FoodChain Issue 148 April 2019

FoodChain Issue 148

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APRIL 2019

The business of food and drink

Spirit of the Nordics As interest in aquavit increases across the globe, leading spirits operator Arcus is ideally placed to deliver this unique product to a new wave of consumers

Industry News l

Success story Welsh food and drink producers are encouraged by export figures

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SCI-MX Nutrition launches new protein packed snack range

The London Classics form Bimber’s latest premium drinks range l Eye-catching labels make Borna Foods nut butters stand out

Chain reaction Will market forces bring major changes to the food and drink supply chain?

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

FoodChain ISSUE 148 L APRIL 2019

THE BUSINESS OF FOOD AND DRINK

Spirit of the Nordics

Editor’s Welcome

As interest in aquavit increases across the globe, leading spirits operator Arcus is ideally placed to deliver this unique product to a new wave of consumers

Industry News L SCI-MX

Nutrition launches new protein packed snack range

Success story Soaring interest from outside the EU in Welsh food and drink products is encouraging

L The

London Classics are Bimber’s latest premium drinks range L Eye-catching

labels make Borna Foods nut butters stand out

Chain reaction Will market forces bring major changes to the food and drink supply chain?

High spirits

Chairman Andrew Schofield Managing Director Joe Woolsgrove Editor Libbie Hammond Assistant Editor Will Daynes Staff Writer Vladi Nikolov Art Editor Fleur Daniels Advertising Design Fiona Jolliffe Sales Mark Cawston Theresa McDonald Gary Silk Sam Surrell Web Sales web@schofieldpublishing.co.uk Exclusive Features Darren Jolliffe Independent Sales Dave King Operations Director Philip Monument Operations Manager Natalie Griffiths Editorial Researcher Wendy Russell Office Manager Advertising Administrator Tracy Chynoweth Social Media Thomas Marques

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he cover story of this issue (page 26) tells the story of Arcus, and its famous aquavit. A fascinating beverage, aquavit traces its roots back to the 15th century, with Arcus’ own products dating back to

1805. Following the accidental discovery that a trip around the world on board a merchant ship created a different tasting product, Arcus continued with the tradition, with its Linie aquavit still making this voyage – interested readers (or those who doubt the story) can even follow it live on the internet at www.linie.com!

Follow us at:

I love the perfect mix of history and modernity that this story represents – if your company has an interesting history or fascinating product you’d like to share,

FoodChain Magazine

please get in touch. I’d love to feature it in FoodChain.

@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 8

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Features Warehousing Chain reaction

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Dairy Safe and sealed

In this Q&A, UKWA CEO Peter Ward talks to Stephen Lawrence of iSec about the challenges faced by the food and drink sector

The impact that food safety has had on milk packaging worldwide and the importance of tamper evident seals

Disruptive technologies Getting personal

Food Tech Matters 2019

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Exports Success story

News

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As demand from consumers for more plantbased and meat-free foods continues to increase, manufacturers are creating more innovative products

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

In the last year alone, Welsh food and drink exports have gone up by 20 per cent, and it is important that businesses in this sector across Wales focus on raising their profile

Trends The next frontier?

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Food Tech Matters 2019 offers two days of innovation and collaboration with some of the most disruptive start-ups in food tech

Technology is often seen as a threat, but in fact the right IT solutions can create huge opportunities if implemented properly

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

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58 42 Profiles

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

Arcus

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Butcher’s

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The proud standard-bearer of aquavit – the traditional alcoholic

Butcher’s has extended and enhanced its range of food for dogs

drink of the Nordic countries – Arcus has ambitions to make

and cats, and established itself as the number two brand among

aquavit a true global trend

UK wet food producers

Bidfood

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Graysons

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With a raft of plans and expansions on the agenda, Bidfood is still

Independent contract caterer Graysons is building on its 2018

maintaining a focus on enhancing the health and wellbeing of its

success and looking to grow considerably as a company this year,

customers

with exciting new contracts being signed

Belvoir Fruit Farms

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Hand Picked Hotels

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Fruit cordial and presse manufacturer BFF continues to move with

Privately owned, Hand Picked Hotels prides itself on offering a

the times, most recently by reacting to the drive towards reduced

quality four-star product, with 15 of its hotels holding a minimum of

sugar and no-added sugar products

two AA Rosettes

H&S Restaurants

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Pizza GoGo

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A successful franchisee of McDonald’s, H&S Restaurants believes

Having made London and the Home Counties the base of its

investment in technology is a necessity if it is to stay relevant to its

operations, Pizza GoGo is now targeting expansion first in the

customers

Midlands and, then, further up north

Fuller, Smith & Turner

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Bidfood Baltics

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Fuller, Smith & Turner demonstrates the right attitude in its

Having outgrown its rented sites on multiple occasions in the past,

relationships with employees, suppliers and customers and

Bidfood Baltics has just completed the construction of its own

believes this is essential for future success

super-sized depot in Lithuania

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Chain reaction The food and drinks supply chain has been under the spotlight recently and the sector is facing a testing time going forwards 4 www.foodchainmagazine.com

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he debate sparked by the possible impact of Brexit on food and drink supply chains prompted a surge in demand for warehouse space across the UK. However, long before the ‘B’ word was on everyone’s lips, UKWA was warning of a critical shortage of warehousing

space and in a detailed report – ‘Feeding London 2030: Meeting the logistical challenge’ – the association highlighted the mounting threats to urban distribution in the food and beverage sector. At the recent UKWA Feeding Cities Summit, UKWA CEO, Peter Ward, interviewed Stephen Lawrence, CEO of

Warehousing

iSec and asked him about some of the challenges facing the sector.

PW: Can you outline for us what is currently happening in the food logistics chain in terms of goods coming into the UK through sea ports and air ports?

SL: Dover handles 17 per cent of the

UK’s entire trade in goods, worth up to an estimated £122 billion last year.

As Europe’s busiest ferry port, there remains no substitutable capacity elsewhere in the UK to handle these trade volumes.

Currently, product is shipped from manufacturers into port or by

air, depending on product and next destination, goods are then cleared through veterinary and customs controlled and either stored at the port or transported for processing to a factory or inland storage facility until required for further processing/ consolidation, or to be shipped directly

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to a retail distribution centre or to a foodservice distributor.

Although the food supply chain is constantly evolving to become more efficient, the existing routes to market for both retail and foodservice do mean that costs are involved in terms of double handling, road miles and time taken for the goods to reach their final destination, thereby reducing shelf life.

PW: Is the current infrastructure capable of handling today’s and future volumes?

SL: In simple terms, no, the changes in population and consumer requirements combined with the lack of high quality, well located and fit for purpose type of warehousing available in the UK is a big problem.

According to the IGD, £46.2 billion worth of food is currently imported with £220 billion spent on food overall. The UK food and grocery market is forecast to grow by 15 per cent between now and 2022, so it is essential to constantly

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Volumes are continuing to grow and I believe that within ten years London Gateway will be more significant than Felixstowe.

More importantly, I see it becoming the main port for food imports

review, evaluate demand and make plans to accommodate future volumes.

One example in the temperature controlled area is the acquisition of Yearsley by Lineage Logistics (an American company), which now makes them number one in the temperaturecontrolled storage sector with 520,000 pallet spaces and depots nationwide.

As prices increase throughout the food industry, such as feed prices, transportation costs, energy rates and legislation, manufacturers will need to find alternative ways to reduce

costs as their customers - retailers and foodservice operators - will not accept price increases. The only way to achieve this is to reduce the number of ‘touches’ to a product as it passes along the supply chain. This means that the existing supply chain and its infrastructure will need to change and change quite drastically.

In my opinion, the industry must review the existing infrastructure, looking at new and innovative ways to supply food to retail, manufacturing and foodservice in the future rather than follow existing routes to market. Supply chains must be as effective and efficient as possible, taking into account new technologies and making much more use of automation end-to-end.

PW: How have you seen the supply chain changing in logistics, specifically for food and particularly for London?

SL: There have been changes but these are generally tweaks to the existing

Warehousing structure. Going forward I believe we will see major change driven by market forces and increasing consumer demands.

Supply chains for supermarkets were established in the 80s/90s and the food sector has been growing at huge rates, which the industry is unable to handle efficiently and currently there is no clear solution to fulfilling London’s needs.

The key drivers for change include manufacturers wanting to own their supply chain just as they do in the nonfood sector and not be dominated by the supermarkets, as we saw last year with the Unilever and Marmite situation.

The supermarkets are in disarray as a result of changing consumer habits - online shopping, eating out, and the growth of convenience stores. Logistics providers are striving to achieve more efficient distribution and reduce costs, despite restrictive legislation for delivery into London, 450,000 food outlets to service and, of course, the Brexit effect.

We have a new deep-water port at DP World London Gateway which opened in 2016, with capacity to handle over four million TEU per annum and an adjacent site able to accommodate a new food cluster of 45 m automated buildings.

The port is already at 1.5 million TEU per annum, with most of this volume being food. Volumes are continuing to grow and I believe that within ten years London Gateway will be more significant than Felixstowe. More importantly, I see it becoming the main port for food imports; with the changes to chill and Ro Ro and the issues facing Dover, London Gateway is likely to develop further to help overcome issues of cost, delivery and food security.

PW: What other changes can you foresee in the food logistics sector?

SL: I believe we will see the supply chain changing in the food sector to echo the non-food supply chain. For example, all major brands such as Proctor +Gamble, Unilever, McCains, Birds Eye, will supply direct. Therefore, they will manage their own their supply chains, rather than delivering into the supermarket chains and being at the mercy of retailers.

The supermarkets are dinosaurs.

They have a broken model, as most of them sold off their real estate for 25

years in the early 2000s. This gave big returns at the time, but now they have big problems which they don’t seem to be addressing and are hoping they can ride out until leases end. The big supermarkets are under pressure from the discounters, operating outdated logistics models and online.

Why online? Sales to food services keep up prices to the supermarkets and keep down costs by clustering.

The current per cent of online is limited to six per cent and is expected to rise by two per cent within five years.

Although this seems small it is 33 per cent growth - the biggest issues are more about final delivery but with the development of a cluster and changes in delivery then this is set to grow dramatically.

At present, retailers are pressuring their suppliers, but with the issues of Brexit and its possible impact on supply chains, I see a potential catastrophe; with exchange rates and harvest of 2018, prices on many goods could jump by up to 20 per cent, which would play into the hands of the discounters, online and manufacturers.

The area of food services I think will be one of the quickest areas to change as their commitments are to 3Pls and not to the infrastructure of the retailers – the growth of the eating out experience in London since the early 90s is substantial. I see this area working within the cluster model.

The situation with automation is changing too. Previously it has been challenging to introduce automation

into developments and delivery reliability and ROI, but this is now changing with the cost of labour increasing by around 30 per cent for warehouse workers and 80 per cent for drivers in the last three years.

Automation has become more reliable as well as more relevant with the move away from traditional supermarkets. We have seen the impact of technology with Ocado at item level, but links to pallets and cases is now a ‘no brainer’. D UKWA’s Feeding London 2030 report provides a detailed analysis of many of the challenges discussed by Stephen Lawrence, to request your copy visit the UKWA website or email: enquiries@ukwa.org.uk Stephen Lawrence has worked in industrial /logistics real estate for over 20 years, both in the UK and Europe. Today he is CEO of iSec, which manages and owns real estate worth £750 million and has a gross development value of £1.25 billion. Since iSec ventured directly into the logistics industry in 2011 the company has built up an operating business with over 195,000 pallets and 2.25 million square feet of frozen pallet spaces in the UK. iSec is the largest frozen provider to the food manufacturing sector and is no. three overall. https://isecgroup.uk

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Getting personal

With the food and hospitality industry facing all sorts of challenges in terms of costs, profit margins and increased competition, we analyse how technology is all too often seen as another threat when it can in fact create huge opportunities 8 www.foodchainmagazine.com

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rganisations across many industries, from finance to retail and education to entertainment, are using technology to respond to threats, improve operations and create access into new markets. The food industry is no different.

Restaurants face huge pressure.

Back against the wall by rising costs, increased competition and a slowdown in consumer spending the number

of eateries in the UK shutting their doors every 12 months has doubled in the past eight years. According to accountancy firm Moore Stephens the 2017/18 financial year saw 1219 insolvencies, 24 per cent more than the preceding year, and double the figure from 2010/11.

Though independent establishments bore the brunt, big names and chains were by no means immune. Jamie’s Italian, Prezzo and Gourmet Burger

Disruptive technologies

Kitchen have all been forced to close branches, and even Pizza Express has been the subject of speculation since the turn of the year.

But even the companies that are financially stable can’t escape the other problems prevailing across the industry.

Restaurants are finding it harder than ever to attract, and retain, top talent.

Add to all this the challenges surrounding the demand from consumers for ever more diverse diet, as

well as the abundance of allergies, the perils of food waste and so much more, you might be forgiven for thinking that everything was all doom and gloom in the world of food right now.

But it is not. It’s an incredibly exhilarating time – people continue to get excited by food so combine this love of food with the right tech and just see what happens. New breakthroughs will be a positive thing for the industry, not a hurdle to overcome.

In such a crowded marketplace, catering to an ever more demanding clientele, data is king. The eateries that have more information about demand, preferences and timings will have a head start over those stuck in the past.

The data and insight they have allows them to tailor the experience of their customers, providing a personalised experience for every single individual.

Vita Mojo is a fantastic example – it was founded just three years ago, but

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is already making waves in London’s dining scene. The company offers an online menu which allows customers to view their food options and put together a meal which suits their needs and tastes. They can then collect the food at a time which works for them.

If you’re not convinced that there is a demand for this sort of service then consider that 92 per cent of the meals Vita Mojo provide are now personalised and that 45 per cent of them are preordered online.

Useful data

and an improved ability to personalise its marketing.

As is so often the case a relatively simple idea has provided businesses with a mountain of useful data which has allowed them to make their offering not just more efficient, but more effective. The more data you have, the better decisions you are able to make and this leads to reduced costs and increased impact. Vita Mojo is able to make a meal in 45 seconds on average

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The Vita Mojo team has also just launched the Vita Mojo Operating System for other restaurants to use and it’s already been rolled out across an additional 40 sites. The technology has provided businesses with numerous benefits including better workforce planning, improved throughput and customer experience, a reduction in food waste, more accurate forecasting

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Unlike many in the sector Lexington Catering recognises the importance of embracing new technology, not shying away from it. The team is working closely with organisations like MOTHER and Vita Mojo to tap into the latest tech to improve operations and customer experience

which allows for throughput of 360 meals an hour.

It isn’t just restaurants that will benefit from improved technology however.

Other methods of getting food into customer’s hands will as well, none more so than vending. The very nature of vending is now changing before our eyes. Reverse vending machines (devices that accept empty containers and packaging and return money to the user) are already making headway and more traditional machines are becoming ever more sophisticated.

Again, the importance of data cannot be understated. Modern vending machines, such as those provided by MOTHER, another innovative company based in the capital, are revolutionising the vending industry. MOTHER has developed the tech to be able to stock fresh, quality, ingredients, remote vend, have the intelligence to know when to restock, report on what sells and provide feedback on overall service.

Disruptive technologies Tap into technology Where vending used to be simply transactional, MOTHER is making it a much more interactive process.

Customers want, and are getting, pictures of fresh food, access to full nutritional information before they buy and a whole new level of transparency at their fingertips. When people are more concerned than ever about what they are putting into their bodies, MOTHER is making the process as simple and complete as possible.

Companies such as Vita Mojo and MOTHER are helping lead the food industry into the future with their innovative tech, and that is why the more innovative and intuitive catering companies are now making sure to work with them.

Lexington Catering is one of the leading contract caters in London, providing everything from small café style to restaurants, fine dining and events. Unlike many in the sector

Lexington Catering recognises the importance of embracing new technology, not shying away from it. The team is working closely with organisations like MOTHER and Vita Mojo to tap into the latest tech to improve operations and customer experience.

In fact, the team has incorporated the Vita Mojo Operating System and MOTHER’s vending machines into its offer and the tech is working across a number of its client sites, including Virgin Active and a couple of leading law firms. Whilst Lexington offers the traditional catering solution the team recognises the need to integrate tech solutions – vending still has a place and it works with MOTHER to make it an extension of the Lexington offer, sometimes incorporating its own products – it is there 24/7.

Julia Edmonds, Managing Director at Lexington says: “As a business we pride ourselves on providing fabulous food and service. We know millennials see technology as part of the dining experience and therefore our focus has been to blend great hospitality with technology - this means partnering with the very best tech-based companies.”

It is through attitudes and relationships like this that the restaurant and catering industry of the future will emerge. The reality in today’s marketplace is that data is king and those organisations that are tapping

into technology and software to provide a personalised service/experience are the ones that are set to thrive. D Vita Mojo OS Vita Mojo OS is a software company revolutionising the hospitality industry. Its cloudbased operating system helps restaurant owners, operators and managers transform their customer experience, operations and data. https://software.vitamojo.com

Lexington Catering Lexington work with organisations to support them in providing 5* food and service to people at work.

It is passionate about creating the best hospitality and guest experience for customers and clients. www.lexingtoncatering. london

Mother Launched in 2014, Mother builds ground-breaking vending machines to make it easy for clients and customers. Mother uses bespoke technology to produce a streamlined and interactive experience for customers. www.thisismother.com

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Exports

Success story Andy Richardson shines a light on Wales’ exporting accomplishments economy, this bodes well for further growth in this sector in the future.

Raising the profile

Andy Richardson

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n 2017 the value of Welsh food and drink exports hit £527 million for the first time – a figure representative of a country definitely punching above its weight compared to the rest of the UK. While two thirds of such exports were destined for the EU, overseas markets outside of Europe include the United Arab Emirates, the USA and South Korea.

In the last year alone, Welsh food and drink exports have gone up by 20 per cent - this is compared to a 9.5 per cent increase for the UK as a whole over the same period. While increased trade deals to the Middle East and North Africa have contributed to this substantial growth, there are a number of key products driving this growth.

Increasing global opportunities are paving the way for export growth across Wales. In January this year Japan opened its door to UK imports of lamb and beef for the first time in 20 years. This followed the same decision on beef imports announced by China last year. As red meat is a hugely valuable exporting asset for Wales, worth £180m a year to the Welsh

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Another key ingredient in food and drink export growth has been Welsh Government’s focus on driving Wales’ global profile. Part of this approach has included the creation of Blas Cymru / Taste Wales, an international food and drink event, which brings together producers, buyers and food industry professionals. Delegates and buyers travel to the event from across Europe, the US, Middle East and as far a field as Japan to discover innovative Welsh produce, network with industry professionals and potentially explore future trade deals. This year’s event took place on March 20 and 21 at the Celtic Manor Resort in Newport where key speakers included Claus Meyer of Noma and Nordic Food movement fame as well as former Innocent Smoothies brand guru Tansy Drake.

In order to prepare for the tumultuous times ahead, it is crucial businesses across Wales’ food and drink industry focus on raising their international profile and have the resource, support and capacity in place to maximise exporting growth opportunities like industry awards, Taste Wales and trade missions The concept of inviting the world to see all Wales has to offer is testament to the strength of Welsh produce and the confidence demonstrated by producers and industry representatives alike.

While high profile items include the aforementioned Welsh Lamb as well as Pembrokeshire Potatoes (both of which have been awarded protected designation of origin status by the European Union) there are a number of other Welsh products sharing shelf space in kitchens across the world.

Halen Môn, the famous Welsh sea salt made from pure Anglesey saltwater, is used in professional kitchens around the world and has even been enjoyed

by Barack Obama.

Food and drink identity In Caerphilly, South Wales, Hallets Real Cider is securing export success on the back of a season of industry award wins, including the BBC Radio 4 Food and Farming Award for Best Drinks Producer. The husband and wife duo behind Hallets now export to Scandinavia, Russia, Holland, Hongkong and Canada. Newport based craft brewery, Tiny Rebel, which only launched its first products back in 2012, is now exporting to over 35 countries and customers can be found in Brazil, Australia and Singapore among others.

Wales’ strong food and drink identity has been another key factor in retail growth – both in and outside of the UK. The country has a well-deserved reputation for producing fresh and natural produce and a recent report - The Value of Welshness Report highlighted that UK based consumers are looking for an increase in the amount of Welsh stock on supermarket shelves. Although the findings do not represent overseas shoppers at this point in time, similar consumer attitudes abroad could lead to a similar trend for Welsh goods outside of the UK going forward. With this in mind, Welsh food and drink producers keen

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Exports

to explore a future in exporting should consider that a visible Welsh identity within product branding could be a very valuable asset in the future.

Trade missions While the success and ambitions of Welsh exports can’t be overlooked, it’s hard not to consider the potential impact of future events on Wales’ booming export trade. The EU remains Wales’ most significant export destination which highlights even further the looming threat a hard Brexit poses to the Welsh economy. Two thirds of all Welsh exports make their way to the European Union. From a food and drink perspective, 93 per cent of all Welsh meat exported went to the EU, similarly 94 per cent of dairy products and eggs made their way to the EU. But the soaring interest in exports outside of the EU is an encouraging

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prospect in these potentially worrying times. Up to ten percent of the Welsh Lamb that’s consumed in overseas markets outside of the EU is eaten in Switzerland, Canada the United Arab Emirates and Hong Kong.

Areas of growth within the industry including alcohol free beer, craft ales and free-from products offer another avenue to explore in these new markets outside of the EU. Trade missions organised by Welsh Government in key markets including Ireland, Canada and the United Arab Emirates have been part of the plan to reach previously underrepresented markets.

Going forward, it’s vital producers across Wales seek out these types of opportunities to explore such markets when possible.

In order to prepare for the tumultuous times ahead, it is crucial businesses across Wales’ food and

drink industry focus on raising their international profile and have the resource, support and capacity in place to maximise exporting growth opportunities like industry awards, Taste Wales and trade missions. D

Andy Richardson is the Chair of the Food and Drink Wales Industry Board, which was set up in 2015.

They are the voice of industry in Wales and work collaboratively with the Welsh Government to deliver ‘Towards Sustainable Growth: An Action Plan for the Food and Drink Industry 2014-2020’. The board hold regular engagement events with industry, have held a number of highly successful conferences, delivered a skills plan for the sector and worked to develop finance and marketing capability. The board is made up from industry experts with real food and drink experience. https://businesswales.gov.wales/foodanddrink/ food-and-drink-industry-board

IndustryNews Protein on the go SCI-MX Nutrition has launched new PRO 2GO, a range of high protein packed snacks for the health-conscious consumer, supported with a £5m investment including above-the-line and in-store campaigns.

Launching in major retailers including Asda, Morrisons, Tesco, Sainsburys, WH Smith, and SPAR, the range includes indulgent gooey bars, with a liquid centre, raw bars which are vegan and come in two convenient portions each less than 100 calories, high fibre flapjacks and gluten free bakes which provide a healthy, savoury alternative to everyday crisps.

Steve Rich, Sales & Marketing Director, PRO 2GO added: “The snacking space is becoming much more sophisticated as consumers seek out products that support their lifestyle, ensuring their choices contribute to help meet their overall health demands.” www.sci-mx.co.uk/pro2go

Chocolate with benefits Benefit Chocolate from UK based company Montrose Chocolate has been named Best Confectionery Innovation at the World Food Innovation Awards 2019 in London. The awards were announced as part of at the International Food and Drink Event (IFE) which took place at ExCel London.

Benefit Chocolate is a farm-to-bar chocolate, made using the highest-grade single-origin cacao sourced directly from ethical farming co-operative CasaLuker estates in Colombia, and avoids milk solids to be completely vegan friendly. Benefit Chocolate is currently available in three functional varieties – the

Protein Bar, Vitamins Bar and Energy Bar. Judges were particularly impressed with the ingenuity of Benefit Chocolate for ‘combining pleasure with functionality’ saying it was a unique, innovative and inspirational idea and that ‘chocolate that provides any additional health benefit is surely a worthy winner’.

They also praised the brand’s attractive design and clear messaging.

Gavin Cox, Founder of Montrose Chocolate said of the award: “I’m delighted that Benefit Chocolate has been recognised with this award for innovation in confectionery for delivering indulgence and functionality with high-grade cacao products. A really important consideration for us when developing the bars was appealing to those customers looking for better-for-you products, while not losing sight of the quality of the chocolate so that it delivers on taste too. This accolade certainly validates our concept and confirms that we are well on our way to achieving our mission.” www.montrosechocolate.com

Addressing skills gap Catering and food manufacturing equipment supplier, Euro Catering, is addressing a key skills gap in the catering sector by launching ‘Equipment Plus’ training options that provide those charged with operating hi-tech equipment with 360° support, whilst also delivering onpoint consultancy in all aspects of food production or service.

Regardless of whether or not they purchase equipment from Euro Catering, end-users, restaurateurs, dealers, supermarket kitchen operatives and private individuals, who can be operating ovens, rotisseries, bakery equipment, or something else, can approach Euro Catering for training.

Darren Massey of Euro Catering believes end-users and chefs, on average, currently only use around 60 per cent of their equipment’s functionality at best.

Many could reduce operational costs and

optimise their menus, if they knew how to use the functionality behind their control panel to the full, operate programme selection to their advantage and better plan recipes and dish costings.

Darren says: “We believe the content of our training will be unique and the approach we are taking to this, truly enlightened. Those we work with through this programme can be using any brand of equipment, as the principles of capitalising on functionality and focusing on the minutiae of a food manufacturing or food service business, to ensure that all works in harmony and on an optimal basis, is the same regardless of what is being used.

“This is about added value, but much more. It can provide participants with all the tools they need to make their business run

more effectively, dynamically and profitably, whilst generating higher levels of customer satisfaction and better product taste, presentation and payback. It might be training for half or a full-day in most cases, but it will be training with purpose and intent that will be embedded in processes forever more, if applied post-training.” www.euro-catering.co.uk

Darren Massey with a Giorik combi oven

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The next frontier?

Eric Woods discusses the surge in consumer demand for plantbased meat free products and how seafood-alternatives will be the next frontier in vegan and plant-based food Eric Woods

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here has never been more of a demand for plant-based products. With the UK plant-based market valued at £443m in 2018 it is fast becoming one of the leaders in meat and dairy alternatives.

As Veganism hits mainstream retailers, boosted by initiatives like ‘Veganuary’ and ‘Meat-free Monday’, even meat eaters are now reducing their

animal protein intake and consumption of animal by-products. As more and more consumers wake up to the impact their diets can have on both health and the environment, meat-free alternatives and dairy-free alternatives have driven the rise in flexitarian and plant-based lifestyles.

Both meat-free and dairy-free options have already been firmly placed in the shopping baskets of mindful consumers

Trends

more than half stating that being better for the world’s oceans is a key driver.

Through a combination of consumers being willing to step further out of their meat-eating comfort zones and becoming aware of overfishing and concerns associated with fish farms, plant-based seafood alternatives are looking to be a lucrative investment for retailers.

Embracing the trends

and as the demand for plant-based products grows, so does the variety available. If new products entering the market are anything to go by, fish-free products are set the be the next big thing for 2019. In a consumer research survey commissioned by Loma Linda and carried out by Omnisis, more than 80 per cent of non-meat-eaters, and 75 per cent of meat eaters showed interest in purchasing fish free products, with

According to Mintel, in 2018, one in six food product launches had a vegan or animal-free recipe claim, more than double from 2015. With more products available than ever before, retailers need to make sure they keep up with and more importantly differentiate themselves from the competition to avoid falling into the abyss of plantbased product launches.

In February, supermarket Sainsburys made a bold move, signifying the scale of demand for plant-based foods. With a keen eye on its shoppers’ preferences, Sainsburys cleverly built on findings from a London School of Economics experiment which saw restaurant sales of vegetarian items double when moved from the vegetarian section to the main menu.

The supermarket recently replicated this, announcing a new meat-alternative section in its meat, fish and poultry aisles, a first for UK supermarkets and a significant move for suppliers of meat and fish alternatives.

But the position of the product in grocery stores doesn’t automatically mean consumers will buy it, with more brands bringing plant-based products to the market, newcomers and disrupter brands, need to show they are new, innovative and forward thinking, ensuring they remain relevant, fresh and exciting.

When meat alternatives first started to gain popularity, consumers wanted straight forward meat replacements such as vegetarian bacon or chicken pieces, but with more options now becoming available, meat-free food trends are diversifying to offer more exciting options. Last year saw new products come to the market that highlight this trend such as the M&S Sweet Potato and Red Pepper Sausage, Quorn’s new Spinach and Red Pepper Slices and not forgetting Gregg’s vegan sausage rolls.

As with meat alternatives, seafood alternatives are likely to go through a similar process and we predict these types of products will be the next frontier in vegan and ‘free-from’ foods, with many retailers likely to invest in new bringing new plant-based seafood products to their consumers.

Ethical consumers and environmental concerns There is no doubt that there is a direct correlation in the demand for meat alternatives with the increased

www.foodchainmagazine.com 17

Trends

awareness of animal agriculture’s environmental footprint.

This focus on environmental concerns is even more prevalent when it comes to seafood. It is well documented that 90 per cent of global fish stocks are either over fished or fully depleted and it is this narrative, which has driven the race to find a suitable plant-based seafood alternative which is good for the environment, nutritious and tastes as close as possible to the real thing.

Oceans serve as the planets largest source of protein and are accountable for around 40 per cent of animal products consumed. With stocks rapidly depleting, factory-farmed fish first emerged as more sustainable option but consumers are now realising that reducing fish consumption all together, can be better for the environment.

Costly and time-consuming farmed fish is no longer good enough for the ethical consumer who wants to stay away from this animal product all together. It’s now up to retailers to offer more alternatives that address overfishing, as well as meeting the demand from non-meat-eaters who

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enjoy the taste and texture of fish products.

Bringing the next frontier to market Innovation in plant-based products give people more choice without having to compromise on taste and nutrients. As we’ve seen, the next frontier for plant-based products will be seafood alternatives. Vegan seafood has been an untapped market until now, but with products such as Loma Linda’s plant-based TUNO coming to the market, it will help drive further adoption of the vegan lifestyle and help challenge conceptions on meat and fish consumption, showing you don’t need these to have a rich, nutrient dense diet.

TUNO has been carefully created with the ethical consumer and environmental sustainability in mind. Working in collaboration with seafood industry experts from around the world to help address the growing crisis of global fish stocks being overfished and depleted, TUNO offers a delicious and ocean safe product that tastes similar to real tuna while providing its versatility in a more sustainable form.

Demand for TUNO in the US has been high, with top retailers listing the products in store and the brand hopes to replicate this success as it launches in the UK later this year.

A final thought….

The adoption of plant-based diets is only going to grow, so plant-based products need to be a key part of retailer’s buying and marketing strategies, ensuring their range is diverse, fresh and backed up with quality ingredients, ready to meet increasing consumer demand. D Eric Woods is Managing Director at Worldwide Food Associates (WFA), a progressive, innovative importer and distributor that successfully launches and develops FMCG brands in the highly competitive UK and European retail markets.

WFA works with brands such as Street Kitchen, Passage Foods and Celebrate Health and is bringing US brand Loma Linda’s seafood alternative TUNO to market in the UK in 2019. www.wwfa.co.uk

IndustryNews Going nuts

Cool news

One company that has embraced the new trend for nut butters is Borna Foods, a young British company selling premium pistachios and butters, which are sourced from its family-owned farms and certified pistachios farms around the globe.

Launching in July last year, Borna has introduced six different butters onto the market, each of which is full of flavour and packed with nutritional benefits, such as healthy monounsaturated and polyunsaturated fats, which can contribute to a healthy heart. Pistachios are also a great source of protein, fibre, magnesium and vitamin B-6. Borna Foods Crunchy 100% Pure Pistachio Butter won a Great Taste 2018 Award and its pistachio butter range received an SIAL Innovation Award also in 2018.

It was this message - that their nut butters are healthy - along with the high quality of the raw ingredients, which the company wanted to portray via their branding and packaging. The overall result is a modern,

Following news of further stockpiling in both the food and pharmaceutical industry, companies across the supply chain are facing the challenge of finding additional storage and cooling solutions (chillers) to cope with demand.

One viable solution, according to Aggreko, is for manufacturers, retailers and warehousing sector to consider temporary cooling systems/ chillers. Chillers, which modularly range from 50kW to 1500kW and can be maintained as low as (minus) -40°C, provide companies that are either considering or have already taken action to stockpile, with convenient, effective cooling for all applications, ensuring warehouses meet the required temperatures for the stored materials. Matt Watson, Sales Manager at Aggreko, added: “Aggreko’s chilled and cold storage solutions are available immediately and, importantly, work within existing facilities without impacting production. We hope that this solution to industry will ease concerns manufacturers, retailers and warehousing sector continue to face, allowing them to store unexpected stock in units that meet industry standards.”

Aggreko’s rapid response team means equipment can be delivered and set-up within hours. Additionally, the company’s experienced engineering team can visit locations and design a bespoke package – and install it – with minimum disruption. www.aggreko.com

sophisticated jar and label that uses coloured foiling to distinguish between the different varieties of butter.

“Borna Foods chose label.co.uk to produce our butter labels as they were able to give us the quality and finish to complete our high-end packaging,” comments Inesa Slevaite, in the marketing department. “It was important for us to find a label printing company that could offer this additional element at an acceptable cost as we wanted our labels to be highly visible; the colour options are very vibrant.” www.label.co.uk www.bornafoods.com/nut-butters

Drink the classics The London Classics are Bimber’s newest premium drinks range – a London Vodka, a London Gin and a London Rum. Frustrated with a lack of creativity, individuality and value for money in the current spirit market dominated by mainstream brands, Bimber Distillery set about creating a trio of unique spirits that challenge the norm and reintroduce character and flavour into the consumer’s glass.

With a strong emphasis on provenance and skilfully selecting ‘best of the best’ ingredients from all over England; Bimber Distillery can proudly say that the London Classics are handcrafted in small batches with every bottle distilled, packaged and labelled by hand at their West London site – yes, the London Classics are 100% made in London.

The distillery has even gone as far as to choose a bottle design for the London Classics with customers in mind – the style chosen works well both in the speed rail or on the bar when pouring. A light, stylish, contemporary 70cl bottle with

clean lines and simple branding.

Bimber has remained true to its brand ethos and has not cut corners on the quality of the spirit with the London Classics. Instead it has looked at how it could find cost savings on the cost of the bottle, cork and labels, thus ensuring it remains competitive and provides the right price point. www.bimber.co.uk

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Given its long history of dairy farming and production, one need goes no further than the UK for a demonstration of milk packaging best practice. Darren Dodd explains the impact food safety has had on milk packaging worldwide and the importance of integrating a tamperevident seal into the container closure 20 www.foodchainmagazine.com

Safe and sealed T he glass bottle was UK consumers’ preferred milk container well into the 1970s. This then gave way to lightweight, safer and easier-tomanufacture LDPE coated cardboard cartons. Later it moved to the now ubiquitous screw-capped, induction heat sealed HDPE container. While the UK has effectively pioneered the use of reliable, leak-free and secure packaging for milk containers, other developed economies have been surprisingly late in catching up.

In the United States, for example, glass may have been phased out more rapidly than in the UK in favour of coated cardboard cartons and square HDPE gallon capacity milk jugs. US

dairy suppliers and retailers, unlike their UK counterparts, are latecomers to the benefits of leak-free, tamperevident seals, particularly for HDPE milk jugs. Indeed, as US customers began to welcome the transition from glass bottle to plastic jug, the drawbacks of the latter having no secondary sealing between the container lip and the screw cap soon became apparent.

The need to seal Leaking milk containers were accepted as par for the course. Retailers had the constant task of keeping shelves clean and accepting the complaints of consumers who, on returning home, had discovered that their milk had leaked in transit. In the shops and

Dairy

supermarkets, the only recourse for perennially frustrated retailers was to use costly and unsightly spill mats to soak up leakages from shelf surfaces.

Australian retailers were having similar experiences but growing consumer concern for better product safety, hygiene and the elimination of product leakage saw much wider adoption of induction heat sealing. Selig is a close observer of the Australian market and claims that, as far back as 2007, the introduction of its Lift ‘n’ Peel™ induction liner by the Australian dairy industry proved a positive selling point. Resulting in a significant sales growth for those brands that adopted the seal as a key element of their dairy packaging.

Scalable process Canada is also seeing a trend towards induction heat sealing of milk containers following a well reported contamination incident. In June 2017 the Royal Canadian Mounted Police were called to investigate milk recalls in British Columbia when a ‘potential presence of harmful extraneous material’ was reported in unsealed milk jugs from a supplier.

Health Canada said there had been no reported illnesses associated with the consumption of these products but did conduct a food safety investigation.

The dairy in question acted very promptly to improve the security of its

milk packaging and, in a concerted effort to ensure best practice, has now taken the precaution of applying tamper-evident induction sealed liners to all its milk jugs.

Selig has been particularly successful in addressing the needs of the UK dairy industry. It’s easy-open induction heat seal liner provides immediate evidence of tampering. Its integral easy open, half-moon pull tab has been designed to be ergonomically easy to grip, while remaining flexible and extremely strong.

The process of applying this type of liner is, however, critical to its success. No other processing or equipment, other than an induction heating machine, is required to bond the liner. There are several key process conditions that must be met and maintained guarantee successful container sealing on a filling line. Once these process parameters have been established for a given line speed, consistent sealing integrity is assured.

Induction heat sealing is also a scalable process. Even a start-up can take advantage of this state-of-the-art liner technology, making use of new semi-automatic, even hand-held, induction machines. Induction heat sealing provides an interesting entrylevel opportunity for those producers currently using milk bags or other forms of packaging. Enabling them to test market reaction, to differentiate their offering and, ultimately, to provide peace of mind for consumers. D Darren Dodd is Marketing and Service Director at Selig, a leading worldwide manufacturer of tamper evident cap and closure lining materials for use across a broad range of applications; such as food and beverage, pharmaceutical, agrochemical, cosmetics and healthcare. Selig’s comprehensive range of both one and two piece structures means that it can manage even the most challenging applications with one of its customised aluminum foil/heat seal combination products. www.seligsealing.com

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BUY TICKETS

25 – 26 June 2019 25-26 June 2019 Tobacco Dock, London

The Crystal, London

Connecting global brands and investors with the most disruptive start-ups in food tech Leading investors Global food brands Exciting food tech start-ups

Top speakers 1-2-1 meetings

www.foodtechmatters.com

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Food Tech Matters 2019

The collaboration meet-up that’s getting the food tech market excited

O

n 25-26 June in London, global brand spearheads and leading food tech investors will meet in London at Food Tech Matters 2019 for two days of innovation and collaboration with some of the most disruptive start-ups in food tech.

In attendance will also be leaders from key industry players such as Sainsburys, Nestlé, Danone, Ferrero and Unilever and the investment

community including Five Season Ventures, Anterra Capital, BiTHOUSE Group and PeakBridge Partners.

“It’s exciting to see such a varied line-up of start-ups on board,” says director Briony Mansell-Lewis.

“From tractor-replacing robots, plant-based meat alternatives, food waste technologies and AI planning and scheduling software to smart dietitian apps, there’s a great variety of innovations set to get the market excited.” View the start-up line-up at: https://foodtechmatters.com/ startups/ Food Tech Matters is fast paced, has an exciting speaker line-up, innovation challenges, start-up pitching competitions and above all, plenty of networking opportunities. Built around the curated 1-2-1 meetings platform Food Tech Connect, the innovation meet-up is a unique opportunity for the food tech community to connect in an informal, relaxed environment.

The agenda will focus on the hottest topics in food tech at the moment including the global food tech

trends driving future investment and innovation, sustainable supply chain, food waste tech and the future of protein. It boasts an exciting speaker line-up including Corporate Innovation Directors from global brands along with leading food tech investors who will provide expert insight on global trends driving investment and discuss where next for food tech?

View the full agenda here: https://foodtechmatters.com/ programme-2 A great opportunity for early to midstage food tech start -ups who can gain inspiration from disruptors including Zina Mavroeidi, CEO, E-Fresh.gr, Tom Mohrmann, CEO, Protifarm, Philip Verey, Commercial Director, Winnow Solutions and Jamie Crummie, Founder, Too Good To Go. Start-up innovators can also compete for the opportunity to pitch their tech solutions to a panel of leading investment companies including Seedrs, Five Seasons Ventures and Draper Esprit, receiving expert advice after the pitch.

Attending start-up disruptors include Protifarm, Wasteless, The Small Robot Company, The Meatless Farm, This.Co, SIGA, Smartwithfood, Mealz and Flexciton. Visit here for the list of attendees: https:// foodtechmatters.com/startups/ Join the food tech community in London for two days of consumer insight panels, open innovation challenges, expert insight, and above all to make valuable connections to shape the future of food. www.foodtechmatters.com

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TasteTest

Get baking Those with busy lives and those following a gluten free diet seeking a quick and easy free from baking solution, need look no further than Doves Farm’s new FREEE mixes.

The Choc Chip Cookie Mix, Pancake Mix and Chocolate Brownie Mix are quick, simple and delicious and mean even novice bakers can prepare tasty homemade treats in no time at all.

Requiring just two additional store cupboard ingredients, these mixes are free from gluten and egg, vegetarian

friendly, suitable for those following a Kosher diet and can be made vegan friendly by following the back-of-pack vegan recipes. www.dovesfarm.co.uk www.freee-foods.co.uk

The Taste Test team found all these mixes very quick and easy to use, with clear instructions.

“The Pancake Mix only required me to add milk and oil, to make eight American breakfast pancakes, eight crêpes or waffles. I wouldn’t

have known they were gluten free – the pancakes were light and crisp, with an excellent texture and flavour,” said one tester.

“To make the brownies all I had to do was add milk and butter – it mixed very easily without any lumps, and smelled deliciously chocolatey, both as batter and in the oven. They didn’t take long to bake, and the warm, gooey brownies were a real treat!”

A taste of the sea Hoping to make a dent in the massive seafood waste problem that currently dominates the UK industry, which sees over half of caught seafood being discarded as offcuts, is Sea Chips – the UK’s first ever hand-crafted salmon skin crisp company.

High in protein, collagen and Omega 3, Sea Chips are not only good for the consumer but also for the planet.

Taking inspiration from Asia where fish skin crisps are causing a frenzy, the 100 per cent natural crisps

are available in a range of flavours including Lightly Salted, Lime & Chilli and Salt & Vinegar.

Solving the plastic problem Percol has introduced a new coffee range that comes in fully-home compostable and plastic-free packaging. The first coffee brand to receive the ‘Plastic Free Trust Mark’ from A Plastic Planet, the new coffees are perfect for those who enjoy an eco-friendly way of living and a delicious coffee experience.

On top of all that, the premium beans are Fairtrade, organic, hand-picked and freshly roasted in the UK. The range comprises of six delicious variants – the ground coffee comes in Rich Americano, Delicious Decaf, Bold Peruvian, Smooth Colombian and Intense Espresso; and the

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Whole Beans are available in Intense Espresso. www.percol.co.uk

“I love how some manufacturers are responding to this plastic issue so positively, and I am really impressed with this range from Percol,” said our tester. “I tried the Rich Americano and the Smooth Columbian ground coffees and both created a rich, smooth brew. They were intensely fragrant, with the scent of coffee bursting from the pouch as soon as it was opened. I also loved how the packaging was able to go on the compost heap!”

www.sea-chips.co.uk

“I like how these products are using something that is usually thrown away, and that they are a much healthier alternative to potato crisps. They are definitely for fish lovers, and you can smell the sea as soon as you open the pack! These are unusual and I think they will be a winner for those more adventurous types looking for a new snack with eco credentials.”

TasteTest

Meal in a bottle

Flour power

UK-based Huel has launched Huel Readyto-drink, a nutritionally complete meal, pre-blended for convenience. Available in two delicious flavours, Vanilla and Berry, Huel Ready-to-drink has been formulated by registered nutritionist James Collier BSc (Hons) RNutr, to include all 26 essential vitamins and minerals, along with the perfect balance of protein, carbs, fibre and fat you need on a daily basis.

Huel Ready-to-drink is packaged in a 100% recyclable plastic bottle and like all Huel’s products is vegan, which allows the brand to continue with their mission of providing convenient, affordable and sustainable food for the growing global population.

Matthews Cotswold Flour is a familyowned, independent flour miller based in Shipton under Wychwood in the Cotswolds. The company, which has been milling flour for over 100 years, specialises in a number of flour ranges including organic, continental, artisan and bakers.

Award winning Matthews Cotswold Eight Grain Flour includes a carefully selected blend of malted wheat flour, rye flakes, wheat gluten, oat flakes, maize, linseed, millet seed and sunflower seed to create a full flavour and high fibre, strong white flour. This wholesome flour is ideal for baking bread and rolls producing excellent results every time.

For those looking for a great healthy option that is easier to digest than other flour, Matthews produces White Light Spelt Flour. Spelt is an ancient grain, first said to be cultivated over 5000 years ago, and looks similar to wheat in appearance but has a tougher husk that helps to protect the nutrients in the grain. It’s rich in calcium, magnesium, selenium, zinc, iron and manganese, plus vitamins E and B-complex. www.fwpmatthews.co.uk

Speaking of the launch, Huel’s Cofounder, Julian Hearn said: “The launch of the Huel Ready-to-drink allows us to enter a new market, targeting those who specifically find themselves eating on-the-go. We can now provide timeconscious consumers with quality nutrition

when they might otherwise reach for an unfulfilling, unsustainable quick-fix.” www.huel.com

“I was worried that a meal in a bottle wouldn’t be satisfying, but I needn’t have been concerned,” said our tester. “The drink has a thick texture, and the portion size is generous – it took me a little while to finish it, and I definitely wasn’t hungry afterwards! Both flavours were great, I preferred the vanilla, which was sweet and very milkshake like. I would definitely buy this if I was in need of a quick meal and wanted to be sure it was healthy and addressed all my nutritional needs.”

Let’s get wonky Spare Snacks’ mission is to take unloved wonky fruit and veg and turn them into delicious, healthy snacks that are great for people, producers and the planet.

Now with added crunch, the brand has reformulated and rebranded its Pure range of 100% Apple, Pear and, brand new, Beetroot Crisps; alongside the launch of an innovative new healthily seasoned range, Pear & Ginger, Apple & Cinnamon and Beetroot & Apple Cider Vinegar Crisps.

Key to the crunch, taste and health profile of the premium tasting snacks, all of Spare’s crisps are air-dried, never fried. They are all under 77 Kcals per bag, making them perfect for anytime snacking, dipping or adding crunch to salads, cereals or lunch boxes; they’re a convenient pre- and post-workout snack; and the new Beetroot snacks even pair with craft beers and cocktails. www.sparesnacks.com

The team were immediately impressed with the packaging of Spare Snacks – they loved the attention to detail, vibrant colours, illustrations and even

the font style used: “I most definitely would have spotted Spares packaging on a supermarket shelf and been drawn to them,” said our tester. “I homed in on the Beetroot and Apple Cider Vinegar flavour as, ACV is something I have just started getting in to. I loved the fact there is no added sugar, and that these are a source of protein and are high in fibre.

The crisps are all different shapes and sizes, with a very earthy, slightly sweet beetroot flavour and then the hint of sharp ACV. They definitely require a lot more crunching than your average crisps, which meant the packet lasted longer – yay!”

The Team’s resident baker was very impressed with the Matthews products! The Eight Grain flour created a beautiful loaf, with a delicious bready scent, and lovely nutty texture. “The flour was easy to work with and I was very pleased with my bake,” he said.

The White Light Spelt Flour also made a wonderful loaf, and he liked its versatility – it can also be used to make pasta and as a thickener.

“I will definitely be trying some other Matthews products now!” he added.

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Spirit of the Nordics Arcus is the proud standard-bearer of aquavit – the traditional alcoholic drink in the Nordic countries, holding the majority of the market share in this niche category

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Arcus

N

umerous are the reasons that have led to the recentlyrenewed interest in the social, cultural, and economic state of the Nordic countries. Norway, Sweden, Finland, Denmark, and Iceland regularly occupy the top spots on various tables measuring happiness and well-being and these countries are often portrayed as modern-day havens, thanks to their successful implementation of the welfare state concept. The Nordic model, as it is known, is an extraordinary blend of the promotion of individual autonomy and social mobility, protection of the workforce (with it being highly unionised), and commitment to private ownership and the basic principles of free market capitalism. As a result, the Nordic countries are among those with the highest quality of life worldwide and a popular destination for expats and tourists alike.

It would not be a far cry from the truth if we said that Arcus is one of the Nordic companies with the highest potential to ‘export’ the region’s beverages heritage. The Norway-headquartered organisation is the leading distributor of aquavit – the authentic Nordic spirit and a staple in Scandinavian drinking culture, having made great strides in its overseas activities in recent times.

“Aquavit has some similarity to gin, but instead of deriving its flavour from juniper, it is made with caraway or dill seeds,” explains Erlend Stefansson, Head of Arcus’ Spirits division. “Our brand has a history, which dates back to 1805 when the Linie aquavit first travelled from Norway to Indonesia and the Far East on a ship, acquiring its distinct taste during the journey.”

Here is a fascinating story shared by Erlend: “When a group of Norwegian merchants set out on a two-year journey from Trondheim in that year, they loaded their ship with all kinds of merchandise.

To their astonishment, when they returned, they discovered that the taste of the spirit they had brought with them was very different from the one it had at departure. The uniqueness of the Linie aquavit lies in the fact that it undergoes a fast maturation process as it travels around the world and is subjected to different meteorological conditions, such as various humidity levels and temperatures, which give the spirit its milder taste.

“Impressive as it may sound, the tradition of the Linie aquavit travelling from Norway to The Far East (now Australia) and back again to develop its taste, continues to this day. It is a journey that takes four months and for those who want to

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follow it, it is being streamed live on linie.com,” he adds.

Arcus has been operating in the wine and spirits market since 1996, following

the demerger of the state-owned Vinmonopolet, and has been privatelyowned since 2005. The change of its ownership model has enabled the

company to grow considerably in size and in 2016, it was even listed on the Oslo Stock Exchange.

“We also have a track record of strategic acquisitions, the most notable of which came in 2013 when we purchased Denmark’s leading aquavit company in Aalborg, covering the Aalborg and Malteserkreuz aquavits and the Gammel Dansk bitter,” Erlend points out, moving on to discuss the commercial side of the business. “By operating two of the biggest brands within the aquavit sector, we have been able to secure some 60 per cent of the market share globally and we distribute our products to approximately 30 different countries. While the bulk of the business is in the Nordic countries and Germany, we also ship substantial volumes to the US, the UK, France, the Benelux, Spain, Asia, Australia, and New Zealand.”

New product development In order to create the best possible proposition for each of its markets, Arcus works tirelessly on developing new products that are tailored to the specific requirements of the geographical area they are being sold within. “There are some important differences in consumer preferences in the countries where we are present and for us to keep our finger on the pulse, we have established local sales and marketing offices in all the Nordic countries, Germany, and the US. Taking into consideration the feedback we receive from these organisations, we adapt our products and release between 30 and 40 new variants across these markets every year,” Erlend comments.

The flexibility displayed by Arcus in new product development has inevitably helped the company become a leading spirits operator, as the business is now no.1 in the Norwegian market, no.2 in Denmark, no.5 in Sweden, and no.6 in Finland.

In addition, Arcus is the biggest aquavit company in Germany.

“We can see an increased interest from all over the world in Linie aquavit, in particular,” Erlend reveals. “More and more bartenders and mixologists discover this unique product and start

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Arcus using it in their cocktails. I believe that they are fascinated by its authenticity, because this is what consumers want nowadays – they are keen on choosing original brands whose story can be traced, and we are certainly winning on this trend.”

The big picture Together with distributing purely Nordic spirits, Arcus is also the regional representative for a number of international brands such as Bushmills, Jose Cuervo, Kraken, Label 5, Negrita, Plantation Rum, Buffalo Trace Bourbon, Fireball, Glen Moray, and Clontarf.

Erlend highlights the key strengths the company possesses that have allowed it to gain the trust of its foreign leading spirits brands: “As it became clear, we have a very strong presence on every level in all the Nordic markets.

Our knowledge and competencies in the region are especially valued by our partners, because we have adopted a sort of a ‘think global, act local’ approach. Although the company’s headquarters is in Norway, we have two directors living in Denmark and one in Sweden who are part of the integrated management team we have in place that has the ability to work across the separate markets, while keeping an eye on the wider picture.”

The seamless succession of the processes run by Arcus is ensured by the state-of-the-art facility the company opened in 2012. Being one of Europe’s most modern production, bottling, warehousing and logistics sites for spirits and wine, Arcus’ complex even features its own coopers’ area where professionals make and refurbish casks and barrels. “We are the only company in the Nordics to employ our own coopers,” Erlend states proudly. “Other than that, we have every type of facility that can be expected from a spirits operator, including cask maturation and bottling zones, a logistics building, a warehouse, and sales and admin offices.

“From the start, the facility was conceived as one that was going to use only sustainable energy sources and much less water than most other companies,” he continues, drawing

our attention to some of the practices Arcus has established to guarantee that it continually operates in a socially responsible manner. “We are currently working on introducing recyclable packaging and we partner with various interest groups in Norway to promote responsible drinking. Last but not least, we are fully committed to keeping HSEinjuries at the lowest possible level.”

In conclusion, Erlend names the overarching goal before Arcus in the years to come: “We want to make aquavit a true global trend and we are pleased to report that we are already seeing some encouraging results. In Germany, for example, it has been selected as the most important emerging trend for a second year running, and we hope this will develop further not just there, but across all of Europe, and the US, as our presence in these markets is growing stronger than ever.” D www.arcus.no

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Leading the way As its many accomplishments and highlights show, 2018 was another hugely prosperous year for Bidfood, with the company continuing to demonstrate its ability to respond to rapidly evolving trends, tastes and industry demands 30 www.foodchainmagazine.com

W

hen Dr Andrew Kemp FIH, Group Sales and Marketing Director of Bidfood, describes 2018 as an ‘incredible year’ for the business, if anything he could be downplaying just how successful those 12 months were for one of the UK’s leading foodservice providers. “Last year, we were the recipients of over 60 awards for our products, our people and our business, most notably the Grocer Gold – Wholesaler of the Year award, and our CEO, Andrew Selley, winning the Grocer Cup,” details Andy, who himself was recently awarded a personal lifetime achievement award at the EDUcatering Awards.

“We have also seen some major developments to our growing infrastructure, including moving our Worthing depot to a new, larger purpose-built site, opening our new site in Penrith, and securing land for a new depot in Liverpool. These additions allow us to continue to be closer to our customers and to deliver excellent service,” Andy continues. “Meanwhile, as part of our strategy to make lives easier and help our customers to grow, we have continued to focus heavily on e-trading, with 2018 being our most successful year of e-trading to date!”

The aforementioned move of the company’s Worthing depot to its new 64,000 sq. ft site in Lancing, was

Bidfood officially completed in September 2018. The new depot has a range of food holding areas from a 25k sq. ft ambient storage, and a 13.7k sq. ft freezer, to a 1.8k sq. ft chilled store, and a 7.4k sq. ft chill marshall area. The building has also been designed to incorporate a large customer experience centre, which is currently in planning stages. The space will facilitate Bidfood’s work in partnership with food and drink suppliers to test and develop new products, as well as support menu development and innovation for customers along the South Coast. In addition, the site boasts a large office space, which combined with the new warehouse, is set to provide more career opportunities in the local area, from telesales professionals to drivers.

The new office will also offer a Sunday telesales service to help streamline Bidfood’s customer service in this region.

Sustainability The site includes a variety of sustainable features including: lighting to ensure a safe working environment and photocell activation to reduce energy consumption, refrigeration that has zero ozone depletion potential and zero global warming potential which will significantly reduce energy consumption. It also includes the use of sustainable building materials and a ‘SUDS’ drainage system installed for storm water disposal.

“As leaders in sustainability, it is important for us to always be looking at ways to improve,” Andy states.

“Sustainability is always evolving, and so we need to be flexible and open to looking at new ways to improve our sites and educate our people. We also continue to improve the credentials of our fleet. For example, we do not use diesel powered refrigerators within our vehicles, instead opting for over-cab Frigoblock units, which are powered by an electric alternator driven by the vehicle engine. These fridges are more energy efficient and create 50 per cent less noise pollution. They also use refrigerant gases, which help to reduce our overall contribution to the

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We have engaged with many organisations, working with them to mobilise industry bodies to support the protection of Universal Infant Free School Meals (UIFSM), particularly the benefits of children’s attainment through good nutrition and hydration

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Bidfood greenhouse effect by 50 per cent.”

Another topic that is close to Andy’s heart is his belief that Bidfood, and others within its industry, should remain focused on the importance of feeding children and supporting the elimination of so-called ‘holiday hunger’. “We have engaged with many organisations, working with them to mobilise industry bodies to support the protection of Universal Infant Free School Meals (UIFSM), particularly the benefits of children’s attainment through good nutrition and hydration.

Working on projects like this is hugely important to us, and we will continue to educate and create awareness of all the attributes and benefits of great food served well.”

Supporting trends Over the course of 2019, one of the biggest focus areas for Bidfood is expected to be its addressing of the

needs of an ever-growing number of health-conscious consumers. Indeed, the rise of this community – made up of a high percentage of millennials – and its demands are helping to shape influences in the food and drink world. “As a business, there is a lot that Bidfood is doing to support these trends,” Andy reveals, “one example being the launch of our Vegan range in March 2018, which has since gone from strength-to-strength. The strong offer coming from manufacturers has meant that we have been able to provide our customers with interesting vegan products, packed full of flavour, to put on their menus, and we have

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been thrilled to win a number of awards for our vegan products and teams who have worked on this phase of our innovation pipieline, such as the Innovation Team of the Year accolade, presented to us at the BFFF People Awards.

“Our other efforts to support health-conscious consumers include working with Public Health England (PHE) to support the government’s aim to reduce sugar consumption by developing our own sugar management pledge of a 20 per cent reduction target by 2020, where commercially and technically viable. We have also been looking at allergens, educating both customers and employees on their importance, and we have launched a special ‘choices brochure’, which looks at areas such as dairy-free, nut-free, gluten-free, and meat-free alternatives to provide choice to customers

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Bidfood So, what does Andy consider to be the long-term objectives of the business that he hopes to see it meet in the coming years? “Firstly, we want to continue our development of new builds, ensuring that our businesses continue to be close to our customers,” he explains. “At the same time, we will go on exploring the latest in IT innovation, which is an area we are really interested in developing. We were pleased to win a Real IT award in 2018 for our growth in this field, and our ultimate goal is to work on yet more ways to make our customers’ and our colleagues’ lives easier.

“Furthermore, we will continue to embrace the subtle changes in both eating habits, and the health and wellbeing of our customers, so as to remain the first-choice wholesaler to those that desire an extensive choice of own brand and branded products.” D www.bidfood.co.uk looking to produce menus inclusive of everyone.”

‘Talking food’ Perhaps understandably, given the size and scale of Bidfood, there seems to be a never-ending stream of news and new developments coming out of the business, and at the time of our interview with Andy, it was also celebrating the launch of its brandnew ‘Street Eats’ concept. “Street food is the one area that our commercial buying team absolutely love, primarily because it is fast paced, short cycled and changes by the season,” he adds. “Street Eats has been a key platform in bringing our 2019 trends to life, showcasing the best food-to-go products and ingredients, and we have been focusing on themes including Great Britain, Americas Discovered, Modern Europe, Asian Appetites, The Middle East and Afro-Caribbean.

“We were also really excited to launch our first-ever podcast recently. Available on iTunes, ‘Talking Food with Bidfood’ focuses on our 2019 trends and features our team of experts exploring these at a macroscopic level, reflecting on how societal changes have influenced what consumers are choosing to eat and drink.”

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Belvoir Fruit Farms

Fruits of one’s labour Purveyors of naturally delicious cordials, pressés and fruit crushes, Belvoir Fruit Farms has been making its fine products the same way since 1984, and continues to break new ground with innovative new concoctions

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estled deep within the English countryside – in the Vale of Belvoir, Leicestershire, to be precise – Belvoir Fruit Farms (BFF) has been making some of the finest fruit cordials and presses since it was first founded as a drinks business in 1984. Renowned for its elderflower drinks – BFF’s Elderflower Cordial remains its flagship product – to this day the company uses the same recipe developed by its cofounder, Mary Manners, pressing fresh fruit and infusing flowers to mix with spring water.

In the years since, BFF has expanded its beverage range to include a wide collection of flavours, producing more than 40 products which have won countless awards. The first was a Great Taste Award in 2001 for its Elderflower Cordial, with success continuing in the subsequent years up to, and including, 2018, when the same product won ‘Best Beverage at the Sainsbury’s Magazine Awards, and BFF was also presented with a Grocer ‘New Product’ Award and a Food & Drink Expo ‘Great New Idea’ Award for its Botanical Juniper & Tonic.

“BFF has, since day one, always been about quality and service, and those things have very much been the key to our success,” begins Production Director, Frank Fitzgibbons. “Today, New Product Development (NPD) is the lifeblood of the business, as we have found it vital that we not simply remain competitive, but work to be at the leading edge of industry trends.

The biggest KPI and objective for both

our NPD and Procurement teams is the sourcing of the best quality ingredients and packaging, with the appropriate time given to said teams to bring in these ingredients from all corners of the globe.

“As recently as March 2019, we made the leap into the mixers market, launching four new products, predominantly for the impulse trade and market sectors. We successfully introduced our ‘light’ range in 2016, and these lines have proved extremely popular. Our NPD team is constantly looking at new flavours using only natural ingredients, and we pride ourselves at being adept at launching products, with some ideas going from conception to production in less than six months!”

Capacity improvements Since its inception, BFF has experienced significant growth, both in terms of revenue and volumes, and today it boasts a turnover of some £22.5 million per annum, with unit volume output reaching levels of approximately 27 million bottles and 13.5 million litres. From its purpose-built, 28,000 square foot facility – which it moved into in 2015 – BFF operates a two-shift system and has two fully automated bottling lines, packing both still (cordial) and ready-to-drink (carbonated) products.

“We are constantly investing in the business, be that in the form of equipment, marketing or human resources,” Frank continues. “In addition to having the space for an expansion to a third bottling line, we have recently invested in a brand new 60 valve

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Belvoir Fruit Farms mono-bloc filling machine with both ROPP and Crown cap capability. We have also added a new carbonator mixer (pre-mix unit), and upgraded our palletising and pallet wrapping equipment this year. In addition to ensuring and improving product quality, all of the aforementioned equipment has made – and will continue to make – a significant contribution, resulting in our throughputs increasing by approximately 40 per cent. This in turn creates a significant improvement in our capacity.”

Innovative ideas Another area of the business to have experienced strong progress in recent years has been BFF’s export activities.

“While we have always had a focus in one form or another on export markets, this side of BFF has grown considerably over the last three years or so,” Frank states. “Today, we have distribution

channels in Europe, Scandinavia, North America, Australia and Japan, with exports now accounting for an estimated 20 per cent of our total business.”

With all of the above reference growth, the company has understandably had to focus on the recruitment and development of its people. “It is vital that we have the right staff in the right place, at the right time,” Frank proclaims. “This requires

considerable time resource with regards to training. As such, we have several training initiatives constantly on the go.

Our people are, of course, extremely important to us, and we want to support their individual growth as they continue to help to generate BFF’s success.”

Obtaining, and just as importantly retaining, a position as a leader in one’s market requires a business to be aware of, and respond to, industry trends. It comes as no surprise, therefore, that BFF continues to move with the times, most recently by reacting to the drive towards reduced sugar and no-added sugar products. As Frank goes on to conclude: “We at BFF are constantly looking for new opportunities in the marketplace, whether they are innovative ideas that are introduced by ourselves, or simply making improvements to our existing products. What never changes however is our commitment to quality!” D www.belvoirfruitfarms.co.uk

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H&S Restaurants

Bravely moving forward

A successful franchisee of McDonald’s, H&S Restaurants is active in the development of its people and trying out new concepts, in order to continually delight its customers

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he combination of working with good people, staying relevant to its customers, and being brave enough to invest, has been revealed as the secret to H&S Restaurants’ success in the last 12 years by its owner, Nigel Dunnington.

A franchisee of McDonald’s since November 2006, Nigel now operates a total of 14 restaurants in Preston and Blackpool and has experienced significant growth in that time.

“We have seen a lot of changes in the way McDonald’s connects with its customers,” he begins. “Twelve years ago, you either used the Drive Thru’ or ordered your food in the restaurant and were served traditionally by a member of staff who took your order. While these options are still available today, the world in which we all live has moved on significantly. Today technology plays a much bigger role in our customers lives and we have had to ensure that we have stayed ahead so now we have so many ways that our customers can order from us and these are set to continue to grow in popularity.”

What Nigel refers to are the touchscreen kiosks installed across McDonald’s restaurants that enable visitors to place an order and go to the counter to collect it, or even more conveniently select the table service option where the customers food is brought to them at their table. “In addition, people can now order via our mobile app and our investment in McDelivery is also ensuring that we have a big presence in this area too. This is an incredible growth area that responds to the way our customers now live their lives and we are set to ensure that we make the most of this because of the investment we have all made.

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“I think the main benefit of the advent of technology is that every customer gets food that is prepared specifically for them. A few years ago, we would prepare, say, a cheeseburger in advance and keep it in the holding area for a maximum of ten minutes, whereas today, everything is made to order, we start assembling a meal only when the order for it comes through,” he explains.

“Investment in technology is a necessity if we are to stay relevant to our customers,” Nigel continues.

“Visitors expect me to make investments that enhance their experience, and so do my staff. Yes, this area does require significant investment not only in infrastructure but also for training and developing our team, but when you think about it, there is also a cost to not investing, which cannot always be seen. We need to stay relevant to our customers and be there when and where they want us, these are just a commercially astute decisions.”

As a result of this policy, the last few years have borne witness to the expansion of all 14 restaurants run by Nigel. Furthermore, he has demonstrated

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willingness to level up the business’ recyclability efficiency by placing separate bins for liquids, plastics, and paper items in the dining areas and encouraging restaurant visitors to be

more conscious of where they dispose of their rubbish.

The unprecedented growth of the business means that Nigel is constantly facing the need to hire more staff, with the training and development of his workforce being another area where he directs his investment. “There is a difference in the type of work our staff members are doing, compared to their roles ten years ago. Nowadays, our priority is to ensure that we offer a great experience to every customer, so whereas ten years ago we may have prioritised the kitchen areas today we place much more focus on the teams who look after our customers on the dining area and front counter,” he points out.

“I genuinely believe that people are the heartbeat of any business and if you have a motivated bunch of employees, they are going to help you achieve your goals. Good well trained and motivated people will lead to good sales and good sales help your profitability. Driven by this philosophy, we have a strong focus on providing our employees with valuable skills and, right now, I have about 50 people going through various

H&S Restaurants levels of apprenticeship. My personal pledge is in full harmony with that of McDonald’s, as both parties want everyone who has gone through our training to leave the company in as better people, than they were when they first joined us. There are a few people who leave after a couple of years’, including university students who get a part-time job with us to help fund their education, and it is our utmost desire to see them leave better educated, better qualified, and with better understanding of life itself,” Nigel expounds.

Customer options Discussing the disciplines, the employees are being trained in, he notes that there is a mix of formal McDonald’s courses and more informal internal H&S Restaurants’ schemes. “For example, if an hourly-paid employee has the aspiration of becoming a manager, then, they need to go to one of McDonald’s Hamburger Universities where leadership courses specific to the company are being delivered. In parallel, I organise various development and team-building sessions within our group.

We have also just held an event with Mind, the mental health body to discuss some of the issues the young people of today face today. Out of the 1350 employees we have, around 40 per cent are under 18, however 25 per cent are over 25 years old with around 50 staff being over 50, so it is important that we do all we can to support them and to support our managers in helping them to help themselves.”

At the end of our conversation, Nigel talks of how McDonald’s overcame a period of slight decline in the late 1990s and the 2000s, focusing on the new items that have been added to the menu in recent years and the popularity they have enjoyed, particularly within his own restaurants. “There was a time when McDonald’s lost a bit of relevance, but since then, we have had 50+ consecutive quarters of growth, which is unbelievable for a business like ours. H&S has been able to capitalise on trends around Big Flavour Wraps, salads, and porridge, and we have been selling a lot of these, alongside all other products you would expect from McDonald’s like Big Macs

and Chicken McNuggets, having a menu that offers choice is vital, this allows people more options to make the right decisions for their needs.

“Coffee sales have also grown massively, and in my opinions it’s not only the best coffee but the best value coffee you can buy. Consumers’ tastes have developed in the past 20 years, so, instead of just ordering a cup of tea or white coffee, they now want Cappuccinos or Flat Whites and we are able to provide these at an affordable price. The same goes for Frappes and smoothies, which we have made more accessible for those who want to try them. Three years ago, you could pay over £3 to get a smoothie, now you can get one for £1.99 with us,” Nigel reveals.

“The truth is that nobody knows the future,” he says with regards to the trends that might emerge in the coming years. “You can do as much research as you want, to predict what consumers

will go for and predict future trends, but sometimes you have to leap into the unknown, too. Collectively at McDonald’s we review the evidence and we work together to identify the right approach and solutions for the future, that is where the strength of this business lies. You need to be brave and to continue to invest in new concepts. Standing still is not an option, we have to continually delight and surprise our customers if we want to remain successful,” Nigel concludes. D www.mcdonalds.com

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Constantly evolving

Fuller, Smith & Turner (Fuller’s) is an energetic brewing company and pub and hotel operator, whose obsession with learning and improvement raises its quality bar time and time again 46 www.foodchainmagazine.com

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hallenging itself all the time has become a way of life for Fuller’s. Founded in 1845 by three gentlemen – John Bird Fuller, Henry Smith, and John Turner – the independent family brewer has continued to create top-quality craft beer over time, whilst also expanding the business, which now involves an extensive portfolio of pubs and hotels.

Discussing the company’s unflinching commitment to continual improvement, is its Director of Food, Paul Dickinson, who takes us behind the scenes to

introduce the values and processes Fuller’s adheres to, with particular focus on the food side of the business.

“We are very energetic in developing every single aspect of our proposition, because we want to make sure that the highest standards we have set ourselves, are maintained on every level,” Paul states, beginning to pick out the various elements that are essential to Fuller’s operation.

“Starting with our supply chain, one of the major improvements we made in the last few years, was to bring some

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Fuller, Smith & Turner

Personally, I visit every supplier frequently. For example, I often check the quality and the welfare of our animals, because we buy the whole carcass and find a way to use every part of it. Therefore, the meat has to be of the highest quality

order to it. About eight years ago, we had lots of different suppliers doing the same thing at different prices, so it was a bit chaotic and quite inefficient,” he remarks. “We want to work with people who share our values and can deliver to them. Quality, of course, has always come in the first place, but we would then look at the nature of the business and we can say with uninhibited pride that all of our suppliers, bar two, are family companies, who, just like us, value long-standing relationships. We view our supply chain as an extended

part of our family and we are more than happy to tell our suppliers’ story.”

Moreover, Fuller’s has also set up a robust internal structure in which multiple departments collaborate to guarantee that only the best products are sent out to the company’s establishments. “We have a food buyer who works with myself and the Head of Procurement, so that we can take the right decisions regarding our

supply chain. Personally, I visit every supplier frequently. For example, I often check the quality and the welfare of our animals, because we buy the whole carcass and find a way to use every part of it. Therefore, the meat has to be of the highest quality. It is the same with fish. Every year, we serve some 900,000 portions of fish and chips, so I monitor the process of fish harvesting closely. We are also quite flexible with

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our menus and can easily switch from haddock to cod, or vice versa, depending on the time of the year and the variations in harvesting, so that we can always offer the best fish to our guests,” Paul explains.

Customer feedback Taking pride in the amazing pub experience it creates, Fuller’s invests heavily in enhancing its performance, both front of house and in the kitchen.

Paul elaborates: “We want to have the right dining space for our visitors where they can feel comfortable and have a fantastic time. It is interesting to mention that in the last six years, we have noticed that more and more ladies dine out more frequently, so we had to look at the interior of our restaurants to make them more inviting for this particular group of guests.

“On top of that, we spend a lot of time training our chefs in our

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cooking schools to help them fulfil their potential. We do not teach them dishes, we teach them skills. Even at the time of speaking, I am reviewing our Christmas dishes with our chefs, discussing what we did well and what we can improve in the year ahead. We take customer feedback on board, as well, so we can get the full picture. We challenge our processes, in order to optimise them and enable our chefs to always be on their A-game,” he continues.

Another theme Paul is especially keen on expounding, is creativity, and both Fuller’s and his own drive for pushing the boundaries of imagination provides a good explanation for the company’s longevity and success.

“Creativity starts with nostalgia. The birth of my third child got me thinking of things I had forgotten and it made me realise that while you cannot reinvent nature, you can revisit foods

Fuller, Smith & Turner and memories, and breed innovative ideas out of your previous experiences.

You never stop learning and that is the beautiful thing about being a human being. If you can constantly apply this mindset in the environment you are working in, you will feel rewarded and the benefit is for those you are selling to. The difficult part for us as a business is to remain consistent in how we serve our food. We are open to feedback and we know how important it is to learn if you want to grow.”

Health awareness When talking about consumer behaviour nowadays, it is impossible not to mention the increase in consumption of vegan products, most notably in the West. “People in Asia have been eating plant-based diets for centuries, but only recently, all of a sudden, the Western world realised that they are very good for health,” Paul points out. “This notion is being led by the millennials, who are essentially the people of the future, and who have come to understand that looking after the sustainability of the planet is equal to looking after your health. For me, this is an interesting shift in preferences, which provides plenty of opportunities to learn new concepts and work our menus around them.”

Health awareness is projected to continue to occupy Fuller’s thoughts in the coming years and, according to Paul, the business’ approach towards ensuring the right nutritional value in its dishes, will be one of the determinants of its future success.

“People will become more healthconscious and there will be an even more clearly observable divisive line between the foods that are really healthy and fresh and the pre-made meals full of calories. We need to embrace these changes and position ourselves on the right side.

“The other key focus area for us in the next five years, will be the continuous development of our people,” he adds. “We have now got 150 apprentices, which we treat as the future of the company. I love working with these young people and I learn

from them every week. It is impressive to see how they are striving for perfection and how willing they are to learn from their mistakes. It would put a big smile on my face if, regardless of where their career path takes them, some of the people who are going through our scholarship programme turn back in five or ten years’ time and say: ‘My time at Fuller’s was the turning point of my career.’

“Finally, I would add that, if a company wants to succeed in the UK and in the present business environment, it has to find its authentic spirit and stay true to its values. We believe that Fuller’s demonstrates the right attitude in our relationships with our employees, suppliers, and customers, alike, and we have all the necessary ingredients to move forward in the years to come,” Paul concludes elatedly. D www.fullers.co.uk

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Butcher’s

Nourishing food for dogs Butcher’s™ believes every pet has the right to eat great food. It uses natural ingredients for maximum nutrition, with no nasties such as artificial colours, flavours or preservatives. In fact, everything your pet needs and nothing it doesn’t

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or over 30 years, familyrun company Butcher’s has stood out from the crowd by doing things ‘The Butcher’s Way’. Founded by the Baker family, originally as a butcher shop in Rugby, Warwickshire, it was under the second generation of Baker’s that it first applied an in-depth knowledge of meat to the development of the original Butcher’s tripe recipe food for dogs, which became an instant success when it went on sale in 1987. Since then, the passion and devotion of its people have helped the business to extend and enhance its range of food for dogs and cats, and establish itself as the number two brand among wet food producers in the UK. The aforementioned Butcher’s Way dictates how the company uses its knowledge and experience to ensure that its shoppers’ pets get the natural nourishment that allows them to thrive.

This means never using artificial colours, flavours or preservatives, incorporating a well-balanced mix of essential vitamins, minerals and fibre, and carefully sourcing ingredients from British and Irish farms.

Rachel Collinson, Butcher’s Director of its Dog Business Unit, joined the business approximately two years ago and, as she explains, what first became abundantly clear about Butcher’s was its passion for the products it makes. she says. “This passion, I think,

goes right back to the heritage of the company and exists today as a thread that runs through the company’s DNA. Having worked in the food industry for more than 20 years – in almost all the different sectors – Butcher’s represents my first foray into pet food, and it was obvious to me from the start that this is a special company trying to do the right things for its shoppers.”

At the heart of all of its recipes – and there are many, ranging from those targeting puppy development, sensitive stomachs, adult dogs and those of a more mature age – are what the company refers to as its ‘Super Foods’. Whether it be meat, vegetable or wholegrain, Butcher’s only uses natural ingredients that will provide pets with the nourishing food that they would naturally choose. “Butcher’s has never been about creating overly fancy recipes just for the sake of being ‘ontrend’, rather we are all about creating great food that your pet would chose,” Rachel adds.

Healthy choices Over the last few years the company has continued to invest considerable funds in improving product quality, itself a part of a much wider programme of investment which, over three years, will have seen a total of £25 million put back into the business to ensure that it is fit for the future.

“We know that not every dog owner

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feeds their pet in the same way, but what we want is for every dog to be able to get great food that comes at an affordable price,” Rachel continues. “To achieve that goal, we need to be flexible in the way we present our products to shoppers, giving them a healthy choice of how to access Butcher’s, whether they be a purchaser of cans or trays.”

As we go on to discover, 2018 was a particularly significant year for the company as it marked the unveiling

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of a brand-new look for its entire dog food range. The simple, modern blue design focuses on Butcher’s farm to bowl ethos, while conveying its passion for using great ingredients that dogs love. When discussing this re-launch, Rachel is refreshingly honest about how it came about. “Around the time that I joined the business, the brand, was in something of a decline having lost traction with new shoppers,” she says. “Our loyal customers knew about

Butcher’s the product and its quality, but we needed to conduct market research to properly identify what new shoppers wanted from this category, and the great news was that for the vast majority it all comes down to the food itself.

“Modern shoppers want better quality food for their dogs, with roughly 90 per cent of responders stating that they wanted this, but at an affordable price, which is what Butcher’s has always been about. This re-launch, therefore, has been all about highlighting this fact, and ensuring that every dog owner knows that, with Butcher’s, they can access fantastic products that their dogs will love. As a result, we have already started to see brand penetration growth for the first time in three years, and we look forward to adding to this further still with the rollout of a national television advertising campaign, set to hit the screens in April.”

Focused purely on cats’ health & wellbeing, the brand only uses the best, high quality ingredients in their recipes.

Blink! sources human grade, British meat & fish fillets where possible- with 90 per cent of their raw materials sourced from in the UK. Moving into 2019, Butcher’s began the year by celebrating picking up the award for Best Brand Sustainability Initiative at Tesco’s Household and Pet Supplier Conference. This award was in recognition of the company committing to remove the equivalent of 4.2 million plastic bottles from its supply chain by replacing the shrink wrap on its canned food for dogs. It meant that its six- and 12-pack cans became 100 per cent recyclable, using cardboard packaging made from sustainably grown trees. “This is yet another example of why we are all proud to be a part of a company willing and able to make big, bold decisions

and gestures that we hope will kickstart the category into doing something positive,” Rachel enthuses.

As Rachel goes on to conclude, the outlook for the dog food category, particularly when it comes to wet food, is extremely positive, and thus Butcher’s stands poised to build upon the strong foundations it has laid in the last two years. “With the successful re-launch of our dog food category, and our imminent arrival onto television screens, we are reaffirming the company’s seriousness towards helping the category grow, giving more and more dogs access to better food,” she adds. “From here, it is about making the most of our investment in product and people to drive category growth, before turning our attention to some exciting developments we have planned for 2020, but that is a story for another day.” D www.butchersdogfood.co.uk

Big, bold decisions Ben Ford Director of Cat Business Unit, joined Butcher’s at around the same time as Rachel and has been busy reinvigorating the company’s cat category. The outcome has been the launch of the natural shredded fillets brand, Blink!, made here in Britain.

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Flair for innovation Independent contract caterer and restaurant operator Graysons enjoyed a hugely successful year in 2018, and with new contracts being signed on a monthly basis, 2019 is shaping up to be just as, if not more, profitable

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Graysons

Tim O’Neill, Managing Director and Simona Oproiu, Business Development Director

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or Simona Oproiu, Business Development Director of leading independent caterer Graysons, the word that best describes the company’s performance during 2018 is ‘tremendous’. “It really has been a great year for us, during which time was have been extremely busy,” she states. “We have grown not only in terms of turnover through the winning of new contracts, but also by means of expanding our own operations and support teams in order to support our sustainable expansion as a business.”

Such was the success of the business in 2018 that, in December, it was revealed to be the fastest growing contract caterer in the UK, in terms of annual profit, in the Food Service Growth Report by EP Business in Hospitality and AlixPartners. The report, now in its sixth year, noted that the company benefitted from a strategic repositioning that delivered enhanced profitability across its various platforms.

Founded in 2008 by Sir Francis Mackay, and led by Managing Director Tim O’Neill, Graysons’ ten-plus years in the catering business has been defined by its passion for delivering creatively-prepared meals that use only the freshest local ingredients

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available, and for its unrivalled level of customer service. With its range of capabilities including the running of staff restaurants, cafés and corporate hospitality suites, operating high street locations, and managing unique venues, events and conferences, Graysons has become firmly entrenched as a trusted service provider to a long list of recognisable institutions.

“Our continued pattern of growth has been down to several factors, not least of all being our uniquely independent approach, our ability to offer a bespoke solution for each individual client, and our passion for innovation,” Simona continues. “There has been a lot of consolidation in the marketplace in recent years, and this has helped to leave a gap where clients are wanting the services of an independent, bespoke catering partner. These are the clients that want more than a prescribed way of doing things, and with Graysons they can be assured that we will approach them with a desire to understand exactly what they are about, what they want from a catering perspective and how we can satisfy these demands.”

Shared values The aforementioned clients call upon Graysons to impart its flair for innovation when it comes to its catering services, and a core element of this is the company’s ability to rapidly respond to industry trends and changing tastes.

One of the ways this is achieved is through a number of important partnerships with industry leading bodies, personalities and chefs. An example of this strategy in action came in 2018, when the company established an exclusive partnership with Chantelle Nicholson – chef-patron of Tredwells in

Impress Sandwiches We are a premium supplier of first-class food-to-go across an extensive range that includes deep fill sandwiches, rolls, hot eats, salads, hospitality platters and so much more. A family business since 1989, we offer a point of difference with handmade foods using fresh ingredients for retail, business and industry, events, travel sectors, and bespoke. Based in west London, we are BRC Accredited and have been BSA members for over ten years. We pride ourselves on great attention to detail - and delicious food. We are delighted to have been working successfully with Graysons Hospitality for four years. If you order from us, we won’t let you down.

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Graysons Covent Garden and author of the book Planted – to support the development of its chef teams and inspire the development of plant-based menus.

Built upon Graysons’ and Chantelle’s shared commitment towards seasonal, local and sustainable eating, health and wellbeing, this partnership will also lead to the creation of a fresh food-togo deli range exclusive to Graysons, and the development of a plant-based café concept. “Having been attracted to Chantelle’s fantastic energy and passion for her craft, we were thrilled that, when we approached her to work alongside us, she was extremely excited to partner with Graysons,” Simona explains. “She knew about, and shared, our ethos, values and culture, and was very keen to contribute to what we were trying to achieve in developing a full, sustainable, plant-based menu.”

Equally as beneficial for Graysons is the fact that Chantelle has also been on hand to support the development and training of its chefs. “The opportunity to work with and learn from someone like Chantelle is quite the source of inspiration for our chefs,” Simona adds. “Such instances give our people the chance to learn new skills and approaches, and prove invaluable when it comes to making them better chefs themselves.”

Graysons’ efforts continue to pay dividends in the form of new contracts and venue openings, with a raft of exciting new developments occurring in the last six months alone. In October 2018, for instance, it was revealed that the company had scooped a five-year, £4 million catering and hospitality contract at The National Archives (TNA) in Kew. This contract sees it managing all public facing cafés, on-site restaurants and staff dining facilities, as well as working with TNA to create an external event market for the venue.

company manage and deliver day visitor catering in Wakehurst’s Seed Café, Stables restaurant and Redwoods coffee shop, as well as facilitating private and corporate external events throughout the year in Wakehurst’s Mansion and the Millennium Seed Bank.

Other significant contract wins in recent months have included the iconic Blue Fin building on Bankside, Southwark, for Oxford Properties. At the time of announcing this contract, an Oxford Properties representative commented: “It was an easy decision to select Graysons. Above all others, they have a strong passion and understanding for the independent

London food scene, and an approach to sustainability and the environment that perfectly matches the building’s and Oxford’s credentials. Graysons have worked alongside us to help visualise and deliver our plans for each area of the building and we look forward to watching this unfold.”

Earlier in the year, the company has also announced a contract for delivering catering services at engineering, environmental and strategic consultancy Ricardo in Shoreham, West Sussex, and one to operate catering services at IOP Publishing in Temple Meads, Bristol, and more recently an agreement to service five Transport for London office buildings across London, stretching from West Kensington to Stratford.

“As you can tell from our levels of activity, we are looking to continually grow as a company, and to do so sustainably,” Simona states. “We are also passionate about never standing still and constantly bringing innovative thinking and ways of working to our clients. While the contracts we win are usually of a long-term nature, we are always striving to develop the offer we provide. As such, we are convinced of our ability to grow across all the areas of our business and are confident about the wealth of opportunities that exist for us in market in 2019.”

Graysons’ successful year in 2018 and bright outlook in 2019 means its long-term goal of sustainable growth whilst staying totally independent should be easily met. Its plan is to remain true to its values of locally sourced quality fresh produce and flexible bespoke menu and service offers to continue to attract and secure long-term partnerships with leading organisations in the UK. D www.graysonsrestaurants.com

Innovative thinking In November 2018, Graysons secured the catering contract at Wakehurst, Kew’s wild botanical garden run by Royal Botanic Gardens. Worth in excess of £7.5 million in revenue over the initial five-year period, the contract will see the

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The pick of the bunch Focusing on quality local produce, contemporary and relaxed environments, and enthusiastic employees, Hand Picked Hotels is taking its already amazing food and beverage offering to the next level of excellence

Graeme Nesbitt Director of Food & Beverage

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t has been some eight years since Hand Picked Hotels (Hand Picked) last featured within the pages of FoodChain, and needless to say a lot has happened in the time since for this awardwinning group of 19 country house hotels and spa resorts located throughout the UK and the Channel Islands. Privately owned, the business prides itself on offering a quality four-star product, differentiated by bespoke service, with 15 of its hotels holding a minimum of two AA Rosettes and a group-wide wine list consisting of over 100 variations to suit all tastes.

As its portfolio of properties has steadily increased over the years, new people have come into the business who are helping to shape its future. One individual brought into Hand Picked in early 2018 was Graeme Nesbitt, the group’s Director of Food & Beverage. Taking on a newly created role within the senior management team, Graeme not only provides strategic leadership – supported by

Hand Picked Hotels

some 25 years’ experience within the hospitality industry – but is also tasked with overseeing all food and beverage operations across the group. This entails the introduction of new menus, working with local suppliers, and driving its quality, service and training programmes. “For Hand Picked, food and beverage has always been a huge point of focus and a very buoyant revenue stream, and the opportunity to join such a fantastic collection of hotels with a great existing offering was one that was too good to refuse,” Graeme begins.

The food and beverage market, as Graeme is well aware, has undergone something of a sea change in recent years, typified in part by the explosive rise in gastro pubs and independent high street restaurants, which has resulted in renewed levels of competition in villages, towns and cities throughout the country. In the face of this came the realisation that Hand Picked had the

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opportunity to analyse its own offerings to see what worked, where the opportunities rested and how it could remain on trend with its customers. This is where Graeme comes in.

“My first task was to go around the various hotels to gain an understanding of their respective market mix,” he details. “What became immediately clear was that, with such a varied portfolio of properties with very different market segmentation, the ‘one-size-fits-all’ approach would not work. With the green light from the Board of Directors, I went into each hotel to really get under their skins to see what opportunities there were for improvement, and how we could better capture the public’s desire for a more relaxing dining experience in a comfortable, welcoming environment.”

Rewarding workshops This review led to a revisit of the group’s restaurant menu offerings. “We made the decision to move away from the more traditional à la carte offering, instead implementing price points for any guest dining with us so as to not restrict their choices and allow them to select what they want, where they want, when they want,” Graeme continues.

“In developing our offering, we gather genuine guest feedback, whether it be from first time visitors or long-term loyal clients, utilise the latest technology to monitor the popularity of certain dishes, and emphasise to our chefs the need to focus on great core ingredients that are available on their doorsteps. If you look at the food and beverage industry in the UK, we have some phenomenal produce at our fingertips, which means we can be proud to shout about provenance, quality and local expertise. We also endeavour to ensure that our menus not only ooze with seasonality, but remain relevant when it comes to the latest trends.”

As anyone active within the food and beverage sector will tell you, it is very much a people industry, and a key part of Graeme’s remit has been to support the development of Hand Picked’s employees. “Invest in your people and profit will follow, that is what we know to be true and why we place so much focus on training and bettering our staff,” he reveals. “One of the things that we

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have done is introduce a number of food and beverage workshops, which have proven to be very rewarding. One recent example brought together all of the group’s sous-chefs – who are our next generation of head chefs – to discuss menu development, creativity, the challenges they face and what we expect of them as future leaders. In the coming months, we will also be hosting a bar workshop in May 2019, as well as two events in June 2019 that will see our head chefs and food and beverage managers share their thoughts and ideas about how we can work smarter, and put more measurable, tangible objectives in place to drive our offering forward.

“At the same time, when it comes to our younger employees coming into and through the business, we are exploring different avenues and connecting with them through technology as we change the way we approach training. We have a great learning tool called Owl, and are experimenting with things like short burst videos, which means that we can engage with our staff through their smart phones or tablets. I, for one, believe that the days of having 1000page training manuals sitting on shelves gathering dust are numbered, and that has prompted Hand Picked to become more creative in the way we encourage the growth of our new generation of employees.”

Talent pipeline Graeme and the team’s efforts continue a strong track record when it comes to employee development. For instance, the business set up its Hand Picked Chefs’ Academy in 2011 – in partnership with HIT Training – as part of its strategy to address the skills gap within its kitchen brigades. The aim to this day remains to give chefs the skills they require, inspire them to achieve career longevity and to encourage the promotion of chef careers with the Hand Picked business. Running alongside the Chefs’ Academy is a new Leaders of the Future Academy, also curated with HIT Training. This provides those working at Hand Picked with the tools, expertise and training to progress in their career towards deputy level positions. Today,

Hand Picked Hotels there are 29 apprentices across the business’ portfolio enrolled on the Leaders of the Future Academy striving to complete their Level Three Supervisory Management Apprenticeship.

Speaking with Graeme at the turn of April, he and the rest of the group were preparing for the onset of the busy summer period. While he currently finds himself leading a push to increase local awareness of the group’s hotel offerings, he still has an eye fixed on the future strategy for Hand Picked’s food and beverage functions. “On the restaurant side of the business we will continue to look at how we can remain contemporary, while still delivering the phenomenal service that make our locations so special,” he says.

“Meanwhile, we will also be looking at ways that we can better push our more structured offerings such as hosting meetings, events, private dining and weddings.

“Overlooking all of this will be our ongoing focus on investing in and training our people. In the face of increasing market competition, we want to go on making sure that each and every member of the Hand Picked team feels truly valued, and ultimately I believe this will help in making the group a market leader in attracting and retaining a talent pipeline that will continue to serve all of our fantastic properties for many years to come.” D www.handpickedhotels.co.uk

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Hunger for growth Slowly but surely, Pizza GoGo is growing into a nationwide company, having recently opened four new stores in Birmingham in a move that is viewed as the first step towards further expansion in Northern England 62 www.foodchainmagazine.com

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uring the 32 years Pizza GoGo has spent in the foodservice industry, the pizza chain has made London and the Home Counties a true bastion of its operations, currently running nearly 100 branches in the area. Indeed, for a long period of its history, growing the business in the South of England was the major task before the company and today, Pizza GoGo is present in each of the large cities in the region. Owing to the success it has achieved in this part of

the country, the company’s appetite has inevitably been whetted and, albeit cautiously, it is now targeting expansion first in the Midlands and, then, further up north. “We were originally looking for a rapid growth in the North and extending our franchise model to cover that area, but we quickly realised that the market up there is completely different from the one in London, so we took our foot off the accelerator to give ourselves a bit of time to re-evaluate the situation,� Fouad Haghighat, Managing Director of Pizza

Pizza GoGo

GoGo, points out. “Nevertheless, last year, we really took off in Birmingham by opening four new stores and we are hoping to spread out into the surrounding areas and, thence, into the North of England.”

Using the country’s second largest city as a springboard for future expansion appears to be a wise decision, given the space Birmingham offers for the opening of new sites.

“Whilst we were not really well-known in the city, we now anticipate to see a kind of a snowball effect where the presence

of several stores around will attract new franchisees who will help us grow in those parts of the region where we have not set up branches yet,” Fouad reasons.

“At this moment in time, franchisees are competing for territory, so we are in a fairly favourable position of being able to cherry-pick who we want to work with, based on their experience and strategy for moving forward. Our desire is to partner with people who are interested in running multiple sites in the future. In Birmingham, we found someone who is

keen to take over the whole territory and they are going to open new stores shortly, so this is a great example of the kind of progress we are looking for,” he explains.

When Pizza GoGo was first established, the company boasted the USP of offering free delivery, which, in the late 1980s, allowed it to generate a lot of interest and get the better of its competitors. As Fouad acutely remarks, however, the times have changed, the costs of maintaining such a policy have increased dramatically, and, therefore, he does not expect free delivery to survive much longer.

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Pizza GoGo “It seems to me that the introduction of massive companies like Uber and Deliveroo who have a lot of money to burn and are capable of making huge investments, will gradually lead to the demise of free delivery. We can no longer compete with these businesses, but the positive we are seeing, is that they are going to build an infrastructure, which we will also be able to benefit from. If the customers are willing to pay an extra £2.50 for delivery, that is fine for us,” Fouad discusses.

With free delivery on the wane, Pizza GoGo has readjusted its strategy in a way that will serve the business’ objective of bringing more customers to their respective branch to pick up their order, instead of opting for delivery and thus paying more for the exact same product. Fouad comments: “We have somewhat gone back to our foundations, focusing on the look of our stores. We began to refurbish and freshen some of our locations up to make them an attractive place to visit, which is a much more meaningful path to take, rather than choosing to continue the battle on the delivery ground.”

Moving onto food-related subjects, Fouad proudly notes that Pizza GoGo has recently added vegetarian and vegan options to its menu, having teamed up with Quorn to introduce a wide range of meat-free items. “Quorn is a meat substitute that changes the texture of a product, offering vegetarians a different bite to the traditional mushroom and onion pizzas they are used to consuming,” he states.

“Interestingly, when we first launched this range, we had an excellent response and were highly praised by the vegetarian community for thinking about

them, but at one point, it just tailed off, so we decided to remove it altogether.

Then, all of a sudden, the demand for Quorn grew again and we reintroduced it to our menu.

“Clearly, veganism is the hot topic across the food industry at the moment, but what I have noticed from my research, is that because vegetarian and vegan customers have not been looked after by the foodservice industry for a long time, they seem to have developed a lifestyle that sees them rely predominantly on themselves. As a result, they tend to eat out less often than non-vegetarians, which probably is not going to change in the future. When they do go out, however, it is always good to have a vegetarian/vegan offer for

them, because they appreciate it,” Fouad observes.

Illustrating his latter claim, he informs us that Pizza GoGo is presently working on developing its own vegan cheese. “If I am being honest, this product was due to be launched this year, but we delayed its release, because we do not feel we have got it absolutely perfect just yet. It is very difficult to achieve the right texture, colour, stretch, and pull, and we have been working with many manufacturers to get it right. Until we have perfected it, it is not going to appear in the market.”

Together with developing new products, Pizza GoGo is poised to carry on with the refurbishment of its stores, as the company moves forward. Fouad wraps up by revealing one other area he will be directing his attention to in the coming years: “We need to start looking at the demographics of our franchisees, because a lot of them are people we have worked with for decades and who are now reaching a retirement age. Under such a circumstance, they are getting a bit reluctant to invest heavily and grow the business further, so we either have to help them or see if we can bring in younger franchisees who have the drive to start pushing their sites.

“Ultimately, we will go with the market and see which way it takes us. The good thing about Pizza GoGo is that we are incredibly agile and we can implement changes within days, because the management team is small enough and can take decisions without wasting much time. This enables us to suddenly go for a new concept and, although it may appear challenging, it is also great fun to be able to do that and explore different opportunities.” D www.pizzagogo.co.uk

Hargreaves Quality Foods Limited Producers of quality meat-based pizza toppings, we are delighted to have been a consistent supplier to Pizza GoGo for many years, and wish them all the best for the future and success with their continued development.

We pride ourselves on being a business with regular customers who are always greeted with a friendly and personal service. Indeed, the company’s focus on its customers can be incorporated accordingly.

• British retail consortium Higher level • Develop, produce and supply products that are safe for consumption, and which meet legislative regulatory requirements • Devote the necessary resources to quality assurance, including the maintenance of food safety through HACCP and hygiene standards as required We constantly monitor hygiene levels throughout the factories, therefore guaranteeing optimum product standards for all of our products at all times. This reputation for the supply of the highest quality products is underwritten by British Retail Consortium Higher level. We also invest in the company’s future at every level, including plant equipment and people, which also includes employing trainees in order to ensure that today’s standards are taken forward.

Hargreaves Quality Foods Limited is a company that intends to be around for some considerable time to come - a philosophy that delights its ever-growing army of customers.

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The beginning of a new era

T Bidfood Baltics has just opened its first wholly-owned depot, which has a capacity that promises aggressive growth for the Lithuanian supplier of frozen and chilled products

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ransformative changes are happening at Bidfood Baltics.

For the first time in its 25year history, the leading distributor of frozen and chilled foods in the Baltic region can call the facility it operates from ‘home’. Having outgrown its rented sites on multiple occasions in the past, the company has just completed the construction of its own super-sized depot in the city of Kaunas, in south-central Lithuania, hoping that it will serve as a platform for significant expansion in the coming years.

The new facility was built with the financial support of Bidfood – the parent organisation of the Baltics’ branch, and has the capability of holding 6700 pallets, thus extending the company’s capacity more than twice. Ramunas Makutenas, CEO of Bidfood Baltics, discusses some of the depot’s key features: “We have areas that are kept at five different temperature ranges. We have a freezer at -24°, two chillers – one for meat and fish (0° - 2°) and one for dairies (2° - 6°), an ambient space (15° - 20°), and, finally, a new marshalling area (4° - 7°) where we prepare the goods to load onto the trucks. Crucially,

this enables us to manage the wide range of products our clients need.”

Ramunas also expects the new depot to allow Bidfood Baltics to strengthen its presence in the chilled and ambient fields. “We have traditionally been very strong when it comes to frozen products, but as we see lots of good opportunities in chilled and ambient, we have been meeting different suppliers in recent months to see how we can develop our offering. Our idea is to make life for our clients easier by becoming a onestop shop, which provides them with everything they need from one place.”

Although Bidfood Baltics did not extend its product range last year, the company still enjoyed annual growth of more than ten per cent, and Ramunas credits his staff for managing to keep the business on an upward trajectory, despite the inconveniences caused by the construction of the new depot.

“The fact that we thrived under difficult circumstances is a testament to the maturity of the company and the intelligence of our people, which is always encouraging, going forward.”

The CEO is also optimistic that moving to the new site will make the business

Bidfood Baltics a lot more efficient, especially in driving costs down, and thus enable Bidfood Baltics’ even more substantial growth in the future.

Auspicious conditions Ramunas goes on to comment on the company’s performance in each of the three Baltic countries: “In our home country of Lithuania, we are well-known for our retail fish and seafood brand called Nowaco, which we supply to the biggest retail chains in the entire region.

Arguably, we are one of the leading players in the frozen fish and seafood category and 2018 was another year of growth for us, even if our sales figures did not quite reach the heights of the year before.

“Moving onto Estonia, we are currently at a stage where we have to decide what approach we need to apply there. There is no doubt that we would like to grow in the country, but at this moment in time, we do not have our own infrastructure, relying, instead, on two local distributors to supply our clients,” Ramunas points out.

“As far as Latvia is concerned, we are doing incredibly well there, with 90 per cent of our sales being to the country’s foodservice sector,” he continues. “It merits saying that the businesses in Latvia and Lithuania are very much integrated into each other. Twice a week, we deliver goods from Lithuania to Latvia and then, on the way back, we load our trucks with the chilled fish the Latvian business provides its Lithuanian counterpart with, to distribute across Lithuania. We are really pleased with how we fare in Latvia and we look forward to growing further.”

2019 marks 15 years since Lithuania, Latvia, and Estonia joined the EU en bloc, which triggered processes that have become characteristic for the majority of the ten countries that became part of the Union in 2004. Ramunas explains: “Having been granted the right to move freely within the EU, a lot of people have emigrated to the developed countries of Western Europe in search of betterpaid jobs. On the one hand, this means that the market has been squeezed to a degree, but on the other, foodservice has benefitted, because the habits of people

who have stayed here, are changing.

Their standard of living is rising and, as a result, they eat out more and they travel more. The latter means that they are now showing strong desire to have the food they have had in countries like France or Italy, here. This, in turn, has led to the opening of many new restaurants in our region. All in all, the foodservice sector is going from strength to strength.”

As market conditions remain auspicious, Ramunas regards the rest of 2019 as crucial for Bidfood Baltics’ continued success. “The new depot is an excellent springboard for us to get to a higher level, but first of all, we need to learn how to best manage it and take full advantage of its operation, and this will be our main task in the months to come.

What is more, we will start increasing our range in earnest, in order to cement our position of a valued partner across the region,” he concludes. D http://www.bidfood.lt/en

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