remain focused on the organic growth of our niche market, and perfecting our range of coloured malt products.” D www.frenchandjupps.com

indeed, all over the world, including countries as diverse and far afield as the US, Ireland, France, Belgium, Germany, Sweden, Czechoslovakia, Canada, Australia, New Zealand and Japan.

Entering 2019 as a strong, independent family malting company,

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Sourced from the sea

A specialist in processing frozen seafood products, Northcoast Seafoods is expanding at a rapid pace and looking to move to its new home in May 2019

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here is a saying that when the facts speak, even the gods remain silent. One undisputable fact is that since 2000, the year when Northcoast Seafoods was established, the specialist in sourcing and processing frozen seafood products has grown from a one-man band with a turnover of £1.5 million to a 100-strong staff business, whose revenue now approaches £150 million annually. Founded by Fridrik Thorsteinsson – a man who ‘came from the land of ice and snow, from the midnight sun, where the hot springs flow’ (as Led Zeppelin would have it), Northcoast Seafoods was set up shortly after Fridrik had arrived to the UK from Iceland. He partnered with one of the strongest seafood companies in Denmark – Kangamiut Group, operating as a sales and marketing company first for cold water prawns only, and since 2006, for whitefish and other seafood products, too. It was at the same time that the business opened an office in Denmark where it merged all of its European sales. Shortly after, it became a leading importer in both

the UK and Europe, gaining access to raw material from places like Canada, Newfoundland, Iceland, and Asia.

“Another turning point for us came in 2012 when we started emphasising on doing business directly with retailers.

Today, 80 per cent of our UK business comes from retail,” Fridrik points out.

“We have created the Fishmonger’s Favourite brand to present a new offering in retail frozen seafood. Critical to our success is that we work closely with our customers to provide them with products that accurately reflect market needs. Launched in 2016, a year later the brand picked up the Gold Award for Best New Fish-based Retail Product, as well as Retail Product of the Year for its Two Salmon and King Prawn Stacks, at the BFFF Annual Awards.”

In a key move to optimise its operation, Northcoast Seafoods acquired its long-standing packaging partner Ambassador in September 2018, aiming to take more control of production. This was followed by an eight-figure cash injection from HSBC for the renovation of a 40,000 square feet processing plant in Grimsby that

Northcoast Seafoods will accommodate all of Northcoast Seafoods’ UK activities under one roof, including the work done by Ambassador.

“We are planning to move into the new facility in May 2019,” reports Fridrik. “It will involve a wide range of equipment, such as pillow bag machines and tray packing machines.

These will improve our capability of making value-added products, where, for example, we can add sauces to the seafood.”

A unique provider The acquisition of Ambassador and the subsequent renovation of Northcoast Seafoods’ new facility was yet another step taken by the firm towards establishing a fully vertically-integrated business model. “We regard ourselves as a unique provider, because we are so close to the source of the raw material, meaning that we can always guarantee the highest quality of our products,” Fridrik discusses. “Our vision is to be a one-stop shop for frozen seafood and the latest investments we have made are strengthening our position considerably.

The excellent relationship we have with our supply base helps us immensely in our quest. We are already importing a vast majority of the different types of

Left to right: Steve Berry, Mike Atkinson, MD Fredrik Mar Thorsteinsson, Dan Wilson HSBC Manager.

Pictures copyright ©Darren Casey

investments Northcoast Seafoods has placed. The intention to relocate to a new facility also indicates that the company is seeking to future-proof itself. In addition, it can rely heavily on the support of the Kangamuit group of which it is part. “The organisation is a major player in sourcing cod and haddock, in particular, which

gives us access to whitefish of the highest quality, sourced from the Barents Sea. We are very proud to operate under such a reputable group like Kangamuit and we are confident that we’ll enjoy continued success in the years to come,” Fridrik concludes. D northcoastseafoods.co.uk

frozen seafood products that enter the UK and we are the provider that stays closest to its supply chain, which gives us a clear advantage over our competitors.”

Commenting on the prevalent consumer trends of the day, Fridrik singles out people’s growing interest in trying more exotic and innovative seafood dishes. “It is evident from our observations that there is a growing demand for value-added products that allow consumers to sample more exciting recipes, such as the aforementioned meals that include various sauces. For instance, we offer Coquille Thermidor in a creamy white wine sauce that is proving especially sought-after by customers. Of course, seafood as a whole is also very rich in protein and therefore remains a popular choice for many a consumer due to its health benefits.”

Growth ambitions manifest themselves clearly through the sizable

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