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FoodChain Issue 135

MARCH 2018

The business of food and drink

The

sweetest thing Ragus Pure Sugars is keen to educate the food industry about the natural benefits of its products

Industry News l

Change for the better The hospitality sector appreciates the need for continuous improvement

Unique beverage Woodstar provides a refined low-alcohol alternative Beautiful botanical illustrations adorn Fireflyâ€™s packaging revamp

Smurfit Kappa wins a top award for collaboration from NestlĂŠ

Sprouting up Some of the new trends for growing food at home in 2018

IREKS GmbH Lichtenfelser Str. 20 95326 Kulmbach GERMANY Tel.: +49 9221 706-0 Fax: +49 9221 706-306 ireks@ireks.com www.ireks.com

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02.08.17 10:36

FoodChain ISSUE 135 L MARCH 2018

THE BUSINESS OF FOOD AND DRINK

Editor’s Welcome The

sweetest thing Ragus Pure Sugars is keen to educate the food industry about the natural benefits of its products

Industry News L Unique

Change for the better The hospitality sector appreciates the need for continuous improvement

beverage Woodstar provides a refined low-alcohol alternative

L Beautiful

botanical illustrations adorn Firefly’s packaging revamp

L Smurfit

Kappa wins a top award for collaboration from Nestlé

Sprouting up Some of the new trends for growing food at home in 2018

Chairman Andrew Schofield Managing Director Joe Woolsgrove

Get involved

Editor Libbie Hammond Assistant Editor Will Daynes Art Editor Fleur Daniels Staff Writer Vladi Nikolov Advertising Design Fiona Jolliffe Sales Mark Cawston Tim Eakins Darren Jolliffe Dave King Theresa McDonald Rob Wagner Web Sales Darren Jolliffe Operations Director Philip Monument Editorial Researchers Alasdair Gamble Natalie Griffiths Kate Jones Wendy Russell Office Manager Advertising Administrator Tracy Chynoweth

oodChain has been embracing the social side of media through Twitter for a while now, and we love sharing stories of new products and interesting news stories via our feed. If you would like to follow FoodChain (or for us to follow

you) our Twitter handle is @FoodChain_mag, and if you have a story you’d like us to Tweet, do let me know. We always tweet any samples we’re sent and I am always looking for new products for our Taste Test pages, so feel free to send through details of anything you’d like featured – and not just food and beverages, as I am extending our reviews to all sorts of kitchen equipment and accessories! I also am very pleased with the increasingly international flavour of our profiles

in FoodChain, and am keen to continue to reach new readers across the globe – if there’s something you’d like to see in our pages, my email is below and I would love to hear from you.

@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

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

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Contents 4

22 8

14 Features Refurbishment and rebranding Change for the better

In the hotels sector, the need to constantly update and refresh restaurants, rooms and facilities is ever-present

Restaurant technology On the rise

Why sealed cartridge dispensers are safer and more convenient than their bulk counterparts, and save time and money

Fruit and vegetables Sprouting up

Those who choose not to adapt to increased levels of technology within the restaurant industry will arguably fall behind their competitors

2018 will see some home growing food trends, including greenhouses, plant tech, vertical growing and an indoor revolution

Competition Competitive times

Supermarkets Adapt to survive

Technology can’t be an afterthought in today’s marketplace – and a modernisation strategy must tie all the principles in place

R&D Trend setters

Packaging Ahead of the pack Mark Hilton takes a look at plastic packaging, which brings multiple benefits but is under pressure to reduce its environmental impact

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Retailers need to adapt to consumer demands within the wider food & grocery sector, with the convenience landscape radically changing

Will Daynes reports on why research and development is so essential to today’s food and beverage manufacturers

Hand hygiene Why it’s time to bin the bulk

News

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

Taste Test

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

13/26

28 56 38 32 Profiles

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

Bidfood

Westons Cider

Hesburger

East of England Co-op

Grand Central Oyster Bar & Restaurant 38

Free Flow Wines LLC

Pizza GoGo

Muntons Plc

Clonakilty Blackpudding Company

Southern Proper Hospitality

102

Infinitum AS

Konva

106

Prima Cheese

Lutti

110

Ragus Pure Sugars

Magnolia Bakery

112

Always Bagels

Massy Distribution (Guyana) Inc.

118

Hanover Dairies

Bistrot Pierre

124

Graysons

Kiwa Agri Food

128

Scooter’s Coffee

Big Bite

130

AccorHotels

Harvey’s Brewery

134

Svenska Retursystem AB

Port of Hanstholm

139

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Change

for the better

As the old saying goes, ‘Time waits for no man’. This is also true for the hospitality industry where the need for regular refurbishment and rebranding is all the more important in an increasingly competitive world. By Will Daynes 4 www.foodchainmagazine.com

here was a time, not too distant in the memory, when activities like dining out or short break hotel visits were very much limited to special occasions for the vast majority of the population. Today, such events are increasingly becoming part of everyday life and this is helping to fuel growth across the hospitality sector, which contributes over £140 billion towards the UK’s annual GDP. With British households estimated to spend approximately £45.10 on restaurants and hotels per week, competition is understandably becoming more intense. In order to stay as relevant as possible, hospitality businesses need

to be constantly alert to shifts in the market and respond quickly. One of the ways they do so is through rebranding/ refurbishment and by embracing the concept of brand evolution. While the former helps to create a fresh identity in consumers’ minds, the latter involves smaller changes through incremental innovations that reflect evolving market conditions, for instance the updating of menus to fall in line with the latest food and drink trends. “In order to successfully navigate changing consumer mind-sets, one’s business branding needs to evolve with them, while at the same time remaining loyal to its core values so it endures. This

Refurbishment and rebranding Wolfscastle Country Hotel

Roof Terrace Deansgate View

The Rise at The Grand Hotel & Spa York

signals to customers and stakeholders that your business is moving forward,” explains Philip Harrison, President and Managing Director of Harrison, one of the world’s leading hospitality concept creation consultancies. It is Philip’s recommendation that not only should hotels, restaurants and bars assess their brand and whether it meets market needs annually, but that, every two years, changes should be made, however small, in order to remain relevant. Having recently rebranded his own business, Philip has identified a number of key tips that he believes represents the ‘dos and don’ts’ of rebranding and brand evolution.

These tips include: l l l

l l l

Building a strong foundation Responding to customer aspirations Considering all customer touchpoints Maturing with ones’ customers Avoiding unnecessary technology Recruiting and retaining talented employees Not rebranding for the sake of it

Embracing your past “The luxury travel market is thriving and it is vital to provide the best possible experience for ones’ guests,” states Philip Bolson, General Manager of The Grand Hotel & Spa, York,

Yorkshire’s only AA-rated five-star hotel. “It would be simple for us to rest on our laurels and rely on our beautiful Edwardian building and iconic location to attract visitors, however we are keen to uphold our five-star status and to continue to improve the guest experience where possible. Guest demand is ever-changing, and it is our job in the tourism sector to anticipate and respond to this – or risk being left behind.” Spurred on by a desire to bring additional options to York’s already diverse range of dining and leisure options, The Grand Hotel & Spa, York is currently in the midst of a

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two year, £15 million refurbishment programme. Work has included the launching of a brand-new, Yorkshire tapas-style restaurant, The Rise, and the re-opening of its three-AA-Rosette fine dining establishment, Hudson’s by Craig Atchinson. As a result of careful expansion work, the hotel will also benefit from the addition of 100 new luxury bedrooms, opening in early 2018. Upon completion, the development will double the number of five-star rooms in York, generating an additional £1.7 million of annual visitor expenditure for the local economy. “For any hotel, expanding one’s facilities is a challenge, but with The Grand Hotel & Spa, York being set within an iconic Edwardian building we have to ensure that the new areas feel just as opulent as the pre-existing structure,” Philip continues. “When it comes to this programme, every step has been carefully taken to complement our home. For instance, when it comes to The Rise, its décor pays homage to the building’s history, including a press

Philip Bolson, General Manager, The Grand Hotel & Spa

6 www.foodchainmagazine.com

The Grand new guest room

tin ceiling, dark stained oak panelling and, as a nod to its original resident, the North Eastern Railway, a locomotiveinspired black steel bar front.” The aim of the refurbishment programme being undertaken by The Grand Hotel & Spa, York, is to welcome global tourists and local visitors alike to one of the city’s newest culinary destinations, and the addition of The Rise has already seen an entirely new demographic walk through its doors.

Evolving with the times

The Grand new bathroom

“It is important to adapt as customers’ needs change and as the local environment evolves,” comments Moya Ball, Managing Director of Artisan Investment Group. It is Moya’s company that owns, and successfully developed, The Ainscow Hotel & Spa in Salford. The building itself dates back to 1876 and, having immediately recognised its restoration potential, the hotel opened in August 2014. Since then it has been renovated sympathetically and today boasts 62 individually designed

Refurbishment and rebranding bedrooms, complete with locally sourced bespoke furniture. Further developments to have occurred within The Ainscow’s grounds since the summer of 2014 have included the launching of Manchester’s only Cryotherapy UK spa, additional function spaces to complement its obtaining of a wedding licence and the inclusion of new meeting spaces. The latter has proven to be a highly astute move that has allowed the hotel to capitalise on the rocketing demand emanating from Manchester’s main business district, Spinningfields, which it sits on the edge of. Logistically however, the biggest challenge for the hotel came in the form of its addition of a contemporary new culinary destination, The Lynwood Restaurant and Lounge. Introducing the restaurant required the hotel building to be extended upward, adding strain to its existing, historical structure. Careful planning and execution has resulted in the incorporation of what is today a highly successful restaurant with stunning views, serving a seasonal and locally sourced menu. “As an experienced property development company with a particular interest in brownfield sites, our refurbishments are always sympathetic to the original building’s make-up,” Moya notes. “The Ainscow project proved to be no different, in that we worked hard to successfully retain the building’s original, much loved features, while also being able to provide some nice additional nods to Manchester, such as the gooseneck lamps that feature in all of our rooms, which our guests have responded very positively too indeed.”

Already recognised throughout Pembrokeshire, and beyond, for the quality of its modern-styled food, and its ability to host lavish weddings and banquets, Wolfscastle Country Hotel’s continual push towards underlining its status as an exclusive five-star hotel and staying one step ahead of its competition has seen it introducing a spa into its portfolio. “Our spa has been a perfect addition to what we have always aspired to be,” Andrew professes. “We see ourselves as a quality boutique hotel offering great food, service and a friendly, welcoming atmosphere, and we have now added to this by offering first-class spa treatments. We have since been delighted with the fantastic response we have had from our customers and now look forward to enhancing the spa experience on offer with the addition of a Jacuzzi and sauna in 2018.” When it comes to identifying the best course of action for embarking on a programme of refurbishment or rebranding, Andrew perfectly sums up the secret that he and his peers have become so adept at understanding. “The art is in listening,” he declares. “Refurbishment work is regularly led by the customer. If you stop to ask your guests what area of the hotel they would like to see upgraded it can often by different to your own perception. At the end of the day, it is the customer that you are there to serve, so listening to them is vital!” D

www.wolfscastle.com www.harrison.hn www.thegrandyork.co.uk www.aig-ltd.co.uk

Listen and learn “You cannot afford to stand still in the hospitality industry,” correctly states Andrew Stirling, owner of Wolfscastle Country Hotel, one of Wales’ leading hotels and restaurants. “If no refurbishments or renovations take place over a two-year period, it is often the perception that specific hotels or inns are in decline. That is part of the reason why consistent improvements have always been a key factor for us.”

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On the rise

W Emma Smith describes how restaurant technology is growing and becoming a prominent industry within the food market

Emma Smith, CEO of Memberoo

8 www.foodchainmagazine.com

e would argue that restaurants are all about the experience - the staff, the venue and ultimately, the culinary skills all contribute to the value of your experience. It’s why many will choose one brand over another and are all part of the reason that eating out is so enjoyable. However, in recent years we have seen an increased use of technology within the restaurant sector to improve these experiences, accessibility, grow and retain customer bases and ultimately boost bottom lines in a highly competitive industry.

What is restaurant tech? Restaurant tech quite literally means any technology that is available within a restaurant. Whether that’s a climate control system, a mobile payment app for those wanting to pay in a hurry, electronic stock control or even free WiFi for the venue - restaurant technology is becoming increasingly more common. For example, more than 81 per cent of restaurants use a point-of-service (POS)

or electronic register system, according to a recent study by the National Restaurant Association. Also, another one of the most popular forms of restaurant technology is the introduction of online delivery services. Technology has connected venues to a wider audience and has allowed restaurants to serve more customers without requiring them to recruit more front of house staff to deal with the orders.

Helping improve efficiencies Restaurant tech has been instrumental in changing the way that restaurants do business, particularly focusing on how customers pay and interact with their servers and environments. For example, McDonald’s now has self-service kiosks in a number of stores worldwide, meaning that they can process food orders with no human interaction, saving time and cutting business costs. However, it’s not only McDonald’s that has adopted a faster payment

Restaurant technology approach but restaurants like Wahaca, Wagamama and even Starbucks have introduced an option to pay via app. This means the server does not have to bring them the bill but instead customers can reference a table on an app to pay the bill or simply put through their order themselves. TGI Fridays has also introduced the capability to pay through Amazon accounts for pick up orders and although this has currently been launched in the US, it’s only a matter of time before this service trickles through to UK branches. Technology has helped businesses realise efficiencies in other ways too. For example, start-up Ingest AI helps restaurants operate more efficiently using machine learning. By utilising all of the data available to restaurants, this system helps forecast customer patterns, reduce the volume of food waste and increase restaurant functionality. In turn, this can save costs and ultimately help in the battle against food waste.

Think of the data If utilised correctly, restaurant technology can also be very effective to collect valuable customer data. Let’s take the example of Wi-Fi – everyone expects this to now be readily available wherever they go and to have access to it, customers will usually be prepared to supply data whether that’s an email address, name, contact number or even a Facebook profile. This can help restaurants, large and small,

capture relevant data about clients which can aid overall marketing campaigns. Access to Wi-Fi can also encourage customers to share posts on social media to promote the venue which could mean checking in their location on Facebook or uploading an Instagram post for the food they receive. Making internet access more accessible can result in increased awareness for your business.

Increase the profits Promotion of businesses can also come from customer loyalty apps like Memberoo. Although providing customers with exclusive offers and putting restaurants at the forefront for consumers, it can also be utilised from a business perspective to nurture loyalty while learning more about customers and their buying habits. In turn, this can also help businesses grow and increase profit margins via improved-decision making from garnering an in-depth understanding of customers and their buying behaviours. Research shows that when customers sign up to a loyalty scheme, they are much more likely spend more with a business. An example of this was our work with Mokoko coffee, with over 316 members actively purchasing from the coffee shop. Through this technology, Mokoko has seen a 79 per cent retention rate with the average customer spending almost ten times as much as someone who doesn’t use the app.

Making purchases easier In most cases, effective restaurant technology will increase value for a business and demonstrate to its customers that they are evolving to meet customer needs or wishes. For example, Domino’s has started to allow customers to place orders from its full menu through a chat bot on Facebook messenger, meaning that customers don’t even have to leave their favourite social networking app to get their pizza fix delivered straight to their door. Dominos is a great example of a business operating within the food industry that has embraced tech to provide a fully integrated digital experience to its customers. Restaurant technology is continuously developing, making it easier for the consumers to get what they want while business owners receive access to the data needed to grow their business and make it work more efficiently. Overall, it is working to help businesses make more of a profit and to adapt to consumer buying behaviour in a digitally focused world. Those who choose not to adapt to increased level of technology within the restaurant industry will arguably fall behind their competitors and miss out on some significant benefits. However, it’s easy to question how much further this can be pushed and will this enable us to have the dining experience without us facing any human interaction at all. D Emma Smith is CEO of Memberoo. Memberoo is a loyalty and marketing platform that helps to drive customer engagement in small to mediums sized businesses. This is done by helping them to better understand how their customers are shopping and engaging with them in store, thereby allowing them to encourage customers to shop more frequently. Its aim is to help businesses better personalise their marketing and targeting of their promotions. www.get.memberoo.net

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Competitive times A Mike Edgett looks at why Digital Transformation is the answer to rising competition in the food and beverage industry 10 www.foodchainmagazine.com

s the UKâ€™s largest manufacturing sector, the food industry represents around 16 per cent of manufacturing turnover and employs around 400,000 people. Having weathered the recent economic storm relatively unscathed, industry analysts are forecasting growth of 15 per cent between now and 2022, giving the sector a value of ÂŁ213 billion. Rising competition on the back of this growth has seen a substantial amount of consolidation amongst established brands, along with new, younger competitors entering the market. In order to address this increasingly competitive landscape, food producers

are having to review their business models, and pursue modernisation strategies which put technology at the heart of their operations, in order to maintain competitiveness and increase market share.

Changing behaviour As customer behaviours and needs change, the food industry must have the flexibility to adjust business practices in order to meet those changes. Organisations need to embrace innovative technologies that help optimise daily operations and hone profit margins. Itâ€™s not just about offering the lowest prices. Now, to succeed, there must be customer alignment.

Competition

Embracing digitalisation: seven steps Here are seven ways to start building this differentiation through digital transformation, and the technologies that will help make these goals a reality.

1. Embrace value-added services ‘Service’ now means so much more than what we typically think of good customer service. It may be eliminating an onerous task for your customers, anticipating their needs, managing a process for them from beginning to end, or streamlining your interactions with them. That service may be something you deliver directly to the customer, or

in some cases, something you do to make engagement with the customer more convenient or more valuable. Customers today have concerns that transcend the singular product. They are also concerned about the impact on the environment, the working conditions of plant workers and sustainability of the ingredients used. Software solutions will help manage processes and streamline activities to support customers. Online portals can also be used to interact with consumers, distributors and channel partners. With modernised systems, these added customer-centric features can be relatively simple to provide, yet yield high returns in customer loyalty.

potential liability if allowed to age too long. Keeping the necessary inventory can be costly. Effectively managing inventory levels is one of the ways companies can optimise cash flow — without risking customer satisfaction. Accurately understanding customer needs, predicting seasonal demand and projecting logistical needs will help procurement managers with necessary resources to fulfill orders. Companies which have invested in a modern, integrated ERP system with advanced analytics capabilities, as well as sophisticated supply, demand and inventory tools, will be best positioned to take advantage of these opportunities.

2. Improve the customer experience

4. Leverage sensors to protect equipment value

According to Constellation Research: “Organisations are moving from products to services, services to experiences, experiences to insights, insights to brand promises.” It’s becoming increasingly important to build a distinct brand and stand out in your customer’s recognition. In today’s global economy, customers have many choices. Understanding what customers want (and need) and how they prefer to interact is key. Chances are, customers are accustomed to omnichannel commerce opportunities, which allow them to do business anytime, from anywhere, whether that’s at home, school or office. Additionally, they are looking for more information than can fit on a typical label including country of origin, GMO and more. Modern technology supports this flexibility. Customer experience suites for improved responsiveness, Product Lifecycle Managements (PLM) solutions to manage development and labels, and interactive online portals are just some of the ways modern solutions can transform the customer experience into a point of differentiation.

The use of smart sensors has transformed the production process for manufacturers in all industries, including F&B companies. Smart sensors can be used to monitor machine performance and identify anomalies, which may predict impending failure or maintenance needs. Acting as an early warning system, sensors can help keep machines running and extend the lifecycle of critical equipment. Sensors can also be used to monitor conditions throughout the supply chain — especially important for fresh ingredients in F&B — which require refrigeration or humidity control.

3. Fine tune supply and demand forecasting In most manufacturing and food processing operations, inventory represents a sizable investment and

5. Optimise the marketing and sales processes Marketing and sales are increasingly important for manufacturers. Many organisations, however, are still using old-school marketing tactics, missing opportunities and losing market share to upstart, aggressive competition. Transitioning to a digital marketing approach is an important part of the overall modernisation strategy. In the F&B industry, digital marketing is even more critical as companies need to align with consumers early and often. Understanding consumers’ taste preferences and desires for clean labels, healthy, non-GMO or organic offerings will shape the R&D process,

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Competition as well as development of new products. Marketing tailored to niche markets will help build demand for specialised offerings.

centre. With a current shortage of skilled technicians, enhancing the ability of each technician is increasingly important.

6. Support suppliers and vertically integrated divisions with advanced tools

7. Anytime, anywhere business

Many food manufacturers have unique partnerships with their suppliers, and the value of data proceed from the plant floor to the farm. Whether it is technicians to repair refrigeration units in a remote warehouse, maintenance crews who keep in-field harvesting equipment running smoothly or realtime lab data from suppliers that can impact scheduling — these advanced tools can truly make a business more efficient. In each case, organisations can benefit from new technologies, which make the technician more productive and well-informed, helping him or her to resolve maintenance and service orders in less time and with fewer trips back to the service

Mobile solutions, online portals and remote connectivity are all essential for modern business applications. Connectivity helps workers who are always on the move, from managers to sales staff. Companies can make it easy for personnel to do business remotely, whenever the need arises. Whether it’s a sales rep who needs to update invoices in real time, a customer who wants to learn about calories in a product or a procurement specialist who needs to modify a purchase order on the fly, integrating mobile devices with core software helps organisations work more efficiently.

Why the urgency? In today’s marketplace, technology simply can’t be an afterthought. It must be a part

of a company’s overall strategy to stay competitive and increase market share. Now is the time to plan a modernisation strategy that ties together these principles. A comprehensive plan will ensure that the various components are compatible and contribute to the high-level objectives and priorities. With system-wide modernisation in place, organisations can embark on building new ideas for products, packaging and reaching consumers. It is a new era. Companies can embrace digital tactics or be left on the sidelines as the competition rushes past. D Mike Edgett is Industry & Solution Strategy Director, Process Manufacturing at Infor. Infor builds business software for specific industries in the cloud. With 16,000 employees and over 90,000 customers in more than 170 countries, Infor software is designed for progress. www.infor.com

DI GI TAL I SAT I ON

12 www.foodchainmagazine.com

TasteTest Nuts about natural ingredients Independent UK-based producer Gusto Organic has crafted a pair of all-natural colas that deliver to the classic and diet cola proposition; whilst re-introducing the original Coco Cola super ingredient – African Kola Nut. The two new offerings are identifiably members of the cola family yet they are completely free of non-natural ingredients: So no phosphoric acid, no aspartame and not a hint of synthetic vanilla or petrochemical caffeine. William Fugard MD Gusto Organic explains that: “Customers are drinking less carbonates but when they are choosing them, they are looking for something special, authentic, with a label free from chemical nasties. Gusto Organic Real Cola and Gusto

Gin for the win Naturally Slim Cola are unashamedly premium treats.” www.drinkgusto.com

These colas are definitely a different breed to the usual runof-the-mill fizzy pop – using organic spices, essential oils and African Kola Nut mixed with Devon spring water, they are much fuller flavoured and have interesting characters. “These are very refreshing, and I loved that they are sweetened with organic Fairtrade Blue Agave and organic certified Erythritol (and organic Stevia in the Slim version) as I am trying to be much more aware of additives these days,” noted our tester.

Gently drift off For anyone who struggles to sleep in unfamiliar environments or at home, Sleep Well’s new milk drink could be a game changer. Delicious drunk warm or cold, vanilla Sleep Well is made with whole Jersey milk, honey and valerian, and is designed to be drunk as part of a bedtime wind down routine, 30 minutes before you want to sleep. The natural ingredients help to relax and calm your body and therefore drift off into a natural sleep. Designed with travellers in mind, the 200ml ‘sip & sleep’ cartons are perfectly sized for hotel vending machines, mini bars and premium in-flight services. www.sleepwellmilk.com

“Reading about the ‘first night effect’ in Sleep Well’s literature really struck a chord with me as I never sleep well when I am away from home,” said our tester. “While I had to test it in my own bed [FoodChain’s budget wouldn’t stretch for a night away to really get the full test experience!], I found the drink warm and comforting, and reminiscent of rice pudding – it was lovely to snuggle down in bed afterwards, and I did get to sleep quickly, and slept very well that night. I wouldn’t hesitate to take this away with me – it was really rich and soothing, and I don’t doubt it made me rest easier.”

Brockmans Gin, which stands out among the gin crowd thanks to its blueberry and blackberry notes, has created a Spring Summer Cocktail Menu, which all work to enhance its notes of bitter-sweet Valencian orange peel and coriander and other botanicals such as angelica, lemon peel, liquorice, almond and orris as well as, of course, Juniper berries. All the cocktails are easy and quick to create, involving remarkably few ingredients yet creating complex and mouth-watering flavours. To help cocktail lovers achieve the perfect blend Brockmans website has a comprehensive recipe list online. www.brockmansgin.com

The Team were all keen to try the Brockmans, but the resident gin expert was nominated, and from all the different recipes, she was most impressed with the Brockmans Frosé, which includes the gin, rose liqueur, lemon juice, sweet rosé wine and ice. “I blended this all together to make a frozen cocktail and served to friends before dinner – what a treat it was!” she said. “However, I also loved the Brockmans as a simple, classic G&T – in a sea of new gins, the botanicals really made this stand out from the crowd.”

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Trend setters

Food and drink trends seem to change as rapidly as the tides in today’s market. In such a climate, it has become all the more important that a company’s R&D capabilities are up to the task. By Will Daynes 14 www.foodchainmagazine.com

he Oxford English Dictionary defines the word ‘trend’ as meaning, ‘a general direction in which something is developing or changing’, and secondly as being another term for ‘a fashion’. The latter of these pops up again when discussing changing tastes in the food and drink industry with Jane Milton, Chief Inspiration Officer for the Food & Drink Innovation

Network (FDIN). “The speed of change experienced within the food industry can definitely be seen as being comparable to that of the fashion world, with new product constantly being introduced quickly in response to trends,” she states. What with an estimated 2.46 billion people around the world having regular access to social media, sites such as Facebook, Snapchat and Instagram

R&D Bioenergy and Brewing Science Building home to Food Innovation Centre at the University of Nottingham’s Sutton Bonington campus

have helped play their part in ensuring that people see new things faster than ever, thus allowing trends to be adopted quicker. This, as Richard Worrall, Head of Projects at the Food Innovation Centre, which is based at The University of Nottingham, is only a piece of the puzzle however. “All manner of things can help to shape trends,” he explains. “These can include media influence, celebrity

culture, changes in lifestyle, and a greater awareness of health issues. “To provide you with an example, we have witnessed the demand for free-from food, including gluten-free, meat-free and vegan items, increase dramatically. This comes at a time when consumers are more interested in healthy food, as well as the provenance of what they eat. At the same time, we have also seen more focus being paid to new sources of nutrition, with manufacturers looking at concepts such as alternative proteins.” Similar trends have been witnessed by those within the FDIN. “During 2017, we saw plant-based food being welcomed across all sectors, particularly as more consumers begin

Lucy describes. “Sugar is not only responsible for sweetness, it also acts as a multifunctional ingredient, including being an anti-freezing agent in ice cream, and providing texture to chocolate and browning to baked goods. Our experience to date shows that there is no single, universal solution that can replace added sugar. Our efforts therefore are targeted at standardised sugar replacement solutions for each application area.” Richard and Jane’s own work has gone to great lengths to highlight how having strong R&D capabilities is vital for competitive purposes in an increasingly busy market. “How businesses conduct R&D, and how much resource they can or need to spend depends on the size of the

to reduce their weekly consumption of animal products,” Jane adds. “At the same time, we have seen the push towards sugar reduction become all the more prevalent over the last year, particularly in light of the impending ‘sugar tax’ being levied by the UK government.” The issue of sugar reduction is one of immense interest to Lucy Dahlgren, Chief Executive Officer of Bayn Europe Ltd. Founded in 2009 in Stockholm, Sweden, Bayn Europe is an independent formulation developer of cutting edge sugar reduction solutions, with a specific focus on retaining taste, texture and cost-inuse. “All food business models are based on taste, especially when it comes to indulgences,” Lucy reveals. “The consumer of today is typically concerned with food security, taste, health and cost, and we foresee that big consumer growth areas will head in the direction of products that fulfil these criteria.” Co-operating with leading food research institutes and scientist all over the world, Bayn Europe is at the forefront of sugar reduction research and central to its work is its R&D team. “Our R&D involves sensory profiling to ensure the taste and master blending formulation is created to compose healthy, low calorie ingredients, while at the same time ensuring texture and taste,”

business, and the value if their brand,” Jane continues. “What we typically find is that small businesses trading locally can afford to test the market with a new product in a fairly informal way. Meanwhile, for larger businesses where there is more reputation risk involved, strict R&D protocols need to be followed to make sure that by the time a product goes to market it is likely to be successful. “Irrespective of a company’s size, it is important to budget for R&D properly. This allows you to continue to innovate and adapt existing products, while also reacting to new trends or concerns in the marketplace. The last thing you want as a business is to become unable to be responsive, as your product will quickly run the risk of becoming obsolete.” Predictions for 2018 suggest that this year will see a continuation of many of the trends to have emerged in 2017, in particular the growing popularity of freefrom foods. “The younger generation of consumers are the ones that we see driving many of the major trends, such as veganism and flexitarianism,” Richard points out. “At the same time, retailers and manufacturers are doing their part to feed such demand by increasing the supply of free-from items and making them more appealing to consumers.” D

www.fdin.org.uk www.nottingham.ac.uk www.bayneurope.com

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IndustryNews A sweet approach For manufacturers that are looking for pure sugar products but need assistance finding the best product for their needs, Ragus has launched a new ‘Product Finder’, an innovative online tool that will help transform the way manufacturers source their pure sugar ingredients. This easy to use online facility provides useful guidance and information on the extensive Ragus manufactured range of functional sugar products and how they contribute to the appearance, taste and texture of foods, drinks and pharmaceuticals. Marketing Director Ben Eastick said: “This exciting development will make the selection process faster and easier. With the Ragus ‘Product Finder’ you can filter through over 50 different pure sugars to find the right crystalline sugars, syrups and treacles for your industry and your consumer products.” www.ragus.co.uk/product-finder

Brazilian berry blend Adults who are looking to limit their alcohol consumption but who don’t want to miss out on the enjoyment of socialising with friends now have an exclusive drink to try. Although Woodstar looks like a wine, it’s not made from grapes and is actually a complex blend of Amazonian Acai berry, French blackcurrants, other berries, orange blossom honey, botanicals and cocoa. It’s produced by a fourth-generation cognac maker using natural spring water found in the heart of the Cognac region.

The drink is unique because although it’s not completely alcoholfree, at just one per cent proof, there’s a real depth and subtlety of flavours to be sipped and savoured. Simon Baldry, one of the founders explained: “Woodstar has character on the nose, lightness in the mouth and a dry finish that suits a sophisticated palate, it actually has more complexity than the average table wine. “At one per cent proof there is no other drink on the market quite like it. Woodstar is all about freedom and choice. It is for people who want to get a lot more out of their day without being impaired, enjoying the company of people who may be drinking alcohol without any sense of being left out or on the outside. It is also a great beverage for anyone who is considering their overall wellness regime.” www.mywoodstar.com

Seeds of success Bühler’s SORTEX optical sorting technology is enabling Monsanto to improve quality, reduce operational time and decrease the amount of valuable seeds discarded of the 350,000kg that it cleans annually. The world’s leading vegetable seed producer has installed a SORTEX A MultiVision sorter in its Viluco plant in Chile, which handles more than 500 seed varieties from 19 vegetable species. As well as seed cleaning and treatment, the plant carries out germination testing and variety purity tests, before packaging and distributing its high-quality seeds to more than 20 countries on five continents. This accounts for a large proportion of Chile’s $150m seed exports per year and as such plays a vital role in the country’s economy. Monsanto took delivery of the SORTEX optical sorter earlier in 2018 - Uriel Agustin Tosco, president of Sortechnology SPA, South America, explains more about why Monsanto

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chose SORTEX technology. “Monsanto needed sorting technology that rejected the least amount of good product, required fewer passes through the sorter and is capable of much greater accuracy in detecting defects. “Monsanto trialled several different brands of sorter, discovering that Bühler offered the

most accurate and efficient sort. Aside from the level of rejected good seed falling, the SORTEX A MultiVision has also significantly reduced operational times in terms of the number of passes certain seed varieties require before they meet specifications. At the same time, Bühler’s SORTEX technology is able to automatically adjust to different seed types without the need for several days down-time while the sorter is cleaned.” Pablo Rosales, Viluco Site and Plant Operations Lead, says of the Bühler SORTEX technology: “The SORTEX A allows us to meet the highest quality requirements in the world market and drive our production capacity and throughput per hour. The flexibility and versatility of the technology allows us to easily switch between seeds, while maintaining a very low concentration of rejected good seeds.” www.buhlergroup.com

IndustryNews Top supplier award

Beautiful botanicals Following the success of the limitededition bottle for Superfly - a botanical blend developed in collaboration with celebrated mixologist Mr. Lyan - B&B studio has delivered an upscale rebrand for the core range of Firefly’s revitalising botanical drinks. As Shaun Bowen, Creative Partner at B&B studio, explained: “Limited edition bottles can enable a brand to explore new frontiers and test the water with their consumers before embarking on a wider rebrand, particularly when the new designs are a departure from a look and feel that has been around for a long time. “The beautifully detailed illustrations on the limited edition Superfly bottles resonated well with consumers, telling the story of the brand with little-to-no supporting text and capturing the natural goodness of each botanical blend in bold visual depictions. “For the wider range, we followed a similar approach by introducing a series of bold artworks from old books, reflecting the powerful natural qualities and strength of flavour in each bottle, and introduced

a new, more grown-up design language demonstrating the many ways that Firefly can be mixed and enjoyed.” Sarah Brooks, Head of Marketing for Firefly Drinks, added: “B&B studio has created a new identity that clearly demonstrates the strength of our ingredients in a beautiful and inspiring way, with bold visuals and an eye-catching colour palette that sets up apart from competitors in the increasing busy adult soft drinks category.” www.bandb-studio.co.uk www.fireflydrinks.com

Driving forward with frozen On 22 February, the vision of creating frozen food sales worth £10bn was outlined at the industry’s annual conference in Birmingham. Speaking at the British Frozen Food Federation’s yearly gathering, chief executive John Hyman said: “In the 12 months since we last met the industry has achieved a significant milestone: retail sales worth over £6 billion. When combined with £2.3 billion worth of sales in foodservice, we have a UK frozen food market worth £8.3 billion, and it’s growing in volume as well as value.

“We are getting closer to reaching the £10bn target and I expect great things from frozen as many of the factors driving retail and foodservice markets are favourable to frozen food.” He added: “As an industry, our supply chain is more efficient and controlled than ever before, with investment only growing. The frozen food industry is united in its commitment to innovation, investment and insight and will continue to drive forward in 2018 and beyond.” www.bfff.co.uk

Smurfit Kappa has won a top Nestlé award for an innovative collaboration to optimise the food giant’s packaging and supply chain. At the Nestlé UK and Ireland Supplier Awards, Smurfit Kappa impressed the judges for ‘the collaborative approach which they took in engaging with Cereal Partners in the End-to-End Walk initiative’. Smurfit Kappa has been working to support Nestlé’s Virtuous Circle programme, which drives year-onyear performance through innovation and sustainable business practices. Harnessing the expertise built up from its SupplySmart service, Smurfit Kappa embarked on an ambitious and all-encompassing project to identify cost reductions and minimise wastage. The award relates to a joint collaboration between Smurfit Kappa and Nestlé involving the company’s cereal portfolio.Speaking about the award, Clive Bowers, Chief Executive Officer, Smurfit Kappa UK said: “Nestlé is a valued customer so we are delighted to get this recognition. The award is another example of how working closely together and truly understanding all aspects of a customer’s business can lead to a rewarding partnership.” Some of the improvements made included changing packaging materials, streamlining logistics and increasing the efficiency of the goods receipt processing. The ongoing partnership between Smurfit Kappa and Nestlé Cereal Partners has so far delivered excellent savings. www.smurfitkappa.com

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Ahead of the pack?

T Mark Hilton

Mark Hilton takes a look at plastic packaging, as the issue of its environmental impact has never been higher on the agenda 18 www.foodchainmagazine.com

here has probably never before been such widespread concern about the impact of plastic packaging. It seemed a niche issue just a couple of years ago – but the effects that littered plastics in particular are having on the environment have now reached mainstream prominence as part of the wider Circular Economy (CE) agenda. Recent weeks [at time of writing] have seen the impacts of plastic litter made manifest on David Attenborough’s Blue Planet II series, and condemned on newspaper front pages. Even the Treasury has taken heed, with Budget 2017 announcing a call for evidence on ‘how the tax system or charges could reduce the amount of single-use plastics waste’. Of course, the plastics that are littered tend to be the ones used to package the subset of products that are most often consumed on the go – drinks, crisps, confectionary and

the like. However, a far wider range of foods come in plastic packaging, and according to Defra only 38 per cent of the UK’s plastic packaging is currently recycled – despite the majority of councils now collecting bottles, pots, tubs and trays. That means a great deal of plastic packaging is ending up being landfilled or burned, when it could be used far more beneficially and with lower environmental impact. Plastic is tremendously useful, and has many advantages in fulfilling food packaging’s primary purpose – making sure that food gets to its destination in good condition and with plenty of shelf life. The environmental benefits of avoiding food waste are huge, and moving away from certain types of plastic packaging is only an attractive option if there are alternatives that can achieve the same benefits and yet still allow a lower overall carbon footprint, ideally with less litter and more recycling. Care has to be taken when switching

Packaging materials. Paper-based packaging can seem an obvious choice for some food products as it fits the image of healthy foods, is easy to recycle and will compost. Cardboard, however, generally needs a greater weight of packaging to do the same job as plastic, and assuming both are recycled, the carbon footprint of card will tend to be larger. Packaging also often needs to provide a ‘barrier’, for example to grease, moisture and gasses, which further complicates the picture. Plastic barrier films are often used which make both cardboard and plastic packaging harder to recycle. Bio-degradable polymers may seem attractive, but they do not degrade easily out in the open as litter, and are currently hard to distinguish from regular plastics in waste management streams, causing issues for both plastics recyclers and centralised composting sites. Bio-polymers however can be useful where they can be easily identified (e.g. colour coded composting bags) and in terms of reducing the overall carbon impact of packaging when blended with regular polymers; as is the case with the Coca-Cola Plantbottle which can be recycled easily with other PET packaging. Litter issues aside (which need a different approach from recycling), regular plastics often remain a good choice, but more needs to be done to increase the size of the sweet spot that allows excellent food protection and greater recyclability. One of the biggest frustrations for councils and waste companies is the widespread use of black plastic for food packaging. Sorting plants separate different polymers using near infra-red (NIR) technology, but infra-red beams are absorbed by carbon black, rather than reflecting them. Without separating black PET from black PP for example, the material becomes low value and hard to use. China has been a huge market for UK mixed plastic, but is closing the door to low quality material. That makes effective separation of polymers and colours of increasing importance. There are very few absolutely compelling practical reasons to use black plastic, the main one being to completely protect products from UV

deterioration due to exposure to light. For the most part, the reasons why it is used are aesthetic; for example to show off the redness of meat and is often used as a signifier of high quality ranges. There are already solutions in the form of alternative black pigments that are NIR detectable (proven through trials back in 2007), although these add a little cost. Some supermarkets are now using dark grey plastics that can deliver much the same aesthetic benefits and are compatible with NIR sorting. Another rationale for the use of black plastic is that it provides a use for many other coloured plastics; they can be recycled together and black pigment added to provide a uniform colour. Dark grey would allow this practice to continue, but producers could help still further by trying to avoid adding coloured pigments to plastics in the first place. If more plastic packaging is clear (rather than opaque, which still presents problems), it will be easier to recycle and be more attractive – and more valuable – to reprocessors. Some of the more proactive supermarkets are moving along the simplification agenda, replacing black packaging where possible with clear, and also by reducing the range of polymers in play and by making them easier for recyclers to identify. By focusing on the three main polymers that already have good markets, namely PET, LDPE/HDPE and PP, whilst limiting the range of additives and barrier films that restrict recyclability, helps to minimise the costs of sorting and reprocessing whilst improving the value of the resulting recyclate. This all helps to ensure a viable and stable UK reprocessing sector. Financial incentives, like those that could result from a tax or charge, have the potential to drive innovation, and there are a number of developments that could help get rid of unnecessary plastics and improve the recyclability of those that are. There are now recyclable barrier papers on the market for confectionary, for example, that have no plastic laminate or metallised layer. There can, of course, be a case for more complex and less recyclable

packaging if this increases food protection and shelf life, however it is critical that such packs can be identified. That’s something that better marking and tracking of items could help with and manufacturers are exploring the use of simple fluorescent markers to aid identification and printed and embossed ‘watermark’ technology (which will eventually replace product barcodes) to give far richer and more readily scanned information about the key characteristics of the material used. There is no shortage of packaging innovation, but that doesn’t always mean lower carbon footprint or greater recyclability in the short term. There is also a wide range of good environmental practice within individual firms and through industry initiatives, but unfortunately market forces and voluntary action alone seldom seem to provide the mass market changes that are required to move plastic packaging quickly towards a more circular economy. What the UK food and drink sector needs in this regard is carefully considered government action that drives the CE agenda whilst providing a level playing field through regulatory and/or economic stimulus. It is to be hoped that the forthcoming call for evidence around potential charges or taxes for single use packaging will be the first step in making this a reality, without imposing undue costs on consumers. D Mark Hilton is Resource Efficiency Lead at Eunomia, based in the company’s Manchester office. Established in 2001, Eunomia Research & Consulting Ltd (Eunomia) is a Bristol-based, independent consultancy dedicated to adding value to organisations through the delivery of improved outcomes. Working throughout the UK, other EU Member States and beyond, Eunomia’s consultants have experience and expertise in environmental, technical and commercial disciplines. www.eunomia.co.uk

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Why it’s time to bin the bulk

Refillable reservoir dispensers used to be the standard way to provide soap in washrooms – and many companies in the food manufacturing sector continue to hold on to these so-called bulk systems. Paul Jakeway explains that there are inherent risks of bacterial contamination with these dispensers, making sealed cartridge dispensers the safer, more efficient choice

here used to be nothing but bulk. Soap dispensers holding their product in a refillable reservoir were the only alternative to a bar of soap or a lotion from a bottle. For good reasons: bulk dispensers left less mess than bar soaps and were inexpensive. This made them a natural choice for health and safety/facility managers in the food manufacturing sector too. But budget-driven decisions in favour of bulk systems did not always take into a consideration an issue that we now recognise as extremely problematic: bacterial contamination.

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Bulk systems are ‘open’: because they are not sealed they are potentially vulnerable to contamination from the environment (bacteria fungi or moulds), or from the hands of the person refilling the system and handling the dispenser. The widely-applied practice of ‘topping off’ dispensers – refilling them before they have been emptied out completely and cleaned properly – means that the old soap in the reservoir, which may have been contaminated by germs, can cause the new soap to be contaminated. And even where the equipment is cleaned frequently, using aggressive products such as bleach, researchers

Hand hygiene have identified a high risk of recontamination, due to biofilms – microorganisms that stick to each other and adhere to surfaces. Extensive research leaves no doubt about the seriousness of the problem: in one study, 25 per cent of bulk dispensers were found to be excessively contaminated. A separate study, conducted in Japan, found no fewer than 17 different types of bacteria in soaps that came from bulk dispensers. Further research came to the conclusion that bulk dispensers can leave hands with 25 times more bacteria after washing. Shockingly, experts have linked the use of bulk dispensers to infection outbreaks in healthcare settings. They might be easy to refill and inexpensive, but they are most certainly not the hygienic, safe choice. Better solutions are widely available. Sealed dispenser systems are ‘closed’: they are refilled by inserting into the dispenser a sealed cartridge of soap. There is no contact between the product and the environment before the product is being used to wash hands. The risk of contamination is reduced to a minimum. In the study ‘Bacterial Hand Contamination and Transfer after Use of Contaminated Bulk-Soap-Refillable Dispensers’ the authors come to the conclusion that ‘extrinsic contamination of hand soap can be eliminated or considerably reduced through the use of sealed-soap-dispensing systems’. In contrast to the often messy re-filling procedure of bulk dispensers, sealed cartridges are quick and easy to change. Spills are no longer an issue, and sealed

cartridge dispensers require minimal cleaning. Maintenance is extremely low – saving both time and money.

Multiple benefits Modern dispensers have been designed to deliver exactly the right amount of a specific product at any given time – whereas bulk dispensers tend to deliver the same quantity whatever product they are filled with. This alone makes sealed cartridge dispensers the more economical option. What’s more: sealed cartridge dispensers make it possible to use highly effective foam soaps instead of lotion products. Less foam soap is needed compared to lotion soap, with a standard one-litre cartridge yielding over 1400 hand washes. Foam soaps can also contribute to significant water and energy savings. It has been estimated that their use can reduce water consumption by up to 45 per cent. A range of foam formulations also carry the European Union Ecolabel Certificate, which means that they are considered to carry a reduced environmental impact, whilst retaining their primary purpose of being effective and pleasant to use. Using less product also means that the amount of packaging waste is reduced. Unlike bulk systems, which, thanks to frequent opening and cleaning requirements, could break easily, many sealed cartridge dispensers are built to last, with some manufacturers offering a guarantee for life. There are aesthetic considerations too: some manufacturers offer customers the

opportunity to customise the equipment according to their individual wishes. Organisations can incorporate texts and logos, furthering their brand identity in an unusual location. A stylish, easy to use, clean sealed cartridge dispenser system can also make a significant contribution to increasing hand hygiene compliance. Washroom users are much more likely to wash their hands with soap if the product is available from pleasant looking, clean and tidy dispensing systems. To further this, skin care experts can offer training and education materials. When should hands be washed, and what is the correct technique? Experts can also provide health and safety/facility managers with advice on which products to choose for a particular environment. Stylish-looking, efficient, and both easy to use and maintain – sealed cartridge dispensers are safer and more hygienic than their bulk counterparts; they minimise the risk of bacterial contamination and help to prevent infections; they save companies time and money; and they ease the burden on the environment. If you take all these advantages together, they really make bulk dispensers look like a relic from a by-gone era - it’s time to bin them. D (For a list of sources for research in this article, please email the editor).

Paul Jakeway is Marketing Director at skin care expert Deb. For over 80 years, Deb Group has been establishing skin care regimes for all types of workplace and public environments, spanning industrial, automotive, healthcare, commercial, hotels, restaurants, catering and leisure, food manufacturing and retail sectors. Drawing on deep technical expertise and extensive field sales support, Deb provides employers with innovative skin care programmes that maximise employee participation through carefully devised, reliable skin care systems, supported by quality products that are both pleasant-touse and cost effective. www.debgroup.com/uk

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Sprouting

What you need to know about food home growing and some trends to look out for in 2018. By Andy Baxter

egetarian and vegan lifestyles are growing rapidly, with an increase of 360 per cent in Britons alone choosing the vegan life. With this and supermarket prices constantly rising, people are opting to growing food right in their back garden. It’s convenient, cost effective and a very useful hobby to undertake. This article looks at what trends are currently hot with home growers and what you can expect in the coming year.

Smart home growing Home growing has been made significantly easier with the help of smartphones and smart technology. We are now in a time where people can monitor their homes and gardens whilst at work from their phone. Plant sensors monitor details like moisture levels in the soil, light,

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temperature and soil nutrition. It monitors everything you need to know about the soil your plants are living in. Let’s say the soil looks significantly under-watered you can then use your Wifi Green IQ monitor which is also connected to the wireless water valve to keep everything moist and healthy. It’s a winning combination for easy gardening. Obviously, you can’t rely on such a system to look after your home growing forever, but whilst you are away or busy it acts as your personal gardening robot! Better yet, you can connect these systems to voice assistants and your phone to command the robots to look after your plants from the comfort of the sofa.

Verdure colour palette Pantone released their annual colour trends and this year saw the hit of the

Fruit and vegetables verdure colour palette. If you want to keep up-to-date and have a fashionable garden whilst growing your produce, then sticking to powerful berry-purples and deep foliage-greens will mean you can stay stylish whilst being practical. Lavenders are perfect for this and a very practical flower to grow too! They are set to make waves in 2018 among food and drink trends with items like lavender lattes gaining popularity, therefore this purple beauty will allow you to stay ahead of the trends in food infusions and fashion. That’s cost effectiveness.

Greenhouse growth Whilst 2018 might see us embracing the future with smart home growing, it’s important to remember your roots with the trusty greenhouse. Ten great fruit and vegetables you can easily grow in a greenhouse are as follows: l l l l l l l l l l

Peppers Peas Tomatoes Radishes Spinach Cucumber Herbs Grapes Strawberries Chillies

Greenhouses are still considered fashionable for the garden and there is an array of hacks you can do to cut costs and keep your greenhouse running smoothly such as using half 2L drinks bottles to cover growing plants to keep them moist and at the right temperature. As with all gardening it’s key to do your research as every plant is different, there are various informative gardening apps across various app stores or gardening blogs and online communities.

Vertical fashion When you have minimal space, or want to make the most efficient home growing garden you can, the only way is up. Utilising bamboo is on trend and practical when growing certain plants like tomatoes for example. More and more younger people are utilising spaces in this manner for

urban gardening initiatives to create gardens in the most obscure of places in the concrete jungles that millennials often live in. It’s a plant revolution and allowing plants to sprout upwards in confined spaces is becoming the norm.

Herbal remedies Herbs and spices are a staple when growing at home. Not only can they be grown in small spaces such as on window sills and flat balconettes, but herbs and spices are an easy way to add that extra bit of flair to home cooked meals, with vegetables from the garden of course. Some home growing herbs and spices that are trending at the moment are basil, mint, tarragon and red chillies. As always, these growers will need specific attention so be sure to research their individual requirements before putting time and effort into your next home growing project!

Indoor revolution Whilst herbs and spices can sometimes be grown inside, there is currently an indoor revolution when it comes to growing plants, especially among young people. 2017 became the year of the pot-plant specifically targeted at ‘generation rent’. Making

for an easy to maintain hobby, young people are establishing themselves as small pot plant experts especially in cosmopolitan plants. Cacti are set to make a big return in 2018, which is perfect as they are extremely hard to kill and require minimal monitoring - perfect for the lazy gardener! Avid home growers should not overlook the classic aloe vera which has maintained popularity and adds a splash of quirky colour to any dull room. Huge retailers like IKEA frequently stock aloe vera and they are a great addition to any home growing project due to their versatility. They outgrow pots quickly; however, you can remove parts of the plant and use for treating skin irritation and even to help with digestion! D Andy Baxter is managing director of Internet Gardener. Internet Gardener is a family run organisation established in 2006. Experts in the industry, it has risen from grassroots beginnings to become a much loved and trusted supplier of Garden Furniture, BBQs, Muck Boots and much more. www.internetgardener.co.uk

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Adapt to

survive A The convenience market is undergoing a paradigm shift, and retailers need to move fast says Molly Johnson-Jones 24 www.foodchainmagazine.com

longside inflation, wholesale has been a food & grocery hot topic in 2017. The rush to consolidate was precipitated by Tesco moving to acquire Booker, which has now been given provisional unconditional Competition Market Authority approval, and resulted in McColl’s entering into a supply partnership with Morrisons, and The Co-op buying Nisa. Wholesale’s sudden desirability makes sense when you consider the slow growth, highly competitive, thin margin backdrop that the food & grocery market offers. The food retailers have been engaging in every type of diversification they possibly can; from partnerships with non-food specialists to fill excess floor space, through to Sainsbury’s ‘Chop

Chop’ app offering a one hour delivery service in London. The times of food retailers making four per cent margins selling food in a relatively peaceful oligopoly are long gone and they need to find growth in new markets. Wholesale has three arms – cash and carry (C&C), delivered grocery, and delivered foodservice. Whether wholesalers make higher margins than traditional food retail depends on which segment the wholesale business derives most of its custom from. C&C has a similar margin to the grocers as it is essentially just a large pack-size supermarket. Delivered grocery carries much lower margins, because it has to cover the cost of delivery for small orders to independent shops and restaurants, or the bargaining power that rests with

Supermarkets combined 29.6 per cent of the convenience market means that margins will be driven down due to its operational scale and buying power – the volumes that it will deal with allow the business to keep costs much lower than its competitors, and source more cheaply. Although Tesco-Booker will be unlikely to be able to expand materially, given its existing store portfolio, but it will drive down margins with its sourcing advantage, and be able to invest in stores with the synergies released from the deal – creating a ubiquitous brand across food wholesale and retail.

Strong future growth

large contract customers means that large discounts need to be given to retain custom. Foodservice is where the high margins and strong growth are hiding. The UK foodservice market is forecast to grow circa four per cent p.a. until 2020 according to GlobalData, and given the opportunity to pass costs on in Food on the Go (FOTG) (less price sensitive consumer and a more price elastic product), margins can be kept high serving an end-user that values efficiency.

What does this all mean for retail? The creation of food & grocery behemoth Tesco-Booker fundamentally changes the wholesale convenience landscape. One retailer taking a

Multiple grocers diversifying into the wholesale market will drive competition up in the channel, just as the arrival of new grocery players triggered the supermarket price war. With TescoBooker as the obvious leader, we expect that its scale will enable a lower industry price point as it fights for market share. For Morrisons, utilising the excess capacity in its supply chain offers incremental profit with little sacrifice, and Tesco-Booker are winning the scale game, but Sainsbury’s would be better off out of the wholesale supply market. Sainsbury’s offers a higher-end product which does not mesh as easily as Morrisons’ with the convenience sector, and it does not carry as much manufacturing capacity as Morrisons or Booker, so it seems like it would just be jumping on the bandwagon – bearing more risk. Now, most of the symbol groups are affiliated with larger grocers, meaning that they have the scale to weather the storm, but for the unaffiliated independents, their market share of 8.9 per cent will fall to 7.0 per cent. The independent channel will be where the majority of store closures occur, and thus market share gains for the multiples and symbols will come from there too. Symbols and franchises should therefore use the opportunity to acquire desirable locations to compete with the multiples. The Tesco-Booker deal is a concern for the grocery market, but it will not be impossible to survive given that product differentiation, food-on-

the-go and location are key in the convenience market. Millennials are driving growth in the convenience market as their shopping habits are largely dictated by the need for quick and easy access to basic necessities. FOTG offers growth opportunities in convenience with 48.6 per cent of 16 to 24 year olds using the stores to purchase something while they were passing by and feeling hungry (this falls rapidly as consumers get older), so retailers must appeal to the millennials here. Provenance, health, and on-trend items will all be ways to differentiate against the dominant multiples. Meanwhile, 24.5 per cent of 16 to 34 year olds do their weekly shop at a convenience store, compared to just 11.4 per cent of those aged 35 and over. With millennials driving footfall, retailers need to plan for how they are going to continue appealing to this generation of consumers as they get older. The convenience market offers strong growth in the future, outperforming the food & grocery market by 2.4ppt from 2017-2022 with average year-on-year growth of 4.1 per cent for the same period, and it will be possible to survive the intense competition that wholesale consolidation and partnerships will create. Retailers need to adapt to changing consumer demands within the wider food & grocery sector, rather than relying on the speed and convenience element to drive sales. D Molly Johnson-Jones is a Senior Food & Grocery Analyst at GlobalData. GlobalData is a world leading provider of data and analysis for consumer, technology and healthcare businesses. GlobalData brings together the expertise of some of the most experienced, client-focused and innovative brands in three main industry verticals – consumer, technology and healthcare. With these resources it is equipped to offer clients comprehensive data and analytical services. www.globaldata.com

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TasteTest

No compromise on taste Perfect for both those who suffer lactose intolerance and those who are looking to reduce the amount of lactose in their diet, Rachel’s Organic now offers Lactose Free yogurts. Made using 100 per cent British cow’s milk and be available in two flavours; Strawberry and Natural, as with all of Rachel’s products, they are made simply and with care, using the finest organic ingredients and locally sourced milk for a gorgeously pure taste. Certified

Organic by the Soil Association, there are no colourings, no artificial flavourings or preservatives added. www.rachelsorganic.co.uk

“I would think that anyone needing to reduce lactose would be delighted to find such a delicious and natural product available in the supermarket.”

The Taste Test team is never disappointed by Rachel’s yogurts and was keen to see how the Lactose Free offerings stood up to the rest of the range. As ever, Rachel’s quality shone through and the team was impressed with taste, texture and appearance.

Mother’s love Rayner’s has unveiled a range of five new organic, raw, unfiltered and unpasteurised vinegars and Organic Coconut Aminos. The Soil Associationcertified Organic range, which utilises raw, unpasteurised and unfiltered organic apple cider vinegar contains ‘the mother’ - the cloudy substance at the bottom of the bottle, that contains ‘good’ bacteria and natural enzymes and offers potential health benefits. Products in the six-strong range include: Organic Raw Unfiltered Red Wine Vinegar with Mother, Organic Raw

Unfiltered White Wine Vinegar with Mother, Organic Pomegranate Vinegar with Mother, Organic Raw Coconut Vinegar with Mother, and Organic Coconut Aminos. www.healthyfoodbrands.co.uk

started adding them to other dishes too. The Coconut Aminos was also a great find – I’ve been using it instead of soy sauce and it adds a subtle flavour to stir fries and noodles.”

“I love trying new vinegars and some of these were not only unusual flavour wise, but had the additional benefits of the ‘mother’ which I wasn’t familiar with,” said our tester. “Both the coconut and pomegranate vinegars added an entirely new flavour dimension to salad dressings and I’ve

A different approach to tea The Little Miracles ice-tea range has been refreshed and revitalised with a brand-new look. Little Miracles carefully selects the best of each of its ingredients and blends them into refreshing drinks and delicious, healthy snacks for customers to enjoy on the go. Given that the company is inspired by Mother Nature, the new packaging designs depict fruits and flowers in an enchanting design, while Little Miracles quest for purity has led it to refine how it sweetens the ice-tea range – the pure blend of brewed icetea, infused with superfruit juice and active ingredients, is now sweetened only with agave. This gives the perfect

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amount of sweetness, and a cleaner taste. But, best of all, this means each blend has up to 56 per cent less sugar content and less than 70 calories in each bottle!

www.drinklittlemiracles.com

The Taste Test team found the Little Miracles products to be delicate and yet distinctive, with the latest flavour addition, Mate, Baobab and Ginger, catching one reviewer’s eye in particular: “I was intrigued by the use of Mate as I’d been reading about its health benefits, and I already love including ginger in my diet. And Baobab is now coming to light as a superfruit so this combination really appealed to me as a way to get all of these great ingredients into my system in an easy and delicious way! Definitely a Little Miracle.”

TasteTest

Grown-up twist

Totally beautiful tea For a true tea aficionado, JING tea offers its JING Explorer Sets, which are designed to inspire a deeper discovery of tea types, with loose leaf tea samples, expert information, and guidance on how to get the best from the teas. There are nine different sets to choose from, each with a comprehensive guide on origin, tasting notes, and how to make a fully balanced infusion. The experience can be enhanced further with the JING One Cup Tea-iere – a perfectly proportioned and simple glass vessel with complete filter for easy tea-making. Add in the perfectly matched glass cup and saucer, and a tea break is elevated into a sophisticated retreat from the world. JING’s herbal teas explorer comprises whole leaf peppermint, blackcurrant & hibiscus, whole chamomile, whole rosebuds, lemongrass and ginger. All of its herbal teas are picked whole and dried very slowly to retain essential oils, character and flavour. www.jingtea.com

“What a luxurious set of products – I couldn’t wait to get home and try them all out,” said our tester. “The cup and saucer were light and delicate, and being able to see the colour and smell the tea’s fragrance so clearly really enhanced the experience. All of the teas were fragrant and delicate, with wonderful aromas and ranged from refreshing to comforting. I loved the experience of making the tea – it felt super indulgent, a little deluxe moment to myself. I would definitely buy these as gifts for anyone who loves tea.”

Health in a glass We all know about the requirements for ‘five-a-day’ in our diet and adding something tasty and healthy to your daily routine has been made easier with the launch of a new range of vitamin enriched juices: Benefit Drinks CLEANSE - Prune Juice (available in 100 per cent pure juice and NFC pure squeezed), VITALITY Beetroot Juice, and ENRICH - Carrot Juice. Made in the UK by family business Lovely Fodder Ltd, the Benefit Drinks range is bursting with flavour and have bundles of natural health benefits due to the power of the vegetables and fruits packed in each carton. The CLEANSE prune juice option has a light and refreshing taste, and has been designed to aid digestion and bone health, while the VITALITY Beetroot Juice has been blended with apple juice to deliver a rounded and earthy flavour, to aid stamina and improve circulatory health. Finally, the ENRICH Carrot Juice is blended with a hint of lemon juice delivering a sweet and tangy drink that is naturally rich in

beta-carotene which supports both bone and skin health. Furthermore, the whole range is enriched with vitamins A, C and E and provides 100 per cent of your recommended daily intake with every 250ml glass. www.benefitdrinks.co.uk

Robinsons has launched two new ranges, Fruit Creations and Fruit Cordial, in order to capture more complex and grown-up flavours, and offer a sophisticated twist to squash. To bring the very best fruit combinations together, Robinsons enlisted flavour experts to search the globe for almost a year and the result is a host of new flavours within two new ranges to reflect the nation’s changing tastes. All of Robinsons squash and cordials are made with real fruit and contain no artificial colours or flavourings. Fruit Creations contains no added sugar, whilst Fruit Cordials combines a sugar and stevia blend. New Fruit Creations flavours include Juicy Pear & Blueberry, and Rich Pear, Blackcurrant & Cherry with Barley; while Fruit Cordial flavours include Raspberry, Rhubarb & Orange Blossom and Crushed Lime & Mint. www.robinsonssquash.co.uk

“Squash is a lifesaver to me in the quest to drink more water as I find plain water so deadly dull,” said our tester. “And these new Robinsons varieties really raised the bar for taste and quality – super fruity, very authentic, natural tasting flavours and really lovely colours too – I particularly loved the Rich Pear, Blackcurrant & Cherry with Barley – quite an unusual combination but it works very well.”

“These taste like I have just squeezed them myself!” our tester commented, very impressed with the natural taste of the new Benefit Drinks. The Prune juice was very well received by the tasters – fruity and quite mild tasting, it was a surprise hit; but all the options tasted very fresh and authentic: “I am sure I can feel this doing me good!” one tester exclaimed.

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Identifying excellence

While it may have undergone a change in name in 2017, Bidfood continues to draw upon the reputation for service excellence that it has proudly held for the past two decades

n May 2016, the global Bidvest Foodservice business formally separated from the wider Bidvest Group when it listed independently on the Johannesburg Stock Exchange. In doing so it sparked a process whereby Bidvest Foodservice UK, with the other Bidvest Foodservice

Andy Kemp

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businesses around the world, underwent a rebranding to Bidfood to reflect this in April 2017. “It was important to retain a link to the company’s heritage, as well as to reflect what is at the very heart of the business, hence the name Bidfood was developed,” explains Group Sales and Marketing Director, Andy Kemp.

Bidfood

‘

All of our efforts are ultimately about us wanting to remain the first choice for our customers, providing them with service excellence and ensuring that we are always on hand to support them through what is an ever-changing landscape

2017 was not only a year of great change for Bidfood, which remains one of the UK’s leading foodservice providers, but also for the industry as a whole, what with events such as the imminent levy on soft drinks, the ongoing implications of the Brexit vote and Public Health England’s sugar

management programme all having an effect on companies. “As a business, we have been working hard to address each of these factors to help support our customers in making informed decisions that align to industry initiatives and changes to legislation,” Andy continues. “Bidfood has also focused heavily on moving towards e-trading with our national customers, with more than 60 per cent of our total sales now coming through e-commerce platforms. This is all part of our core strategy to deliver service excellence, make our customers lives easier and help them to grow.” Another component of this strategy has been the strengthening of the company’s position in the free trade marketplace, with substantial growth being achieved in the independent arena. “Each of our regional depots

have been focusing more on local under a general management infrastructure,” Andy adds. “With 22 depots operating across the UK, this allows us to offer a truly unique local service. We have also continued to see good growth in all sectors and gain comfort from the fact that our business is well spread.”

Brand expansion In the last 12 months, Bidfood has launched several new ranges that have proven to satisfy the continued thirst for change, and the new habits of its customers and end users. “Led by our insights team, and the superb support of our major manufacturers, we have moved with considerable mileage to provide ranges supporting health and wellbeing, including our ‘Better 4 Me’ line, a dessert range that caters for

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the health-conscious consumer, as well as weaving in our 2018 trends to our big seasonable offerings,” Andy states. “Meanwhile, some of the specialist brands that we have added to our portfolio in recent times include, Farmstead range of fresh meats, the Black + White Coffee Co brand and Yarde Farm, all of which have experienced considerable growth, with the latter two being transformed from regional names into national players.”

2018 food trends Arguably the most successful of last year’s seasonal collections was Bidfood’s Create Summer range, and typically for the company it now aims to exceed this with its Create Summer 2018 offering, which became available to customers from the beginning of March. “This year, we have looked at how we can provide a summer range that caters to an increasingly demanding market place,” Andy enthuses. “We are seeing a consistent rise in sales and interest in vegan and dairy-free alternatives, and have been busy working to reflect this. We have also tapped into our 2018 food trends in order to tie together flavour combinations that compliment summer cuisines such as our ‘Moreish MENA’ trend. The result has been a diverse mix of products such as Persian Love Loaf Cake, Oliver James Lamb Kibbeh, and vegan treats including a Vegan Chocolate Brownie, and Chocolate and Coconut Tart.” While all of the above has been ongoing, the company has also been working with Public Health England to understand how it can best address the issue surrounding sugar and work towards it programme to reduce sugar by 20 per cent by 2020. One of the ways Bidfood has explored this issue has been to identify where it can take some of its own brand products and reformulate them to sit in line with new sugar targets. Examples of products currently being reformulated include the company’s ice creams and tray cakes within its ‘Everyday Favourites’ range.

Award winners As well as the steps it is taking to contribute to the reduction of childhood

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Bidfood obesity, Bidfood is also incredibly proud to have redistributed the equivalent of 157,000 meals in surplus food to those in need, and for driving efforts to reduce its carbon emissions across its estate. “These efforts culminated in a staggering 15.9 per cent reduction in emissions, in part due to installing LED lighting across sites, an enhanced refrigeration maintenance programme, increasing the number of Euro VI engines across our fleet and reducing our grid electricity consumption by five per cent,” Andy details. These efforts provide a further example of Bidfood’s embracing of continuous improvement, something that is also reflected in the numerous industry awards that it has come to be presented with. “To us, winning awards gives us an industry benchmark, as well as a self-guide for improvement,” Andy says, before going on to highlight some recent examples

of the company’s success. “As a leading wholesaler at the forefront of sustainability, we were delighted to have been presented with the FWD Green Wholesaler of the Year award, which we won four years in a row.

New sites “In 2017 we also, for the first time, entered awards that did not fall within our traditional distribution and foodservice sectors, and therefore were delighted to have been awarded both a UK Business Award and a UK Customer Experience Award. The latter

Coca-Cola European Partners Coca-Cola European Partners (CCEP) is the world’s largest independent Coca-Cola bottler. CCEP GB makes, sells and distributes soft drinks for every occasion, and sells more than four billion bottles and cans every year. CCEP makes 97 per cent of its products in GB - a fact it is proud to put on its cans and bottles. CCEP is proud to continue to support Bidfood and their customers.

is particularly pleasing, especially with service excellence sitting as it does as at the heart of our business mission, vision and values.” As Bidfood continues to grow, so too does its infrastructure, and during the summer/autumn of 2018 it will be moving from its current site in Worthing to a larger depot presently being built. The company has also acquired a site in Penrith, which will shortly be opening its doors following a comprehensive refurbishment. “All of our efforts are ultimately about us wanting to remain the first choice for our customers, providing them with service excellence and ensuring that we are always on hand to support them through what is an ever-changing landscape. They will also help us to build upon one of the most successful years we have had to date through 2018/19,” Andy concludes. D www.bidfood.co.uk

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Approved by Chuck

Hailing from Finland, Hesburger has successfully combined commercial acumen with commitment to sustainable development, to become a leading fast food chain approaching 500 locations in nine countries

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Hesburger

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Hesburger

esburger could rightfully be considered a household name in Finland, and one cannot overlook its ambition to maximise its popularity, and enhance its image to appeal to wider audiences. The most recent marketing move that underpinned the company’s efforts saw it engage no other than the American movie star and internet phenomenon Chuck Norris, to shoot a commercial for Hesburger, which will appear in Finnish cinemas, and on TV, in the spring of 2018. The company’s history can be traced back to 1966, when Heikki Salmela and his wife, Kirsti, opened a small grill kiosk in the town of Naantali, in the South West of Finland. Today, Hesburger operates a total of 458 restaurants across nine countries, employing nearly 6700 people. “In the 1970s, we began to build our reputation at the street scene in the city of Turku, and in 1980, the first Hesburger restaurant was built there,” Communications Manager, Heini Santos tells us. “Our strongest period of expansion came in the 1990s, when we were deemed a national phenomenon. Around this time, in 1996, we opened our first restaurants abroad, in Germany and Estonia. We are now the largest fast food chain in Finland, with around 270 restaurants all over the country. We have also opened sites in Latvia, Lithuania, Estonia, Russia, Germany, Ukraine, Belarus, and Bulgaria. Taking heed of any infrastructure changes, our restaurant network constantly adjusts, as good locations and easy access are vital in this business. Hesburger restaurants can often be found in shopping malls, and gas stations, but also in their own separate buildings.”

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Evidence of the chain going strong can be found in sales figures from 2017. “Total sales increased by seven per cent, compared with 2016, and abroad solely, we enjoyed a 17 per cent hike,” Heini reports. “The growth was strongest in Lithuania, a 30 per cent rise in sales, as we opened our 50th restaurant there last year. “In an ever-competitive field like ours, we need to get the quality-price ratio right,” Heini begins to outline the reasons of Hesburger’s sustained growth. “We have always focused on achieving the great taste of our products.

We will continue to develop the customers’ digital experience, as well, and we are looking to promote certain features of our mobile app, hence the commercial we shot, featuring Chuck Norris

We actively develop our offerings and the Hesburger concept. Our team spends a lot of time researching taste habits, following food trends, and examining customer feedback, and we are quick to respond to any changes in the market.”

Successful app To further facilitate customer experience, Hesburger launched its own mobile app in 2016, and Heini sees its introduction as another all-important driver of success. “It practically puts a Hesburger restaurant in the customer’s pocket. The app allows you to pre-order and pay for your food from your phone, and pick it up in a convenient time for yourself. You can also share the pick-up code with a friend or a family member, so they can collect your order for you.” The Hesburger app is available for both Apple and Android devices, and is currently available for customers in Finland, Estonia, Latvia, and Lithuania. “It has been downloaded over 1.2 million times,” Heini reveals.

TouchPoint Our mission is to be the most responsible workwear company in the Nordic countries. We challenge you to make a change, and provide a solution for it. Using recycled materials and ethical production methods in its work uniforms is a sustainable choice for Hesburger. Touchpoint is a reliable long-term partner that continues to come up with innovative ideas, thus pushing Hesburger to the next level. Hesburger is proud of its ecological uniforms.

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Known for its consistency in using only high quality ingredients for its items, Hesburger has put in place an exhaustive set of procedures to ensure it maintains its standard. “Finnish law requires that companies in the food industry conduct self-monitoring that covers food safety, surface hygiene, and product research. Our operations are monitored by an internal auditing system and through partnerships. Hesburger has worked in co-operation with Net-Foodlab Ltd for over ten years. Specialising in quality management services for the food industry, it conducts research on surface hygiene, storage life, and nutritional content for us,” Heini explains.

Sauce specialists The painstaking internal processes result in the development of mouth-watering items that have enticed Hesburger customers for years on end. “We offer a rich selection of different burgers, tortillas, salads, French fries, desserts, hot and cold drinks, nuggets, onion rings, and soy fingers,” Heini details. “What we are particularly known for, however, are our sauces, including the most talked-about mayonnaise in town. We have a factory in Finland that makes mayonnaise, ketchup, salad dressings, and dessert sauces. The two most famous sorts of mayonnaise we offer – the cucumber mayo, and the red pepper mayo, give a specific flavour to our trademark product – a double-decker burger, called Kerroshampurilainen. It also includes two beef patties, cheddar

cheese, ketchup, onion, pickles, and lettuce. A truly legendary burger, it has been on the menu for decades, and I owe its popularity to it bringing together all of the public’s favourite flavours.” Hesburger has often been associated with its inspiring devotion to sustainability and corporate responsibility. Countless are the innovations the company has pioneered over the years, to ride the wave of emerging environmental awareness. Heini lists some of them: “We continuously increase our usage of renewable energy. Many of our restaurants have solar panels on the rooftops that produce heat and electricity for the restaurant. A lot of our sites have also been gradually shifting to use LED lighting, which consumes as much as 90 per cent less energy than conventional energy sources,” she notes. “Furthermore, we recover waste heat from refrigerator equipment in the majority of our restaurants. We use it to heat the restaurant ventilation system air, and the water supply. In many cases, the heat recovery system produces enough energy that the restaurant does not need any other source of heating.”

Sustainable approach Even staff uniforms at Hesburger are manufactured in accordance with the principles of sustainable development. “Quality materials extend the service life of our uniforms and make it possible to re-use them when old employees leave, and new recruits join us. Our goal for 2018 is to have the most ecological

Lamb Weston Leading international potato brand, Lamb Weston, has been exclusively supplying Hesburger with premium fries for over ten years. Lamb Weston works closely with Hesburger’s Product Development Manager, tapping into upcoming trends and creating unique menu items and innovative products. Lamb Weston implements this approach with all its operator partners to develop potato solutions that suit individual businesses. Lamb Weston has recently extended its Sweet Potato range to include Sweet Potato CrissCut® Fries and Sweet Potato Shoestring Fries, following a demand from both operators and customers, both of which have been incredibly popular since launch.

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Hesburger uniforms in Finland. We are introducing a new collection of t-shirts made of leftover fabric from the textile industry, jeans made of recycled cotton, and an innovative apron that can be recycled up to eight times giving it a lifespan of up to 24 years,” Heini clarifies, also noting that once the garments are worn out, they are brought back to the central storage, and recycled to become outdoor table sets for Hesburger restaurants. “Entering the German market was the big step that let us embrace environmental-friendly approach,” Heini says. “Back in the 90s, the environmental requirements in Germany were much stricter than in Finland, which opened to us a world of innovations, for example, in ecological waste water treatment, and ecological packaging materials. Today, sustainability remains an integral part of our company strategy. Adopting a

Kari Salmela, CEO, Hesburger

responsible way of thinking, and making it a part of the company culture does not happen in a month or a year. It is a long process, and we have to continue talking about it,” she philosophises. 2018 will see Hesburger grow its number of restaurants again, as 30 new sites are being opened in Finland and abroad. The company is also building a soy factory in Kaarina that will address the heightened demand for vegetarian products and meat substitutes. “We will continue to develop the customers’ digital experience, as well, and we are looking to promote certain features of our mobile app, hence the commercial we shot, featuring Chuck Norris,” Heini adds. “On top of that, responsibility and sustainable choices will remain a principal theme for us, and we will make sure that we follow emerging food trends accurately, and develop new products accordingly.” D www.hesburger.com

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A New York

culinary landmark

Located in Manhattan, the Grand Central Oyster Bar & Restaurant is New Yorkâ€™s most popular seafood restaurant. Thanks to its fabled interior design and always fresh products, it has attracted customers from all over the world for more than a century (since 1913)

ith its vaulted, Guastavino-tiled ceiling, the Grand Central Oyster Bar & Restaurant has been a prominent feature of New York Cityâ€™s culinary scene for over a

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century, the tint of an era long gone still preserved by its interior design. The restaurant opened together with the Grand Central Terminal in 1913, both remaining immensely popular tourist destinations to date. The architecture of

Grand Central Oyster Bar & Restaurant

the seafood restaurant, so typical of the time during which it was built, allows its visitors to indulge themselves in a reminiscence of the atmosphere that reigned in New York in the early 20th century. Today, 105 years after it first

swung its doors open, the Grand Central Oyster Bar & Restaurant has earned the right to be regarded as a true institution across The City That Never Sleeps. The restaurantâ€™s Executive Chef, Sandy Ingber, is the epitome of its most

recent history. He has been working at Grand Central Oyster Bar & Restaurant for the last 28 years, and has been the chef for the last 20. Plenty of changes have passed before his eyes for nearly three decades, and he is glad to share

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the recipe for the legendary restaurant’s success. “I have seen a lot during my time here. There have been four renovations, including the latest, in 2014, when we had a full restoration of our worldfamous ceiling. Together with that, I have seen the refurbishment of the Grand Central Railway terminal itself in 1997. Naturally, I have observed the changes in people’s tastes and desires over the years, too, as well as the comings and goings of celebrities and regulars alike, stopping by at the restaurant,” Sandy opens up.

Healthier eating

He notices a shift in the way Americans perceive food today: “I believe we are eating much more healthily today than we did in the past, and people have become slightly more aware of

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We also shot a promotional video for taxi cabs, designed for specific times and areas around Grand Central, so when you get in a cab, the very first thing you see, is Chef Sandy inviting you to the restaurant

seafood, and have begun to incorporate it into their diets. I am not sure that the same shift has occurred in our English customers. A high percentage of the tourists we welcome are from the UK, but I do not think their tastes have changed that much.” Grand Central Oyster Bar & Restaurant may be iconic due to its

location and traditional design, but there is much more to it, that makes it a world-class place to experience the best of seafood. Sandy insists on the painstaking handpicking of the freshest fish and oysters every single day, to guarantee that the customers’ palates are always treated to the highest standard. “The most important thing for me is that I buy approximately 90 per cent of my oysters directly from the farms. They come out of the water, are put in a box, and then shipped straight to me, which ensures their freshness. I am equally careful when handpicking fish,” he explains.

Positive attitude Sandy’s admirable industriousness sees him start his day off at 3am, when he sets out to the fish markets to select the best products for the day. He

Grand Central Oyster Bar & Restaurant believes his own dedication is positively transmitted to the rest of staff, and creates a work environment that produces dishes of the highest calibre. His efforts have sustained the business’ operation, even during the difficult years, following the 2008 market crash. Sandy reports: “It was a time when some other restaurants had to close, but our losses were not too heavy, and since then, we have been growing on a year-to-year basis. Right now, the economy is very strong, which means that people increasingly want to eat out, and they are showing tremendous amount of interest in seafood, so we expect this growth to continue.” Drawing upon the restaurant’s historical experience, Sandy singles out the oyster stew and pan-roast as the dish that has become synonymous with Grand Central Oyster Bar & Restaurant. “It is one of our most famous dishes, because we still prepare it to its original recipe from 105 years ago, including the steam jacketed kettles. People have been coming for it since they were children, and it is not uncommon that they are bringing their own children now, many years later,” he praises the wondrous tradition that has undoubtedly played a key part of the restaurant’s successful story. “Our happy hour is also proving to be very popular,” Sandy reckons. “It covers a down time at the restaurant, between 4.30pm and 7pm from Monday to Wednesday, and between 1pm and 5pm on Saturday. It brings people in, and with that, extra revenue. What is especially important, though, is that a word of mouth is also going around about it, which is another positive outcome of the happy hour.”

restaurant,” he smiles. “We’ve also been advertising on Yankees and Mets radio broadcasts for a decade, bringing sports followers into our mix. Another exciting novelty for us was getting our own digital screen at Times Square, pointing the way to the restaurant. Also, two digital signage screens in front of the restaurant, that rotate beautiful pictures of food shots and advertising posters.” It is hardly a surprise, however, that maintaining the highest quality and the freshness of every product remains the number one priority for Sandy: “The customers know that here they can get the freshest seafood in America, maybe even in the world. We have to continue delivering only fresh products, and at the same time, keep an eye on the new food trends in the country, and make the necessary changes to stay in the mainstream,” he concludes. D www.oysterbarny.com

Highest quality In 2018, Sandy hopes that the restaurant will reap the fruits of the active advertising it has engaged with recently. “We made a video that is shown regularly on New York’s cable TV channels. We also shot a promotional video for taxi cabs, designed for specific times and areas around Grand Central, so when you get in a cab, the very first thing you see, is Chef Sandy inviting you to the

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Once tried, never forgotten High quality products, customer care, attention to detail and free delivery services. Those are the characteristics that have helped Pizza GoGo realise its goal of becoming one of the UKâ€™s leading takeaway businesses

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Pizza GoGo

sing data compiled by The Centre for Economics and Business Research, the Takeaway Economy Report, released in July 2017, made for incredible reading for the food industry. Within its pages the report predicts that total spending on takeaways in the UK, which already accounts for 12.1 per cent of our total spending on food, will grow 13 per cent over the next five years, reaching £11.2 billion. In such a buoyant market, it is no wonder that the number of takeaway outlets has increased rapidly, growing by ten per cent since 2013 alone. What this has created in turn, however, is a densely populated and hugely competitive field of rival businesses competing for our attention and our custom. This has made it imperative that brands find a way to stand out from the crowd if they are to succeed and thrive. If proof of this

approach working were needed, look no further than Pizza GoGo. “It was back in 1987 that my father, together with one of his business partners, started the business by opening its first branch on Tottenham High Road,” begins Pizza GoGo’s Managing Director, Fouad Haghighat. The demand for takeaway food at the time was already in the ascendency, thus Fouad’s father recognised the important of establishing unique selling points for the brand, and the result was two-fold. “Firstly, it was decided that in order to ensure only the highest quality products were served every time that we would make our dough

fresh everyday on the premises, and secondly that we would become the first takeaway company to introduce free delivery.” These were initiatives that were virtually unheard of at the time and immediately attracted huge interest from customers, and the resulting demand provided the platform for the business to expand, attracting investment and interest from prospective franchisees, which led to the opening of further Pizza GoGo branches in the surrounding area of London. “In the early years of the business, the growth strategy was very much linked to the supply chain, which

Ornua Ingredients UK OIUK is one of Britain’s foremost suppliers of high quality dairy ingredients to the food manufacturing and food service industries. It is also recognised as a leading innovator, using its renowned NPD facilities and acute market insight to work hand in hand with clients in customising or creating bespoke products and first-to-market competitive advantage. From deli blocks to grates of every shape and size, from ropes and ribbons to specialist pizza cheese, from sauces to toppings, from high protein to low fat, Ornua Ingredients UK is the perfect one-stop-shop for outstanding ingredients and exceptional customer service.

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centred on our distribution centre at the time in Tottenham,” Fouad explains. “As we grew we were able to move into a larger warehouse and distribution centre, and purchase larger trucks, which allowed us to expand further afield and out into other towns and cities in the south of England.” Today, Pizza GoGo operates from more than 100 branches, reaching out from London to locations such as Southampton, Cardiff, Leicester, Ramsgate and Norwich. In that time, its menus have expanded also, with various pizza-based creations being joined by a range of sides and salads, desserts and even a range of pastas. The rapid growth of the Pizza GoGo name can also, in part, be accredited to the business’ management being

Pizza GoGo

By having a centralised system, when we launch a new product or special offer we can see exactly whether it is working and where the demand is coming from geographically willing to embrace innovation and technology, something that Fouad can be very proud to have been a part of. His open-mindedness no doubt played a huge part in Pizza GoGo becoming one of the first chains to partner with Just Eat during the company’s infancy. “When I joined Pizza GoGo in 2003, the concept of online orders was starting

to pick up steam, however we did not even have a website at that time,” Fouad reveals. “Having introduced a simple website design, it was almost out of coincidence that I came to meet with the then CEO of Just Eat when he was visiting chains trying to get them to sign up to the technology. Sitting with him and going through the system it was clear to me how good this system could be for us, and after inviting him for talks at our offices a deal was struck that remains in place to this day.”

New technologies An element of said deal was the creation of a white label website that uses the Just Eat system for orders to be placed by customers, before being directed to the relevant Pizza GoGo

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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branch to prepare and send out. “We went from a system that sent orders as a fax to each store to the point where we decided, in 2014, to make a £500,000 investment in the business where every store received brand new computers and Epos systems,” Fouad continues. “We also spent a lot of time introducing our franchisees to these new systems and technologies, helping them to grow with us as a brand, which has been a very satisfying thing to witness.”

Healthy options A positive by-product of the advancement in technology is that Pizza GoGo’s management and franchisees now have access to data that helps them to accurately track the tastes of their customers. “By having a centralised

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system, when we launch a new product or special offer we can see exactly whether it is working and where the demand is coming from geographically,” Fouad enthuses. “This is invaluable information to have, and it really does help to drive us forward in the right direction.” One of the trends this data will have highlighted in recent times is consumers increasing preference for healthy and vegetarian options. It was this that triggered Pizza GoGo’s decision to create a meat-free pizza alternative for its customers in 2014, which it did in connection with Quorn. The introduction of the Quorn pizza helped attract a good degree of interest in the brand and helped earn a great deal of respect within the vegetarian community for recognising their dietary

Pizza GoGo requirements. Such was its success that, at the time of writing, the Quorn pizza was mere weeks away from a return to the Pizza GoGo menu and will soon be joined by another first, a unique wholemeal pizza base that the company also expects to be well received.

Repeat custom Having spread its wings across the south of England, Pizza GoGo’s attention has now turned to towns and cities in the Midlands and beyond. “We have successfully opened a new distribution centre in Birmingham, together with two stores that are now operational and a further two due to open shortly,” Fouad says. “We have already been approached by a number of prospective franchisees and by tapping into their local knowledge we plan to rapidly grow across the region, with a planned target of opening a further 100 stores in five

years. From there we will look to push on north, with our ultimate plan being to become a nationwide presence, as well as cracking the Scottish market, where we already have seen a great deal of interest since our appearance on the television show Undercover Boss in 2012.” Pizza GoGo has built its entire ethos on providing a quality product at a fair price, and it is this way of doing things that the company is committed to maintaining as it expands. “Since the very first Pizza GoGo store opened our customers quickly came to recognise the difference you get from our products and it is this that brings them back to us time and time again. It’s because of this that we believe that as we grow, more and more people will come to agree that with Pizza GoGo, it is truly a case of once tried, never forgotten,” Fouad concludes. D www.pizzagogo.co.uk

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Clonakilty Blackpudding Company

Back in

black

Returning to its home town in 2017, where it now operates from a custom-built facility, Clonakilty Blackpudding Company continues to produce the famous blackpudding that people have come to associate with this part of County Cork

ith a history dating back to the 1600s, Clonakilty is today a busy market town in West Cork, renowned for its boutique shops, cafes, bars, restaurants and range of local artisan food producers, the best known of which includes Clonakilty Blackpudding Company (Clonakilty). The story behind this local icon began in the 1800s in the farmhouse of one Johanna O’Brien. It was from here that she made and sold her blackpudding to the local butchers’

shop owned by Phillip Harrington, utilising a secret recipe of spices, with beef, oats, onions and blood, to create a unique, special product. It was Phillip who Johanna ultimately passed her precious recipe onto upon retiring. In the years since, the blackpudding has always been made in the same way and the secret behind its creation has passed on to different people, culminating in 1976, when the recipe and the butchers shop from which it is combined was sold to Edward

and Colette Twomey. “In the early years, it was really a case of finding our feet, however it did not take long at all to realise just how popular the blackpudding had become among the community,” Clonakilty MD and owner Colette begins. “People would travel from all over the local area to buy it from us, and as word spread about the quality of the product it helped to bring in more customers.” At the time, virtually every butcher in the region was producing a version of blackpudding but none could compare to or encapsulate the unique authentic taste of Clonakilty. As the popularity of Clonakilty grew and it proved difficult to match the taste of the infamous secret recipe, an opportunity presented itself for Colette and Edward to supply Clonakilty blackpudding directly to these butchers.

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“This was the moment that encouraged us to place a label on our blackpudding and officially call it Clonakilty,” Colette reveals. Hiring a local sign writer, the label was designed to incorporate the heritage of the product and the values that it stood for, namely tradition, quality, locality and the Harrington name. From here, the next logical step was to expand the brand’s product range to incorporate complementary food items, such as whitepudding, sausages and bacon.

Versatile product

In a relatively short space of time, the reach of Clonakilty’s products has stretched from the local area and clusters of expats based in the UK, to the point where today they can be found stocked on the shelves of some of the UK’s leading supermarkets, including Sainsbury’s, ASDA, Morrisons, online retailer Ocado, and are also accessible

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Whether it is the creation of a new product line or the preparation of an old Clonakilty favourite, one thing is clear and that is that when it comes to quality there can never be any compromise

in Europe, Australia and the Middle East. “When people are introduced to our blackpudding, and chefs and consumers start to get their hands on it, they immediately see how crumbly it is and how, with it being made up of such a small list of natural ingredients, it can in fact be used as more than just an element of a fry up breakfast,” Colette states. “This has resulted in an increase in consumers cooking with Clonakilty in a variety of ways; such as adding it to salads, using it as a delicious pizza topping, crumbling it into pasta or

using it as a mouth-watering stuffing for chicken fillets. Today’s consumers make up what we have come to know as a ‘foodie culture’, where people want to put their own spin on their food, and it is this culture that has helped our products to diversify, which in turn has driven our own growth in recent times.” This diversification and flexibility contributed to a good year when it comes to financial performance in 2017 for Clonakilty, during which the company managed to surpass its targets, both in terms of revenues and expansion. “The Irish market in particular continues to display positive signs of growth, while in the UK we have managed to achieve the fairly ambitious aims that we set for ourselves, even in the face of uncertain and at times challenging economic conditions,” Colette adds. It is because of such achievements that the company was able to realise a dream back in October 2017, when

Clonakilty Blackpudding Company it returned home to Clonakilty, having previously been located for a number of years in Cork during the expansion of the business, with the opening of a new custom-built production facility. This new facility features 5000 square metres of production space, new product development suites, an improved distribution bay and administration office space. “It was always our ambition and intention to return to Clonakilty, and we are incredibly proud of our new home, which will facilitate our vision for growth as we plan to scale-up internationally,” Colette enthuses. “In the food industry, standards are improving on almost a daily basis, and frankly our operations in Cork were not futuristic enough to respond to this in the long-term. As a result of this we invested a considerable amount in building a facility that will allow us to future proof the business and provide us with a strong platform from which to build upon going forward.”

can give this to them,” Colette says. Whether it is the creation of a new product line or the preparation of an old Clonakilty favourite, one thing is clear and that is that when it comes to quality there can never be any compromise. “Having a strong eye and ethos when it comes to quality has served us immensely well over the years, and allowed us to remain competitive in a changing business environment. While it is perhaps true that there are things that we could do that would make our lives a little bit easier, such as using dried onions in our recipe rather than the freshly peeled kind that we prepare each day, or use suppliers that could provide services at a cheaper rate, if those are things that even threaten to have an impact on the quality of our products we would never, ever entertain the idea. Quality is what Clonakilty has always been known for and we have no desire for that to change,” Colette concludes. D www.clonakiltyblackpudding.ie

Visitor’s centre The new facility will also play host to a new direction for the company, when it officially opens its own visitor’s centre later in 2018. “We have found that more and more people each year come to Clonakilty wanting to know and see how our blackpudding is made,” Colette explains. “In response to this we are creating an audio-visual experience for visitors to our facility to get a real feel for the history of the product and a sense of the value of our operations. In doing so we also look forward to becoming an essential part of the town’s bustling tourism industry.” With its return to Clonakilty complete, the focus of the business turns to both the introduction of new products and its desire to capitalise on opportunities across the UK, which it still sees as being the source of its greatest growth potential. To achieve this, Colette and her team will be working harder than ever to advertise the quality of Clonakilty’s products and the ingredients that go into them. “Where new products are concerned, we are constantly interacting with our customers, listening to their ideas and thoughts in order to find out what they want, and how we

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Exemplary recycling

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Infinitum AS

Kjell Olav

Infinitum runs Norway’s highly efficient deposit and recycling system for plastic bottles and aluminium cans that underlines the country’s leading role in tackling environmental issues

orway is a country, which takes its environmental responsibilities seriously. The past few decades have been marked by growing concerns over the high levels of product waste that countries dispose of, and the impact it has on natural resources. Recycling has logically become an area of development, and Norway takes pride in introducing some of the most successful recycling schemes across the whole of Europe. Infinitum AS is one of the organisations that has continuously contributed to the name Norway has made for itself. It administers the nationwide deposit and recycling system for non-refillable beverage packaging that encourages people to return their empty plastic bottles and aluminium cans, and get a refund. Kjell Olav A. Maldum, managing director of Infinitum, explains how the scheme works: “Producers and importers of beverages, either in cans, or in non-

refillable bottles, can register their product. They pay the deposit, plus an EPR fee, to Infinitum, to label the bottles and cans with the deposit symbol. The consumer pays for the deposit when they buy the product, but when they return the empties, they get it back from the store. In turn, the retailers get the deposit refunded from Infinitum.” Norway has had a deposit system for over 100 years. It started with glass bottles. In 1972, the first RVM (reverse vending machines) were installed. Refillable plastic bottles replaced the glass bottles in the 90’s. When cans and non-refillable plastic bottles came on the market, the industry and manufacturers concluded that they had to set up a second company to handle the new packaging. That was the start of Infinitum. The company was founded in 1996 by beverage producers and the Norwegian grocery sector, as the two industries first decided to launch the deposit system for recyclable cans, and later for plastic bottles. Prodded

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by Norwegian legislation, according to which all beverage cans and bottles were subject to environmental tax (when the collection rates is above 95 per cent the environmental tax is zero; the levy on plastic bottles and cans was removed in 2012/13), the two industries started the scheme in an attempt to increase the collection rate of bottles and cans, and reduce their environmental levy. Meanwhile, the Norwegian Government set out to incentivise those who reach a return rate of 95 per cent further, by completely exempting them from the tax.

Efficient process 2012 was a landmark year for the deposit system. It was at the time when non-refillable bottles eclipsed refillable ones in use, which allowed the significant scale-up of Infinitum’s activities that ensued in the period from 2015 onwards. The shift turned out to be a powerful motivator for the Norwegians, who are now depositing

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more units than ever before. In 2016, the one billion empties threshold was crossed, denoting a three-fold increase since 2012. Infinitum has invested approximately £8 million in its sorting plants used to record, process, and prepare the returned bottles and cans that are then sent in compressed cubes for high grade recycling. The cans are melted into aluminium sheets from which new cans or other types of aluminium products are manufactured, while the

plastic bottles are sorted, shredded, cleaned, and dried into plastic flakes, which are in turn moulded into preforms, and then bought by producers for the production of new bottles. “Plastic is a very efficient material,” Kjell Olav opines. “Glass bottles require 34 times more energy in production. There have been calls for banning plastic bottles, but this is not the solution. We can continue using them, as long as we can set up cost-efficient collection and recycling schemes like ours and the other Nordic countries.” He regards the presence of official regulation as one of Infinitum’s biggest strengths, adding that the fair system allows every participant to get paid, which has led to long-term partnerships on both the collection, and the recycling sides of the process. One of the highlight projects for Infinitum at the moment has seen it enter into partnership with Norway’s largest online grocery store, Kolonial.no.

Infinitum AS Together, the two companies set up a system that will enable the collection of empty bottles and cans directly from households. “It is an attempt to get empties from those consumers who do not do their shopping physically, but opt to order on the internet, instead,” Kjell Olav explains.

Impressive goals In 2017, the company focused on the optimisation of its internal operations, in order to better its services. “We implemented new IT solutions for monitoring the value chain,” Kjell Olav points out. “Another positive development was perfecting traceability in the logistics chain to help us reduce

costs. Moreover, we introduced some changes to our transport packaging, so that we could increase efficiency and material quality.” The main goal is to increase the collection rates and increase the recycling yield to lowest possible EPR cost.

The EPR cost that producers add to the price of plastic bottle stands at 0.18 Norwegian krones per unit at the moment, and Kjell Olav’s ambition for 2018 is to reduce it by nearly 50 per cent, down to 0.10 krones. The EPR cost for cans are 0,00 NOK. “We are also working to increase the collection rate through the RVM (reverse vending machines),” he reveals, also noting that the reigning longterm objective at Infinitum is to achieve a 100 per cent collection rate. “In the future, we will be looking to expand the deposit system to include new type of drink containers, and also establish a new recycling plant for plastic bottles,” Kjell Olav concludes. D www.infinitum.no/english

TRIOPLAST NYBORG A/S Trioplast have a history of customer centric innovation, where together we find new ways to create value for the benefit of the end user. Together with INFINITUM in Norway, a totally new concept for reverse vending machines was developed; The StandAlone bag, a game changer for the recycling industry. The welded bag comes with a multitude of values for the end user, such as the ability to stand by itself and to be stacked in a pile with great stability, handles for easy carrying, as well as various printing options. WE ARE INNOVATORS.

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Cheesy does it

I Prima Cheese is future-proofing its business with a substantial expansion of its facility, hoping to attract new customers once the project is completed later in 2018 56 www.foodchainmagazine.com

t is likely that you have already been an indirect customer to Prima Cheese, as its products are used in a multitude of items across the world. The family-owned business, specialising in shredding and blending of cheese for pizza and pasta, has experienced a marked growth, making it one of the UK’s leading manufacturers. The company’s slogan, ‘Prima Stretches Further’ nails perfectly the current condition of the business. At the moment, Prima Cheese is undergoing the biggest expansion in its history that will see its facilities stretch to a size of 100,000 square feet upon completion. Nima Beni, who is the company’s Operations Director, tells us more about the expansion programme: “This is the main highlight for the company now. It started towards the end of 2016, and is scheduled to finish this year. The first phase, which has

already been completed, involved the creation of a new warehouse space for warm materials, and we are now well into Phase 2. During this stage, we are building new chilling and freezer spaces, as well as a loading base. The following two phases will then cover the production side. We are installing a state-of-the-art production line, and an innovative block line. These stages will start in May, and we expect them to end in August or September. Once the whole programme is finished, we will be nearly twice as big in size.” 2017 was a year in which Prima Cheese decided to “hold the horses a little bit”, as Nima puts it, and reevaluate its processes, making sure that everything is being done the right way. “The work we do in one year is not really for that year, but for the year after. This is why, after we were particularly strong product-wise in 2016, we slowed down a little last year, to check that

Prima Cheese we are efficient in our services, and in the relationships with our clients,” he reasons. Nevertheless, Nima singles out Prima Cheese’s Elite brand as the company’s best-performing product in 2017. “It is our fastest growing brand, and I think it might even be the fastest growing product in the entire foodservice market. The Elite label is our premium product, and we wanted to make sure that its quality reflects that. The work we put in to achieve the consistency in quality we were aiming for, resulted in us gaining a lot of new customers, and increasing our market share at the expense of our competitors.”

Export success Only six years after the company first commenced its export trade, the sector has grown to contribute a hefty quarter of Prima Cheese’s overall turnover. It is the area that has improved most

as in Malaysia and Singapore, which are countries with lots of expats. These are all regions that are open to the introduction of new products, and we hope to gradually develop the trend,” he explains.

Solid trends

significantly, and Nima assures us that new opportunities for international sales will be sought proactively in the years to come, with the Asian market, in particular, offering a niche Prima Cheese products can fill in. “We are looking to increase our presence in Asia, because it is a growing market for products like cheese that have historically not been in the people’s diet, but are now becoming very popular. We entered new markets in China, the Philippines, and South Korea, as well

It is genuinely impressive how Prima Cheese blends its levelheadedness with the determination to target new markets, even if they are at a considerable distance from the company’s core market, which is pizza cheese. This is evident from the plans Nima shares with us, according to which, new Prima Cheese vegan products could see the light of day by the end of 2018. “I can see that these new, alternative products are gathering speed in the market. Truth being told, they are more popular in the retail sector than in foodservice, but a lot of restaurants and hotels are beginning to show interest in them, which is a cue for us that this might become a solid

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Prima Cheese trend. People’s perception of food has changed. They now place more emphasis on the quality of food they consume, and the ingredients it is made of. The vegan foods are shown in a different light today than they were a few years ago, and people are more open to trying them. If we look at the pizza market, in particular, where we are best-positioned, pizza shops will not really buy into the popularity of vegan options unless there is a massive necessity to do so. On the other hand, restaurants and local authorities, such as schools, are increasingly attempting to introduce reduced fat, and vegan products, so we are definitely going to look at the opportunity, and try to offer new brands that cater for the market’s needs.”

Community spirit As Prima Cheese is undoubtedly going strong, Nima lists some of the paramount factors for the continuous success the company is enjoying: “The first thing I would always say is that having good people within the company is key. You need to have skilled team members in every department, in order to respond

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to customer demands better. For us, retaining staff is very important. We have people who have worked for the company for many years, and have gradually climbed up the ladder to become managers, and we want to ensure that our staff are kept motivated and never short of progression opportunities.” He also pinpoints the clear structure the business has created, so that all the procedures are executed in the most rational way. “Our straightforward structure means that directors have more time to talk to customers, and develop various systems and policies. It has untied our hands, and allowed us to sit back and think of new concepts, without much pressure, because we know we can rely on our teams, as everyone knows what is expected of them,” Nima analyses. It suits a big company to reach out to the community it operates within, and Prima Cheese is not an exception. The firm has been known for its active involvement in various initiatives, and Nima mentions one of the most recent events, in which the Prima Cheese team took part collectively. “We participated

in the Great North Run last year. Sixteen of our employees, including myself and the Managing Director, got involved, and we managed to raise £11,000 for Cancer Research. We encouraged our customers and suppliers to donate to the cause, and they happily did so. Everyone devoted their personal time, effort, and money to get engaged. We want to stay involved in local activities as much as possible, because it is a way for us to give something back to the community.” Turning his attention to 2018, Nima reiterates the necessity to finish the expansion project on time: “This is the big priority for us, because once the expansion is finished, we will be able to go for new customers more actively. We have been moving up very quickly, and we have placed substantial investment in the project, so we need to make sure that we know what we are doing. Our goal is to find ourselves in an even stronger position when the expansion is complete, and this might mean reviewing certain areas and streamlining the process, where necessary,” he wraps up. D www.primacheese.com

Ragus Pure Sugars

The sweetest thing

Using only certified sourced raw materials, Ragus develops customised pure sugar formulations for major food, drink and pharmaceutical companies around the world

t is broadly accepted that the first refined sugar appeared in India, approximately 2500 years ago, with the technique soon spreading east towards China, and west towards Persia. It would ultimately reach the Mediterranean in the 13th Century, with Madeira becoming the first place to cultivate sugarcane for large-scale refinement and trade during the late 15th Century. In the decades that followed sugarcane plantations became established in South America and the Caribbean, fuelling the demand for sugar in Western Europe. By 1750, there were 120 sugar refineries operating in Britain alone, producing a combined output of 30,000 tonnes per annum. Fast forward to today and sugarcane is the world’s third most valuable crop, after cereals and rice, and occupies

close to 27 million hectares of land across the planet. Established in 1928, Ragus traces its own heritage back to 1880, when brothers John and Charles Eastick opened a sugar analysis and consulting practice in the centre of London. Charles’ enthusiasm led him to begin experimenting with the by-products of the sugar refining process, an enterprise that led to the formulation of Golden

Syrup as well as a number of specialist sugars and fruit-based goods. This was the work that led to creation of the business that exists to this day, a full-service global operation supplying hundreds of tonnes of pure sugar products to customers every day. “Ragus is a leading UK importer and manufacturer of pure sugars and syrups, occupying a unique and knowledgeable position within the sugar market thanks to a heritage that is almost unrivalled, combined with passion and a dedication to a single product that is the gold standard in sweetening, and that is pure sugar,” explains Ragus’ Director, Ben Eastick. Using highly efficient processes and smart technology, Ragus is able to deliver its pure sugars and specialist blends on time and in full to its

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customers, which include artisan bakers, brewers and a host of well-known blue chip global brands that have sugar products at the heart of their individual offerings. “The applied expertise of our team helps to produce a diverse range of products, with variations of texture, colour and taste for baking, brewing, confectionary and pharmaceutical applications,” Ben continues. “The raw materials that go into said products are all sourced from certified suppliers, with cane sugar originating from African, Caribbean, South Asia and Pacific countries, and beet sugar from within the European Union.”

Unique skills

The creation of Ragus’ sugars and syrups is supported by manufacturing processes that are certified to BRC and ISO 9001 standards, while all incoming materials and finished products are tested using the highest forms of industry standard equipment. Samples are then kept for a minimum of 18 months to allow for full traceability. This equipment is concentrated within the company’s UK sugar manufacturing

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Ragus is a leading UK importer and manufacturer of pure sugars and syrups, occupying a unique and knowledgeable position within the sugar market thanks to a heritage that is almost unrivalled

facility in Berkshire, which it moved into in 2012. “Our bespoke factory produces highly specialised pure sugar products for mainly industrial use,” Ben states. “What we do is source specific sugars to match our customers exacting requirements, which is a unique skill to possess within our industry. As such, our factory has been designed around these factors to produce batch processing. The move into this factory enables us to double our production over our previous plant through operational efficiencies, however the unprecedented demand we have seen for our crystalline sugars has meant that further investment is required to increase our capacity of these bespoke sugars.”

Efficient operations One of the world’s most advanced sugar manufacturing sites, the machinery therein has been custom-engineered to help it achieve its goal of cutting carbon emissions year-on-year, while specially tailored technology and processes help it to reduce water consumption in sugar manufacturing, as well as enhancing production and packaging efficiencies.

Ragus Pure Sugars These latter traits form part of a company-wide CSR strategy that incorporates eight key pillars that are embedded into Ragus’ vision and operations. The pillars cover health and safety, quality, employees, sustainability, supply chain, society and risk management. Each is unpinned by statutory requirements as well as added-value activities that help to demonstrate its commitment with actions. It is this approach to its activities that has seen Ragus achieve quality assurance and ethical standards accreditations from the likes of Sugarmark, the Organic Food Federation and Fairtrade, and it was one of the earliest members of BONSUCRO, the international, multi-stakeholder organisation established in 2008 to promote sustainable sugar cane. One of the highlights for the company in 2017 was the abolition of European sugar beet quotas. This event marked the first time that producers have been freed from marketing limitations since 1968, and provides a platform for the industry to grow from in 2018. It is also during this calendar year that Ben and the rest of the Ragus team plan to ‘stick their heads above the parapet more’ to take advantage of sugar reforms, while also mounting a case for the benefits of using pure sugars, over alternative sweeteners. It is the company’s stance that no other sweetener performs all of the combined functions of pure sugar, and replacing it means adding binding agents, colours and preservatives. The result is that the end product becomes

less natural and more expensive to produce. The focus instead should be on either portion control or using different types of pure sugars to achieve better results. For example, the use of inverts, golden syrups and treacle in low-fat products can reduce total sugar content, as well as energy, labour costs and machinery requirements, over granulated sugar.

“Our long-term objective is to help to educate the food industry of the natural benefits of using our products over lesser alternatives,” Ben concludes. “We intend to do this against the backdrop of meeting increased demand for our goods by producing up to 50,000 tonnes of bespoke pure sugars and syrups per annum.” D www.ragus.co.uk

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The taste of

tradition Always Bagels has gained a reputation for producing classic, old-fashioned boiled bagels, which has helped it stock its products in in-store bakeries all over the United States

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f we are to judge by the successful exploits of Always Bagels, the American of today’s taste in bagels still leans towards the more traditional, old-fashioned boiled type. The history of the company began in 1985, when it opened its first retail bakery in Port Jefferson, NY. Three more bakeries followed in the next few years, but the major breakthrough came in 1996, when Always Bagels opened its first wholesale facility to meet the increasing demand for its products from local hotels, restaurants, and supermarkets. Only seven years later, in 2003, the company’s operation had grown to such an overwhelming level that it was ready to open a 30,000 square feet facility in New York, which it still uses to date. And in 2009, Always Bagels expanded again, opening a fullyautomated, 75,000 square feet factory in Pennsylvania. FoodChain got in touch with Always Bagels’ President, Tony Pariti, to learn more about the company and the way it wins over its customers. “Over the years, consumers have been educated on the quality and the differences of certain products, and they recognise our unique manufacturing process as a bringer of classic-tasting bagels,” he begins.

“We employ scratch recipes to make our bagels, which means that there are no pre-prepared bases or mixes, and in order to give the product stronger flavour, we have settled for longer retarding and bake times for the bagel to achieve a thick crust and shine. Our experience has shown us that people prefer a crisp exterior and a chewy interior with a slight pull when you bite,” Tony explains. Well-known for the versatility of its items, Always Bagels pampers its clients with a range of flavours, which include poppy, sesame, onion, blueberry, chocolate chip, and country apple among others. For Tony, however, the brand’s signature bagel is the Jalapeno Cheddar, part of its specialty/seasonal flavour selection. “It includes fresh jalapenos and sharp-aged cheddar, and is perfect for breakfast or lunch sandwiches,” he maintains. Always looking to create new tastes and concepts to attract customers and keep them excited, Tony and his team launched a new sprouted honey multigrain bagel with no sugar added, in 2017. “We work tirelessly with a thirdparty company that helps us develop new ideas and then we concentrate on their production. We are currently

Always Bagels driven by the need to target specific groups of customers with a new range of non-GMO, high-protein, and grain-based items. Our plans are to release these products in 2018.” When Always Bagels first entered the wholesale market, its target were the instore bakeries inside retail supermarkets. Having proven successful in this segment of the market, the brand has continued in a similar vein ever since. “The growth has been tremendous over the years, as we acquired chain after chain. It was done mainly through word of mouth, as different chains were looking at their competitors, and upon noticing that our products have become popular, they wanted us to supply them, too,” Tony narrates. Gradually, the brand has established a strong presence in most of the American states, having also set foot in international markets. Tony clarifies: “Our products are offered all across

Canada, and we have the aspirations to grow this market further, alongside our home market in the USA. We also supply to Israel and we are seeing a strong performance there, as consumers are becoming more aware of the leading quality of our bagels.” The availability of the best equipment is an integral part of Always Bagels’ everyday operations, and Tony has taken care of ensuring that the team has the most efficient technology at its disposal that will help it work its magic. “When we built our facilities, we bought cutting-

edge equipment, and we continue to invest regularly in upgrades. The most recent investments we made consisted of the purchase of a new tunnel oven loader, a step proofing system, and a board accumulation system. They all facilitated the production process and improved our efficiency.” Investment in new equipment is guaranteed to remain on the agenda for the company in 2018, but its ambitions spread even further with the planned expansion of its Pennsylvania facility that will start this year. “The expansion is necessary, because it will allow us to ramp up capacity, thus meeting the growing demand from customers for our everyday items, and the new products we are going to launch. In addition to this, we would like to keep an eye on possible mergers and acquisitions in the long-term that will help us reach the next level,” Tony wraps up. D www.alwaysbagels.com

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Built on milk Recognised as a trusted supplier in northern England, Hanover Dairies preserves the tradition of doorstep milk delivery, thanks to its large network of franchisees and independent milkmen

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peaking with Hanover Dairies’ Managing Director, Tony Baldwin, left us with the feeling that we have been privileged to peer behind the façade of a business that maintains an activity lots of people might have nearly forgotten about, but which is still there, and still going reasonably strong. The doorstep milk delivery has been the specialism of Hanover Dairies for over 40 years, and everyone at the family-owned company is just as passionate about serving the local community today, as they were in 1976 when owner Trevor Hanover started the business with just one milk round. From its head office based in Blaydon, Tyne and Wear, Hanover Dairies first became a renowned local business in the North East with depots in Newcastle, Sunderland, and Middlesbrough, before subsequently expanding in the North West approximately nine years ago, which coincided with Tony’s stepping in as Managing Director. He remembers: “Since we grew into the North West,

we have got 30 per cent of our business there. We have depots in Blackpool, Preston, and Atherton, as well as one in Scotland, where we began trading seven years ago. I think the business has doubled in size in the last decade.” As the company grew in number of milk rounds, a franchise model was created by the owner. “It has worked for us, because we give our franchisees the support and the freedom to do their job. We look after them as if they owned the business, and we always try to incentivise them. Every business comes to be different, everyone has different needs, and we try to cater for them all. However, the franchise model is just 50 per cent of the business, the other half is composed of independent milkmen,” Tony clarifies. “The strongest clientele for us is the amazing loyalty shown by our doorstep customers that represent 70 per cent of our business and is the area in which we invest the most. The public is not always aware that there is a milkman in the neighbourhood, and that they can benefit from the service they provide, but we work hard to get that message out there. “The milkman does not just deliver milk in all weather conditions he is also part of the community in the local area. He is the eyes and the ears of the neighbourhood in the early hours, and he takes the responsibility to serve the residents. This was highlighted in the recent server weather conditions when ‘the beast from the east’ caused havoc in the northeast; our milkmen still braved the weather and worked tirelessly to complete all deliveries when most of the big supermarkets ran dry. One of the reasons why we keep succeeding is because we are passionate about the service we deliver, and we insist on going the extra mile to help the customers and accommodate all of their needs,” Tony enthuses, sharing with us the backbone of Hanover Dairies’ philosophy. “Along with caring for its customers, the company aims to do the same for its franchisees and independent milkmen, making them feel secure. “It happens that a milkman gets ill and cannot go out in the morning, but our smooth back-up structure ensures that there will always be someone who will deliver the milk. We are one of the few UK companies

Hanover Dairies that has embedded a scheme like this. Similarly, we have spare vans in our depots, so if one breaks down, we can replace it easily. Effectively, the customer is the end beneficiary of these procedures, because they will get their delivery on time,” Tony maintains. He also emphasises the company’s commitment to generate more business for local suppliers: “We always buy from local processors and then supply to local customers. This helps us create valuable relationships and marks our presence in the community.”

Charity work This article started with us marvelling at the passion of Hanover Dairies’ management team, employees and milkmen to keep the beautiful tradition of doorstep delivery in local communities alive. However, there is another side of the company’s activities that made particularly strong impression on us, and this is the vast amount of charity work it has been doing for the last ten years. Hanover Dairies has become an active partner of Rainbow Trust Children’s Charity, an organisation that provides emotional and practical support to families whose child has a life-threatening or terminal illness, and this is all thanks to the complete devotion of Trevor Hanover and his willingness to give something back to the community. “Trevor wanted to get involved personally and every year he does something different for them. For example, in 2008, he walked the highlands and lowlands of Scotland, from Glasgow all the way up to Inverness, to raise awareness of the cause, and in November 2017, we held our fourth charity fundraising ball, at which we raised the unbelievable amount of £51,000 for the organisation.” In 2017, Hanover Dairies organised another remarkable initiative when it took four Rainbow Trust families, each for one week, to the Center Parcs at Whinfell Forest Cumbria, where they enjoyed a holiday together. “This year,” Tony reveals, “we aim to increase the number of families to eight. The experience we had last year humbled and inspired us to continue with our charity work, and always look for developing new concepts for noble initiatives.”

When serious illness affects a child, family life is turned upside down and time becomes more precious than ever. Rainbow Trust pairs each family with a dedicated expert Family Support Worker to help them face and make the most of each new day. Finally, Tony mentions one of the objectives the company will pursue this year. It is related to the reduction

of plastic waste, which, according to him, has been neglected, whilst growing to threatening levels. “We need to know better how much waste could be recycled, instead of tipped into the ocean. Twenty-five per cent of our milk comes in traditional glass bottles and we want to encourage more people to reduce their usage of plastic packaging, and turn to a reusable material like glass. We are preparing a few adverts to popularise a campaign, called ‘Back In Glass’, and this will be a major focus for us this year.” We think Tony sums up the issue in this simple statement. “I can not believe that intelligent, responsible people deliberately throw plastic into the worlds oceans. So, where does it all come from? Its time for our governments and world leaders to be held accountable not only to answer this pressing question but implement solutions to resolve it.” D www.hanoverdairies.co.uk

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Serving millions Graysons started 2018 strong, securing two major contracts worth over £2Mil, while continuing to cater for their core customer and client bases, which include the British Library and The Francis Crick Institute

ed by their founding principles of serving customers passionately by delivering creatively-prepared meals, cooked with the freshest and most local ingredients, Graysons has been thriving in the catering business for a decade now. The firm was established in 2008 by industry leader and innovator Sir Francis Mackay, and today they provide services to recognisable institutions such as the Commonwealth Bank of Australia and the Royal Over-Seas League. Graysons’ capabilities include running staff restaurants, cafes, and corporate hospitality suites on behalf of their clients, managing conference and event venues, and operating high street cafes and restaurants. The Graysons Restaurants division serves organisations, large and small, covering corporate headquarters, law firms, television broadcasting centres, and manufacturing facilities. The business is also well-versed in catering for a variety of events through their Graysons Venues department. Under it, Graysons operates fine dining and brasserie style restaurants seven days a

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week, managing the sales and marketing of the venues, delivering private dining, major conferences and awards dinners, weddings, and day-to-day meeting rooms. Their flexibility allows them to accommodate any requirement their clients might have, from setting up a meeting for two, to catering an outdoor event for thousands of guests. Among the most popular high street restaurants run by Graysons, are two venues at the British Library, as well as the Café in the Crypt at Christ Church in Spitalfields and Hanbury Hall Coffee Shop on Brick Lane. It would be right to assume that catering for one of the most famous libraries in the world has raised the profile of Graysons significantly. They offer their services at both the St. Pancras and Boston Spa locations, and in the capital, the Library welcomes approximately 1.6 million visitors every year, who can be treated to a range of modern hot meals, soups, artisan sandwiches, and cakes in its Graysonsmanaged public restaurant. In addition to this, the caterer operates the Library’s main café, where they serve artisan

Graysons coffee, light meals, and salads, and another café on the Piazza – an artisan coffee shop, also serving homemade cakes. Last but not least, Graysons manages the Members’ Room and Members’ Bar, where they serve salads and small plates, grazing sharing platters, afternoon teas, and trendy alcoholic and non-alcoholic beverages. In East London, Graysons began catering for Christ Church, Spitalfields, following a major renovation of the 18th century Anglican church. They now operate both the Café in the Crypt restaurant, and a separate café on Hanbury Street. The company has also taken the task to market the venue, and they manage events in the Nave, the Crypt, and in Hanbury Hall, ranging from intimate dinners to large-scale awards dinners, parties, music gigs, and numerous wedding receptions. Another important partner of Graysons’ is The Francis Crick Institute in London, one of the country’s largest biomedical research centres, which opened in 2016. Its state-of-the art building houses up to 2000 people, and in it, Graysons operate a sizable staff restaurant, an artisan coffee shop, and a public café. The company has also been catering for QVC since 2012, when the shopping channel moved its premises to its current location in Chiswick Park, in west London. Challenged to serve a busy media centre, Graysons has opened a new restaurant with an open flame oven, a deli bar, and a separate coffee shop in the reception area. Graysons make no compromise with their principles, always ensuring that they source only the freshest ingredients, delivered by local producers. Their ethos says that food must be tasty and honest, and quality food can only come from exceptional ingredients. The company takes pride in their ability to cook from scratch, using authentic and natural products, prepared in ways that preserve nutrition and deliver healthy, but tasty dishes. Graysons are enthusiastic about educating and sharing with their customers their passion for quality seasonal food, and about promoting natural, sustainable, and enjoyable food that not only supports local British suppliers, fair prices, Fairtrade, and ethical

sourcing, but also encourages creative food and drink, which is imaginative, flavoursome, and absolutely on-trend. With an already impressive portfolio of clients, and the upholding of strong beliefs of how food and customers alike should be treated, the news that Graysons has secured two major contracts early in 2018, comes as no surprise. The caterer launched their services at Ricardo, an engineering, environmental, and strategic consultancy in Shoreham, West Sussex, in early

January. The newly-signed contract is worth over £1.7 million, engaging Graysons to provide hospitality services for a period of five years. The company also won a contract with IOP Publishing, a publishing house based in Temple Meads, Bristol, which is also a subsidiary of the Institute of Physics. The £550,000 agreement will see Graysons provide catering services for IOP Publishing in the next three years, managing the company’s staff restaurant, and taking care of the 340 employees working onsite. Evidently, Graysons are enjoying an exciting increase in their workload, and a greatly enlarged footprint, meaning that we can expect them to remain in the centre of the catering industry in the near future, thanks to their outstanding customer care, inspired preparation of dishes, and prowess in event management and innovation. D www.graysonsrestaurants.com

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Coffee with a smile Having perfected its franchise model, Scooter’s Coffee is growing rapidly to become one of the leading drive-thru coffeehouse chains in the Midwest states of the USA

cooter’s Coffee is one of the buzzing coffeehouse chains in the USA at the moment. The Midwest-based franchise has received two prestigious awards since the turn of the year, including being presented with the 2018 Top Franchise Award by Franchise Business Review, as well as ranking at number 29 on Franchise Gator’s Fastest Growing Franchises for 2018 list. These feats, whilst impressive, cannot be regarded as particularly surprising, given the unprecedented growth Scooter’s Coffee has reached in the past few years. Since the franchise model was introduced in 2002, the company’s operating stores tally has reached 175 locations in 13 states. What is more significant, though, is Scooter’s plan to open 75 new stores within the next couple of years, starting with 35 sites in 2018. The company is by no means short of ambition, and it has explicitly claimed its intention to

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Store Manager Zac at 180th & Burke in Omaha, Nebraska

be the USA’s number one drive-thru franchise. The start has been more than encouraging but as noted in a promotional video on Scooter’s website: “If you think of us as a 20-chapter book, we are still in the second or third chapter.” Todd Graeve, Scooters CEO, Don Eckles, Scooters Founder and Mike Rogers, who is Scooter’s COO, all agreed to talk us through the path the business has walked so far, sharing the company’s core values and biggest assets, as well as its long-term aims. “The first drive-thru coffeehouse in Bellevue, Nebraska was opened in 1998 by Don and Linda Eckles and that marked the birth of Scooter’s Coffee,” Mike Rogers, COO begins. “The venture attracted considerable interest in the market as more stores opened in subsequent years, which led to the introduction of the current franchise model in 2002. The exponential growth

Scooter’s Coffee

‘

Proven concept, the Drive-Thru Kiosk

We spend a significant amount of time and energy ensuring that each and every of our locations executes our brand promise: Amazing People, Serving Amazing Drinks, Amazingly Fast

we have experienced over the years taught us a lot of lessons, especially when it comes to learning how to stay ahead of the growth curve through proactive resource assessment and increased investment in people,” Don Eckles, Founder shared.

Family values Scooter’s Coffee appears to be a company with inherent sense of promoting family and communitybonding values through friendly service. In fact, the very name of the company is a good example of the family-inspired entrepreneurial spirit embraced by founders Don and Linda. Back in 1998, their daughter was nicknamed ‘Scooter’ and so this became the popular choice for the new company’s name. It also reflects the chain’s mission to offer fast and efficient service by helping customers scoot in and scoot out quickly, thus keeping them satisfied.

This admirable business philosophy was reiterated by Todd Graeve, Scooters CEO, on a number of occasions during our conversation, and it seems to represent a defining characteristic of Scooter’s identity. “When we partner with our franchisees, we strive to engage with them in a way that will make them feel as a real and truly valuable part of the Scooter’s family. To achieve this, we have made sure that we have a firstclass operational system that offers all the support our franchisees need to be successful. “We spend a significant amount of time and energy ensuring that each and every of our locations executes our brand promise: Amazing People, Serving Amazing Drinks, Amazingly Fast. The three primary strengths to which we owe the success of the business are our dedicated, world-class leadership team, the top-quality coffee we use, and the business model we have adopted,

the one of a drive-thru kiosk. We have spent years of honing and perfecting it, to reach the position we find ourselves in, at the moment,” Mike Rogers explains, taking pride in the fact that Scooter’s only roasts from the top ten per cent of specialty coffee beans in the world. What is more, it has been just over a year since the company began sourcing only shade-grown coffee beans through its partner, The Arbor Day Foundation. Making a choice of this kind speaks of Scooter’s commitment to operate in an environment-friendly way. It has been estimated that one cup of shade-grown coffee offered by the chain, amounts to two square feet of saved rainforest. It is of no lesser importance that when their produce is more extensively used, shadegrown coffee farmers from Latin America receive fairer wages for their labour. Further to that, local infrastructure and better access to healthcare and education are forged in the region.

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In terms of geographical footprint, the Midwest remains a stronghold for Scooter’s, and this is a result partly of the chain having its roots in Nebraska, and partly due to the targeted business planning that has taken place over time. “We concentrated on expanding in the Midwest, because we wanted to keep our resources focused, and since we had already established our market presence in Omaha, places like Lincoln and Kansas City, Missouri have proven very successful,” Todd Graeve points out.

Grand Prairie Foods Grand Prairie Foods is a top food manufacturer in the Midwest. Serving our customers the best quality foods has been our number one priority since day one. We specialize in multiple production capabilities including private labelling and copacking. Our co-packing process allows our team to work hand in hand with customers to innovate new products that best meet their needs. Our three facilities are SQF level 3 Certified.

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Focus on training Scooter’s expansion dictated the inevitable growth in manpower and the need for a larger office for the company, and this is where the most recent investment has been placed. Don Eckles details: “We are moving to a new Scooter’s Coffee National Headquarters, based in Omaha, which Renderings of the new Scooter’s Coffee National Headquarters

Scooter’s Coffee

will house a much larger warehouse, bakery and a roasting facility, along with more office space. The property will give us more room to expand capacity as the franchise system is expected

to continue growing in the next five to ten years. We are accommodating a best-in-class training facility in the new headquarters, too, with a fullsize and fully operational drive-thru Scooter’s Coffee store. Our intention is to elevate and strengthen our training department, training systems, and overall output. In addition to this, we are planning to create approximately 20 new jobs in our corporate office within the next 18-24 months.” With the company being steady on the highway to ongoing success, and plans for the future firmly in place,

Don, Todd and Mike insist that Scooter’s will stay true to its system of values in the years to come: “In the midst of success, we will walk in humility. While we grow our business, we will attend to the success of others, too. We will be kind and compassionate, while competing with intention and excellence. Greatness as a company will often be reflected in the small things we did for others along the way. We are confident that we will have a richer and much more meaningful business journey if we always remember this,” they enthused. D www.scooterscoffee.com

Arbor Day Coffee Did you know that coffee can taste amazing and change the world? Arbor Day Coffee - brought to you by the Arbor Day Foundation - is not only delicious, but also grown in harmony with the rain forest. The surrounding trees reduce the need for fertilizers and pesticides and help to produce a coffee bean with a richer, fuller flavor. Arbor Day Coffee also supports farmers who help protect delicate rain forest ecosystems. By preserving existing rain forest and planting more trees there, the coffee farmers are providing habitat for the rare and wonderful animals that live there. This coffee is also carbon-negative, meaning the Arbor Day Foundation has offset twice the amount of carbon emissions created by the coffee’s entire production. From seed to cup, one pound of roasted coffee produces an average of 11 pounds of carbon. A total of 22 pounds of carbon is offset for each pound of coffee. This is the kind of impact that can help slow climate change. Good for the farmers, good for the rain forest, good for the world, great in your cup. Choose Arbor Day Coffee and help to change the world, one cup at a time.

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A pinch of excellence

BUSIN ESS SOLUT I ONS Were you wondering how Nespresso cooperates with luxury hotel chains, of which AccorHotels, to exceed guests expectations and create value ? Discover Nespresso on nespresso.com/pro

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27/02/2018 16:12

AccorHotels

The lap of

luxury

A worldwide leader when it comes to hospitality, AccorHotelsâ€™ programme of expansion and targeted acquisitions today sees it renewing its push to be at the forefront of the luxury and upscale segment

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hen AccorHotels announced in December 2015 that it had signed an agreement with the Qatar Investment Authority (QIA), Kingdom Holding Company (KHC) of Saudi Arabia and Oxford Properties for the acquisition of FRHI Holdings Ltd (FRHI), parent of the Fairmont, Raffles and Swissôtel hotel brands, it marked an exciting new phase for the now 50year-old group. With the purchase of FRHI’s portfolio of 155 hotels and resorts, located in 34 countries across five continents, AccorHotels cemented its intention to create a worldwide leader in the luxury and upscale hospitality segment, adding its brands to a list that already included the likes of Sofitel and Pullman. The deal also allowed the group to strengthen its human capital with FRHI’s talented global workforce, which has a proven record in operating and marketing luxury hotels, and in

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turn meeting the evolving expectations of their clientele. FRHI’s portfolio includes legendary properties such as The Savoy in London, The Plaza Hotel in New York, Raffles Singapore, Shanghai’s Fairmont Peace Hotel, Le Royal Monceau – Raffles Paris and Swissôtel The Stamford in Singapore.

Dynamic organisation The history of the AccorHotels group dates back to 1967, when friends Paul Dubrule and Gérard Pélisson opened their first Novotel in France. At the time, theirs was a business model that few believed would translate into longterm success, however it was through the pair’s creativity and boldness that the boundaries of what was possible in the hospitality industry moved dramatically. The result of the pair’s efforts is a group that today owns over 20 different brands, operates some 4200 hotels and employs approximately 250,000 ‘hospitality experts’.

AccorHotels One of many such experts to join the AccorHotels fold following its acquisition of FRHI is Martin B. Jones, whose 35 years of international expertise as a food and beverage leader sees him today holding the position of Vice President, Food & Beverage, Europe – Luxury Brands. “As a group, AccorHotels is a dynamic organisation and one that has never been afraid to take risks,” he begins. “The CEO of the core group has a clear vision when it comes to hospitality and is always looking at how we can grow value by diversifying our offering. Central to that is an ongoing programme of expansion, and it is this that led to the purchase of FRHI.”

Food strategy With said purchase, AccorHotels has also bought into FRHI’s unrivalled track record when it comes to food and beverage services. “AccorHotels has

always recognised food and beverage as being a vital part of its business, what with it making up some 40 per cent of its revenues,” Martin explains. “What it is striving to do now is put a renewed focus behind this area of the business, developing new ideas and concepts in order to solidify the group as a world leader in this space.” This focus comes at a time of ever-greater competition in the food space and this has spurred the group on to modify its approach in order to be more competitive. “Our efforts have turned somewhat so that we are not just fixated on the hotel guests alone, but also on attracting the local community into our restaurants,” Martin adds. “Our aim is to establish these locations as being integral fixtures of the areas in which they are found as we know that if we can attract local customers to our restaurants the hotel guests will follow.

www.foodchainmagazine.com 75

A leader in precision manufacturing of quality products for more than 40 years

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‘

...we are already starting to see the benefits of this work with those customers who know they can get a great breakfast often being encouraged to come back to our hotels for other meals throughout the day

“At ground level, we are currently concentrating on getting the basics right, making sure that everything we do we do to the best of our ability. This has begun with the re-rolling out of our breakfast across our brands, where we are focused on delivering quality and authenticity with our produce. We have also done a lot of work in responding to changing consumer trends, for example introducing plant-based foods, vegetarian, vegan and gluten-free items, and we are already starting to see the benefits of this work with those customers who know they can get a great breakfast often being encouraged to come back to our hotels for other meals throughout the day.”

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To use an old saying, it seems clear that the Luxury Brands division of AccorHotels is making sure it has all of its ducks in a row when it comes to ensuring the consistency and quality of what it serves across its various restaurants. “In addition to this,” Martin says, “we are also investing considerable time and effort developing new concepts and programmes within the food and beverage space. At the same time, we have a big focus on hygiene, and are working to improve our meeting and banquet spaces in order to cater correctly to today’s consumers.” What this approach does is guarantee that AccorHotels remains in touch with the world as it is today and with what its clientele wants from its hotels and restaurants. With new hotels that fall under the group’s banner opening almost every week, Martin and his team are unlikely to run out of opportunities to do things that are new and exciting with food and beverages anytime soon. D www.accorhotels.group

AccorHotels

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Svenska Retursystem AB

A simple, sustainable idea Svenska Retursystem is responsible for developing and operating an efficient reusable system that has helped to simplify and improve the distribution of goods across Sweden

or almost 20 consecutive years, the Swedish retail market has enjoyed positive annual growth, fuelled by a steady increase in its population and rising disposable income. A big beneficiary of this growth has been the food and beverage sector, with the country’s inhabitants spending approximately 12 per cent of their household budget on food and drink products, as per industry figures for

Schoeller Allibert Schoeller Allibert has been designing and manufacturing Returnable Transit Packaging (RTP) for over 50 years. Our sustainable packaging solutions offer efficiency, hygiene and cost savings for the food and food-processing sector, from ingredient supply to retail shelves. Through highly automated processing, intra-logistics stages and other food preparation robotised systems, our plastic packaging products offer unique and innovative alternatives to traditional methods. We are striving to help our customers to move towards the ‘circular economy’ by inventing and manufacturing packaging with the minimum quantity of material for a maximised service life. We also offer our EFSA approved recycling services to optimise resource use and reuse, avoiding waste and maximising the economic value of initial investment in our innovative packaging.

Svenska Retursystem’s Managing Director, Anna Elgh

2014. Those same figures show that the retail trade accounts for around 75 per cent of this expenditure, with the remaining coming from the food service sector. When it comes to the retail sector, Sweden has long held a reputation for being a hot-spot for innovation and the embracing of new ideas. A prime example of a business that encapsulates these traits is Svenska Retursystem. Owned and operated

by The Trade Association for Grocery of Sweden (SvHD) and the Swedish Food & Drink Retailers Association (DLF), the company was formed in 1997 to facilitate the development of an efficient reusable system for the distribution of goods. “The unique nature of our ownership structure has helped to provide us with a great degree of stability over the years and has allowed us to take a long-term view of what is a clear mission, and that

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Numafa is a leading global company specialising in industrial cleaning and handling systems. We develop, manufacture, deliver and service cleaning machines for both the food and non-food industry. Our core business lies in the cleaning of crates, pallets and containers to a high capacity, and with full automation across our system. As an internationally operating company, Numafa is constantly developing its machinery to stay in-line with the demands of the market. These developments are made in different areas to improve our machines, making them more technical (higher capacities, better cleaning), durable (lower energy usage, recycling systems for water and heat, and better ergonomics) and better controlled (management information systems, remote servicing and keeping up with the latest technologies). The above-mentioned improvements result in high capacity handling equipment, centrifugal dryers, optimal label removal equipment, water fine filtration systems and more!

In 2017, we realised part of a 30,000m2 state-of-the-art washing facility, together with Svenska Retursystem. At this plant, we have included all our most recent developments when it comes to cleaning equipment, energy saving and automation. Numafaâ€™s delivery to this system begins with four de-stackers and proceeds to two double track washing systems, both over 40 meters in length with high pressure cleaning modules for label removal. From there on, the system proceeds to four centrifugal dryers, followed by a bale-arm erecting unit to make sure the crates are stackable. A 3D camera system checks the position of the bale-arms, as well as the cleanliness of the crates (cmÂ˛ of label residue) and decides if the crate can proceed or not. If the crate can proceed, the crates are stacked up to pallet height and will be moved to the palletising equipment. However, if the crate cannot proceed due to lack of cleanliness, the crate goes to a special 140 bar high pressure cleaning machine where all of the labels are guaranteed to be sprayed off. After this special cleaning process, the crate is brought into the system again in front of the washer. The plant also includes a pallet washing system with a capacity of 400 large or 800 half pallets per hour. This impressive plant currently has the capability to wash approx. 10,000 large crates or approx. 17,000 small crates per hour. The design of our machines begins with the modular build-up of the machinery. From thereon, industry or product specific options can be added to create a machine suitable for your cleaning, drying and handling needs. Depending on the required capacity to be washed, dried or handled, and the type and amount of soiling, Numafa can provide you with the best solution needed.

Do you have a washing, drying or handling need in your company? Challenge us! Contact us through www.numafa.com, info@numafa.com or call +31 186 650 850 Or contact one of our Sales Managers, Olaf Andeweg, directly at o.andeweg@numafa.com

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is to work alongside Sweden’s food and beverage supply chain to deliver effective and sustainable distribution solutions,” explains Svenska Retursystem’s Managing Director, Anna Elgh. “Our first crates were delivered in 2001, and in the time since we have seen tremendous growth. Today we are delivering the same number of crates in a single day that we were in an entire year when we first commenced operations,” Anna adds. “We have grown to the point where the vast majority of the big players in our industry have specifically developed their automated processes in line with our pallets and crates, meaning that if we are not delivering, the industry grinds to a halt.”

Circular model

Svenska Retursystem AB

The food and beverage industry is becoming evermore reliant of digital technology and our SMART Pooling platform is an important step forward in meeting the evolving demands of our customers Additional benefits of the company’s units include the way that they are designed to protect primary packaging from impacts, thus reducing the amount of scrappage and food waste,

and the fact that the materials they are made from do not generate dust or wood chips, creating a cleaner and healthier working environment. The lightweight nature of the pallets, ten kilograms less than an equivalent Europallet, helps to lower transportation costs, while the use of chemicals that neutralise the pH level of washing water reduces the environmental impact of these activities. As you can see, the essence of this entire operation is the concept of ‘sustainability’. A life cycle analysis from 2016 revealed that the use of reusable crates reduced carbon emissions by

The system itself is based on reusable, durable crates and pallets made from recyclable plastic that help to support an efficient supply chain, from producer to wholesaler, and finally to the retailer. These crates and pallets can be used over and over, without compromising on quality. The company’s circular business model begins with delivery to the producers, where its reusable units are filled and delivered to the wholesaler. The wholesaler then transports these to the retailer, where the crates and pallets are emptied. The wholesaler then takes the units back, returning them to Svenska Retursystem, which then instigates a process of quality control and washing in one of its four strategically located plants, before they are ready to be used again.

Numafa Cleaning & Automation B.V. Numafa is a leading global company specialising in industrial cleaning and handling systems. We develop, manufacture, deliver and service cleaning machines for both the food and non-food industry. Our core business lies in the cleaning of crates, pallets and containers at high capacities, with full automation across our system. With over 2500 machines still operational worldwide and a high export rate, Numafa is a suitable, stable partner for your washing and handling projects, anywhere in the world. With Numafa’s technical developments, our focus lies on the reduction of energy consumption, the improvement of ergonomics and our working environment, and improving cleaning results. In the year 2017, we realised part of a 30,000m2 state-of-the-art washing facility together with Svenska Retursystem. At this plant, we have included all of our most recent developments in the fields of energy saving and automation.

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as much as 74 per cent, compared with equivalent disposable packaging, a figure that translates to roughly 30,000 tonnes of carbon dioxide equivalent.

Responsive to challenges With growth in the retail sector remaining relatively stable during 2017, Svenska Retursystem has focused more of its attention towards the growing food service industry. “Part of our growth strategy is to increase our presence within the restaurant, hotel and hospitality markets,” Anna states. “We have always been quick to respond to trends in our industry and having seen a big shift emerging within the food service field we recognise how important this area will be to our own future goals.” Another area where SRS is proving its innovative approach is through a new investment strategy. The company takes a 40 SEK deposit on its crates from customers, which is repaid when

the crate is returned. Over recent times SRS has launched a sustainable fund with its bank for this money, from which investments are made, and the fund has seen steady growth since it was created in late 2016, with SRS currently having invested more than 50m euros, and a total of more than 500m euros is now invested in the fund by all parties. The company’s ability to respond to rapidly challenging market conditions was further evident in 2017 with the launch of its new digital platform. Dubbed SMART Pooling, it offers the food industry of Sweden improved control and simplified administration over all types of returnable transport items, such as return pallets, roll cages, wooden pallets, dairy boxes and pallet collars, as well as offering substantial savings in both time and cost throughout the complete supply chain. “The food and beverage industry is becoming ever-more reliant of digital technology and our SMART Pooling platform is an important step forward in meeting the evolving demands of our customers,” Anna says. “It also forms part of our commitment to simplify the flow of goods in the industry, and we plan to extend this solution to more users over the course of 2018.”

Positive strides The company is also currently working on a system of incorporating smart sensors into its units, with a pilot project having recently been completed. “These sensors will allow our customers to track the location and temperature of their goods during transit,” Anna reveals. “This is a scheme that we believe can have further important implications when it comes to sustainability and improving the efficiency of the supply chain, and therefore we continue to work very hard towards rolling this out on a much wider scale in the future.”

IPG Intelligent Packaging Group Relationships produce results. This is something we firmly believe in at IP Group. As part of that philosophy we regard and value all of our customers, including Svenska Retursystem, as partners. A close dialogue paves the way to joint success - If you win, we win. We develop, sell and rent out intelligent, cost-effective packaging systems in 100 per cent recyclable plastic and aluminium, for companies in Sweden and Europe.

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Svenska Retursystem AB Having celebrated its 20th anniversary in 2017, growth opportunities for the business show no signs of abating. In response to this, and as a way of creating the needed capacity for it to manage increased demand for its pooling services, Svenska Retursystems officially opened the doors to its newest washing and distribution plant in Västerås, Hållbara Aros, in September 2017. “The opening of our new plant represents a huge step forward for the

company,” Anna enthuses. “The largest and most efficient washing facility we have opened to date, the plant will process 70 million crates and pallets annually. Being located in a logistical hub like Västerås also means that we can greatly improve our logistics network and reduce the environmental impact of our transportation activities even further.” The ramping up of this new, state-ofthe-art facility will be a big area of focus in the first half of 2018 for Anna and her team, and its very existence represents what she feels is a very bright future for Svenska Retursystem. “We see ourselves as being extremely well positioned today. We are excited about the positive strides the company is making in its digital development and will continue to make sure that we never waiver from working in the most sustainable ways possible,” she concludes. D www.retursystem.se

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taste in values A good

Westons Cider has achieved unprecedented growth by taking wise and bold decisions to constantly reinvent itself in an unpredictable business environment, while holding onto strong family values

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Westons Cider

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D4748 Reflex Labels Plus Magazine Full Page Advert CMYK.pdf

26/01/2018

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Westons Cider

t is a period of exciting development in the 140-year history of Herefordshire cider maker Westons Cider. The familyowned business enjoyed a year in which it saw its turnover cross the £60 million threshold, and the future looks even brighter with key new ventures already lined-up for 2018. The company’s Commercial Director, Geoff Bradman was happy to share with us his overview of the past year, the cornerstones of Westons’ philosophy, the company’s most recent developments, and the plans for the future that are intended to lead the business to even greater success.

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“It was a very good year,” he begins, “as we grew by just over three times the rate of the market. We have had consistent year-on-year growth, despite the general business environment becoming tougher and more challenging for everybody. We are very delighted with our performance, because it shows that we have been able to adapt and react to the everchanging market conditions.”

The company’s evolution did not go unnoticed by the industry, which presented it with numerous awards. “In 2017, our Stowford Press Low Alcohol and Rosie’s Pig Flat Tyre brands won the ‘Grocer Drinks Awards’ in the low alcohol and the fruit cider categories, respectively. We were also presented with the British Bottler’s Institute ‘Diploma Award’ for the Mortimer’s Orchard English Berry,” Geoff says. He puts this type of recognition in the wider context of the particularly strong year the company experienced in 2017: “These awards ratify and consolidate our position as a leading quality cider producer in the marketplace, as

Westons orchard

Reflex Label Plus Our story began with a vision of what the future could look like in packaging. We had a sense of purpose to create a more efficient way of working. This shapes the way we see, perceive and interact with packaging. Reflex creates a unique ‘Shelf Presence’ for our clients’ consumer products all the way from brand conception design to the final pack on the shelf. With operating sites across the UK, Reflex stands proud of our Great British heritage, and awardwinning design and print. We look forward to future collaboration with Westons Cider and wish them all the best in their future plans.

Fourth generation family member Henry Weston in the orchards

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they send a very strong signal to the consumers. They also indicate that it is the quality of our ciders and their premium nature that are the driving force behind our growth.”

This is where the craft of cider making kicks in, and Geoff likens it to wine making, at least in some aspects: “We normally have 16 cider bases, which we carefully analyse, and our cider makers blend those to ensure that we get a liquid of the highest quality that has passed through all the procedures we employ. Of course, cider making differs significantly from wine making in that it is unusual to get a decent cider from a single variety of apple. They get much better when blended. But it is still quite artful,” Geoff argues.

Bold decisions While market success is the visible product of Westons’ efforts, a lot of hard work and cast-iron business principles have carried the company forward over the years. “An overriding objective of our business is to maintain its family ownership,” Geoff insists. “We want to stay true to the original family and business values that have been ingrained into our long-term vision, as they keep us away from the pressures PLCs experience.” He goes on: “We can afford ourselves the luxury of making bold decisions, which may seem detrimental to the business in the short term, but they actually secure our position in the long run.”

The Bounds, Westons Cider, Much Marcle

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Another powerful characteristic defining Westons is its reliance, almost exclusively, on local ingredients. “We source 90 per cent of our fruits from within a 40-mile radius of our office in Much Marcle. We have developed long-term relationships with the most prominent growers in the region, who provide us with their best produce.”

Product launches Westons’ performance in 2017 illustrated the company’s enviable ability to enshrine its traditional values, while deftly adapting to the changes that occur in the marketplace. Geoff is quick to provide us with an example of one such operation: “A couple of years ago, we enriched our portfolio with new products,

Westons Cider such as Rosie’s Pig, Mortimer’s Orchard, and Caple Road, all of which are among the key brands we are focused on at the moment. We aimed these ciders at the younger market after we found out that 36 per cent of cider drinkers are millennials, and these brands are now growing by over 20 per cent on a year-on-year basis. At the same time, we continue to make cider today to the same recipe and in the same way that it was produced 140 years ago.” Embracing change is easily observable in another recent key decision taken by the company. Geoff explains: “Two years ago we embarked on a change in our marketing strategy, which saw our two biggest brands – the off-trade Henry Westons Vintage and the on-trade Stowford Press, appear on TV, and this has helped us to drive sales of these products. We are planning to do more of the same in 2018, as we feel we need to invest more in our TV advertising in order

to support the currently growing ‘next generation’ brands.” In addition to investing for marketing purposes, Westons is on course to upgrade its product portfolio. “We will be bringing new products to the market, particularly in the Rosie’s Pig range, where we will refresh some of the flavours,” Geoff outlines. He then reveals

2018’s most exciting development of all: “We will shortly announce this officially, but we are expanding into America, with the first shipment leaving for the United States very soon. This breakthrough fits our aspirations to grow our international business further in 2018,” he concludes contentedly. D www.westons-cider.co.uk

Westons Cider Oak vats

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Extending foodâ€™s life expectancy

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East of England Co-op The East of England Co-op has successfully launched an innovative campaign to reduce food waste and plans more exciting development in 2018

he East of England Co-op recently made the headlines in the national media by becoming the UK’s first major retailer to sell products that are past their ‘Best before’ date. Having trialled its ‘Co-op Guide to Dating’ scheme for three months in 14 of its stores, the retailer was pleased to see an overwhelmingly positive response from its customers. Joint Chief Executive Roger Grosvenor shared with us that the results of the trial turned out to be a pleasant surprise, as products put on sale at a symbolic nominal price of 10p were cleared within hours by customers, when it was expected that it would take around a month for them to sell.

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‘Best before’ dates are quality dates given by the manufacturer, and they indicate the time frame within which a product is at its best quality. Products that have ‘Best before’ dates usually come in bottles, jars, packets and cans. Roger was quick to reiterate that many products are perfectly fine to consume even when they have gone beyond their ‘Best before’ date. “Best before only means that the product cannot be guaranteed to be at its peak but is still edible.” Therefore, Roger clarifies, they can legally continue to sell the product after the indicated date. ‘Best before’ dates are not to be confused with the ‘Use by’ dates that

By demonstrating sensitivity to environmental issues, the East of England Co-op builds on the tradition it has established to commit to the continual introduction of green measures to its operations

are applied to products with a short shelf life, such as milk, meat or fish. Foods with a ‘Use by’ date cannot be sold after their expiration date. The East of England Co-op also announced that in order to comply with the Food Standard Agency guidelines, food being sold past its ‘Best before’ date will remain on sale for up to one month. The motivation behind the East of England Co-op’s new initiative is plain to see – waste within the food industry has been a matter of concern for some time, with 30 to 50 per cent of food produced globally for human consumption estimated to be wasted. The East of England Co-op Joint Chief Executive outlined three of the key benefits the ‘Co-op Guide to Dating’ initiative can bring to both the company and the wider environmental picture. “The East of England Co-op will save money for not having to pay for the removal of waste,” Roger commented. In addition to that, although he did not play up the significance of the retail value that can be accumulated from selling

East of England Co-op Joint Chief Executive Roger Grosvenor

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products past their ‘Best before’ date, he acknowledged this as another welcome consequence of running the campaign. “Furthermore,” Roger continues, “the food is being consumed for what it was intended to, rather than deposited to the landfill, has an environmental-friendly effect as it reduces the food miles in the disposal of waste.” By demonstrating sensitivity to environmental issues, the East of England Co-op builds on the tradition it has established to commit to the continual introduction of green measures to its operations. “In 2008,” Roger reminds us, “we were the first major retailer to stop providing one-trip carrier bags free of charge.” Eight years later, in 2016, East of England Co-op completely removed one-trip carrier bags from across the business, which resulted in the use of re-usable and exchangeable bags only. The ‘Sourced Locally’ initiative is

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another example that highlights the East of England Co-op’s willingness to be part of the solution to environmental issues. The campaign, founded in 2007, encourages the sourcing of local production to reduce one’s carbon footprint. The retailer has expressed its satisfaction over the consistently good results the initiative has achieved. The East of England Co-op now works with more than 100 suppliers who stock stores across the region with thousands of different products – from fruits and vegetables, to meats and fish.

Continued improvements Upon entering 2018, Roger reflected on the past year for the business. “Despite challenging conditions across the retail sector, the East of England Co-op managed to maintain year-on-year growth across its family of businesses,” he stated. Asked about the latest employee development taking place at the East

East of England Co-op of England Co-op, Roger was keen to point out that the majority of East of England Co-op’s colleagues have undergone dementia-friendly training so that they can better support customers living with the condition. So, what about the New Year? Roger emphasised the importance of finishing the refurbishment works still going on in some of the East of England Co-op premises across the Norfolk, Suffolk and Essex areas. It has been a targeted area of development for the company and it has played a central role in its plans for the past couple of years. “Of our 250 retail units, there are 30 remaining to be refitted to complete a challenge we started just over two years ago to have an estate fit for purpose, providing a safe and enjoyable environment for members and customers to shop or access our services,” Roger concluded. D www.eastofengland.coop

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Photography by Bob McClenahan

Tapping into the market

As California-based company Free Flow Wines has found, stainless steel kegs not only maintain superior wine quality, they also help to minimise the cost of packaging and transportation, delivering cost and carbon footprint reductions for the whole industry

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Free Flow Wines LLC

irst introduced in the 17th century, the glass bottle and cork stopper has been synonymous with wine ever since. With glass being non-porous and impermeable, its ability to also provide purity of taste to the product contained within has made it the most universally recognised method for transporting and carrying wine. Nevertheless, for anyone familiar with the process of bottling wine will be able to attest, there are also drawbacks to glass, not least of all its weight, its fragility, and the risks of spoilage that arise from its opening, closing and storage. Jordan Kivelstadt is one of many winemakers to have encountered such issues. In fact, it was a bad bottling experience that provided him with the inspiration for the creation of Californiabased Free Flow Wines. “I remember it was after one particularly bad bottling day that I turned to one of the topping kegs sitting nearby and thought to myself out loud, ‘why can’t I just sell wine in one of these?’,” explains the company’s Founder and CEO. “It was then that I started to think about all the impracticalities that come with the glass bottling process, especially the act of serving wine by the glass from a bottle. After all, for winemakers, there is nothing worse for us than seeing the first interaction between our end product and the consumer being ruined due to issues such as the wine being opened or stored incorrectly.”

Numerous benefits

Jordan Kivelstadt

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It was also the timely rise in appreciation for craft beer on draught that made Jordan turn his focus to recreating this model with wine, devising in-house kegging line processes and procedures to ensure that wine gets from the barrel to the tap, tasting as the winemaker intended. The result of these early efforts was Silvertap Wines, the first nationally distributed wine on tap. The real turnaround for the company, however, came when it pivoted its business model to become a packaging and logistics operation, leveraging its experience with wine on tap to allow other winemakers to enter into this space and expand the

category. Today, Free Flow Wines’ fully automated kegging line cleans and fills around 225,000 kegs per year, creating numerous benefits for the entire wine supply chain, from wineries to operators, including restauranteurs, hoteliers and others in the hospitality sector. “The biggest beneficiary, economically, of serving wine by the glass from the tap are undoubtedly the operators. They get to serve better quality wine, experience zero spoilage and thus make more money. Similarly, a good number of winemakers, particularly those in the premium category are experiencing cost savings by putting wine into kegs rather than bottles,” Jordan continues. There are also considerable environmental benefits to what Free Flow Wines is doing. Up to 70 per cent of the wine sector’s carbon footprint originates from packaging, and stainless steel kegs help to reduce this by as much as 96 per

We believe that cans can fill a significant void in the market and that is why we are now working to double the capacity of our canning line at our Napa facility

cent, which creates massive positive implications when it comes to the sustainability of the industry. “In a relatively short span of time we have gone from filling a small volume of kegs for Silvertap to offering a full suite of keg filling, leasing and logistics services for wineries throughout the world, including offsite keg leasing, launching a bulk storage programme, and acquiring a draught installation and services company in northern California. We also successfully opened up our East Coast Filling Station in Bayonne, New Jersey, in 2017, which will help us to not only improve our logistical footprint and reduce costs for our customers, but also increase the number of imported wines from Europe and other non-domestic sources available in keg format,” states Vice President of Marketing & Customer Success, Heather Clauss, who has been with the company since it was only four employees strong. “From the very beginning, we have led with service and quality at the core of everything we do,” Heather adds, when asked about the importance of keeping its customers intertwined in every decision it makes. “We always look to put our customers first, doing all we can to find solutions to the challenges they may encounter in order to make their lives easier. This has also helped define Free Flow Wines as an innovator within its field.”

Photography by Free Flow Wines

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Free Flow Wines LLC This ability to innovate will play a crucial role in the company’s development during 2018, which Jordan believes can be the year that Free Flow Wines takes a further step towards getting to where it wants to be. “One of the big things we need to do in order to take this leap forward over the next 12 months is really hone in on helping our distributors to solve the challenges they face in adjusting to the change in demands on them when handling wine from kegs,” he describes. “In order to address this, we will be making a number of unique logistics plays to relieve some of the burden, and therefore incentivise our distribution partners to scale up alongside us.”

Future plans At the same time, from a production perspective, Jordan is very excited about the unique opportunity that the canning of wine presents. Though

it represents a small segment of the overall wine category, it is one that is growing rapidly and the economics for wine in cans are compelling for wineries, what with cans being inexpensive as a form of packaging. “This is an area of the industry that is appealing more and more to a new generation of wine drinkers as it changes the dynamics of when and where people can enjoy wine,” he enthuses. “We believe that cans can fill a significant void in the market and that is why we are now working to double the capacity of our canning line at our Napa facility, ahead of a planned installation of high speed, fully automated line in the near future which will hopefully take us from a production capacity of 500,000 case per year to between five million and seven million cases per year.” Such a significant increase in capacity forms one part of Free Flow Wines’ plan to restructure its infrastructure to better reflect the company that it is today, and will be in the future. Nevertheless, as Heather concludes, this expansion will be partnered with a desire to stay true to its core values; “We will ensure that we lead in the areas of quality, service and innovation, while also focusing on growing the category of wine on tap alongside our partners, which we strongly believe as being the future when it comes to wines served by the glass.” D www.freeflowwines.com

Photography by Free Flow Wines

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Muntons Plc

Crafting new

flavours

Muntons Plc invests heavily in new infrastructure, while remaining fully committed to establishing environmental-friendly practices across the industry

untons Plc is flying high. 2017 was a strong business year for the malt and malted ingredients producer, and its Manufacturing and Sustainability Director Nigel Davies was keen to tell FoodChain about the latest developments the company has undergone. “The demand for our products is running at all-time high levels, and we had to uplift our production in order to match that demand,” Nigel starts. “Coupled with this, we expanded our manufacturing

Mark Tydesley

operations into Thailand to service that part of the world, which has a particular affinity with malted ingredients in a wide range of products, especially the malted milk drink market.” Locally, Muntons directed its focus to support the ever-growing craft beer industry in the UK. “Some 2000 craft brewers are said to be operating in the country, and they need malt provided in sacks and crushed if they do not have mills,” he explains. The food sector did not lag behind, either. Nigel praises the work Muntons’

Nigel Davies

Centre for Excellence is doing: “Our team is very successful in showing potential customers an impressive array of applications, where malted ingredients deliver product and costsaving benefits, that even they had not anticipated.” The new MaltiCrunch Chocolate ingredient, which was announced by the company in November 2017, seems to bring this point home. It is readily soluble and can be blended in water or milk to produce sweet tasting chocolate malt beverages. The ingredient can be used in a wide

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range of applications, including sweet spreads, dairy and ice cream, instant beverages, snacks, cereal bars, and chocolate confectionery. The past year was also marked by substantial infrastructural investment at Muntons. Nigel draws our attention to the significance of the decision the company took to install new colour sorting equipment, to remove ergot from barley samples: “Ergot is a result of black grass growing along with the barley in the field on which ergots are produced. These are not permitted in foods, because they are toxic. Hence, we have previously rejected barley containing ergot and sent it off site for cleaning. Installing our own colour sorter, which removes 100 per cent of all ergot, has saved us extra transportation mileage, equivalent to nine people driving their cars for an entire year. It is a big success in terms of food safety and sustainability.”

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We have a lot of exciting projects happening at the same time, all of which have a strong sales demand, so our customers are already liningup for products from plant we are yet to construct

It is no coincidence that Nigel is so enthusiastic about the positive effects certain measures taken by the company have on the environment. Muntons has a long story of promoting sustainability and corporate responsibility, and its latest actions do not stray from this trend. “We are the first maltster to set a science-based target for greenhouse gas emissions. This is important because the targets the Government has set are insufficient to mitigate the impact on climate change,” he says. “Muntons has also gained considerable benefits for its farm

Muntons Plc suppliers through the ‘Sustainable Futures’ farmer support group, based in Yorkshire. Over 100 farmers meet regularly to share best environmental practices, learn from each other, and reduce their input costs. This aligns very well with the newly-proposed UK farming incentive schemes, which will replace existing agricultural support with a scheme that favours those who improve the environment, rather than just providing financial support,” he continues.

Overall improvements Nigel describes the present time as a period of investment Muntons has not seen before. “This involves upgrading malting plant, installing new boilers that reduce our emissions in line with science-based targets that align with climate change protection, expanding the production capacity, and introducing new process streams to service our expanding market share.” The improvement of its onsite facilities has been just one side of the internal development the company was subject to in 2017. Muntons experienced a change in the management hierarchy too, as Mark Tyldesley was appointed Managing Director. Nigel discusses the move: “Mark’s background is closer to the retail sector than we normally operate, and as such, he brings a different view of what is interesting and exciting to those markets. He is keen to fast-track our capital programme to deliver an even better performance than our current record success. He is also a strong advocate of diversity and innovation.” Nigel speaks confidently of Muntons’ plan for 2018: “We have a lot of exciting projects happening at the same time, all

of which have a strong sales demand, so our customers are already liningup for products from plant we are yet to construct. One such project is the building of a malt peating plant in Yorkshire, because we have noticed a strong demand from distillers as whisky sales stay high. The plant will service this market and the emerging craft businesses, which we anticipate to rise, especially in the US.” Finally, he touches upon Muntons’ position in the global market, and the general outlook in front of the company: “Since we have a particularly strong demand from Asia and the US, and direct European trade forms only a small part of our sales, we should be able to withstand any potential negative impact of Brexit. We are planning to keep on investing, and our focus will be on securing growth in the markets we know.” D www.muntons.com

Systempack Manufaktur Systempack Manufaktur, a worldwide operating glass packaging solutions provider based in Germany, has a background dating back over 110 years in supplying the beverage industry with tailor made solutions for their glass bottling requirements. Shape, presentation, print and colour of a bottle are important triggers when it comes to consumer choice, a fact which is understood very well at Systempack. As well as having worked for many years in international marketing-driven companies, Michael Schlegel, Proprietor, is also a Brew Master and Beverage Technologist, hence he carries a huge amount of real world experience within the beverage sector.

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Creating

new concepts

The Big Ketch Saltwater Grill by Lauren Rubinstein

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Southern Proper Hospitality Based in Atlanta, Southern Proper Hospitality is growing courtesy of its founders’ entrepreneurial spirit and creativity prowess in developing singular restaurant concepts

he American South is the birthplace of many cultural trends that are still deeply cherished in Western civilisation. The musical genres of blues and jazz and some of the most critically acclaimed 20th century novels by the likes of Harper Lee and William Faulkner, for example, are just few artistic pieces that have shaped our imagination of this region. The modern times we are living in, though, have brought new cultural practices that have carved their way into society’s collective mind. Our relationship with food has changed, for instance. We no longer regard it as a mere necessity that keeps our bodies functioning normally. Today, food consumption is seen as an overarching experience, in which people socialise, develop affections for different cuisines, are encouraged to try new things, and ultimately encounter new cultures through traditional dishes.

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“The three of us were college friends, and each of us had an entrepreneurial spirit, allowing us to do different things. We came together just for fun and developed a concept called East Andrews Café & Bar, which was a neighbourhood tavern, to see how this would go. We did not really have in mind that we were creating a hospitality company. We just wanted to run a nice place where you can go with your friends, but it was such a big hit, that people started to come to us and ask us if we would be interested in expanding. It was at that time that the entrepreneur in each of us took over, and we became opportunistic. This is how we started in the hospitality business,” Chris says, outlining the genesis of the company. Setting the ball rolling, he and his partners began to convert the opportunities coming their way, and today the company has a total of 21 individual restaurants, across nine

As an independent group, we do not face any pressure from investors, which gives us the time to sit back and look at the community, and approach it with a blank canvas

Bridging the cultural heritage of the South with the new ‘cult of food’ sets the scene perfectly for the company we are going to present to you in this article. The Southern Proper Hospitality Group has grown naturally, as if by chance, and certainly thanks to the laidback, yet creative, approach of its three founders. FoodChain interviewed one of them, Chris Hadermann. Chris discussed with us how Southern Proper Hospitality came to be, its recent growth, and its future aspirations.

different brands. The first of those was Milton’s Cuisine & Cocktails, which opened in 2006. Chris remembers: “It used to be an old farmhouse in the suburbs, which we turned into a full-service restaurant. Perhaps it was not the best time to dip one’s tail into a venture like this, but we managed to establish ourselves in this challenging neighbourhood during a difficult time, and grew the restaurant. Our concept for Milton’s was that we should keep it a traditional Southern-style restaurant, due to its rural location, as we aimed

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to accommodate the neighbouring community.”

Friends Serving Friends What could be called Southern Proper Hospitality’s trademark brand is Tin Lizzy’s, the second concept Chris and company developed. Having set out to promote it heavily for a few years since its inception, Tin Lizzy’s has now grown into a chain of 14 locations that has broken the boundaries of the state of Georgia, and can be found in Florida and South Carolina, too. Chris’ team applied what has become their well-tested approach when assessing what type of restaurant they should aim to open in a particular location. “We looked into the space and the neighbourhood to see what food categories did not exist, and so we developed it from there. What is now Tin Lizzy’s, was a pretty, little restaurant in the neighbourhood I

The Southern Gentleman Cocktail

happened to live. It had a nice patio, which got me thinking what would be the best way to develop it, so we came to the idea that this would be our version of a Mexican taqueria, where we would serve guacamole, salsa, margarita and a range of gourmet-soft tacos. “We took a grassroots approach,” he continues, “It was at a location that many people would say was not particularly good for a restaurant. But we rolled our sleeves up and won each customer by offering great service. We have a service mantra called Friends Serving Friends, which means a very unpretentious, direct, friendly approach. We wanted to create a place where when you go, everyone knows your name. Also, the prices were affordable, and that allowed us to grow even during the recession, because people still wanted to go out and be entertained. They just wanted to go to more affordable places. We were able to develop a strong brand equity across Atlanta and add some critical mass. This gave us the confidence to go to South Carolina and see if this concept was going to prove itself in another market,” Chris maintains.

Entrepreneurial outlook He insists on calling himself and his partners ‘restaurant entrepreneurs’ and it seems that Southern Proper Hospitality’s philosophy lies in this label and the ingenious, entrepreneurial outlook the three of them have adopted. “We are all concept guys and we like to try new things all the time. As an independent group, we do not face any pressure from investors, which gives us the time to sit back and look at the community, and approach it with a blank canvas. We travel a lot and get a lot of exposure to what is new and cool in terms of food trends, and we try to package those trends in a way that will fit nicely into the fabric of the Atlanta cultural community. We have added lots of fun and high energy in all of our concepts and we continue to do so, because we want to create an amazing overall experience, that does

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Southern Proper Hospitality not include only quality food, but all other details that contribute to a great restaurant atmosphere, such as level of service, the right lighting and good music.”

Proactive investment 2017 was a year of strengthening the quality of the company’s existing restaurants. As Chris puts it, the aim was to ‘raise the bar’. He elaborates: “We did not want to get caught up in the trap of growing just for growth’s sake. Instead, we shifted our attention to the restaurants. We wanted to develop the space between the four walls, investing in infrastructure and human resources. We hired a new Vice-President of Operations to inspect each and every store, and ensure that we continue to deliver an excellent customer experience. We see this as an example of proactive investment where we seek constant improvement and try to make

Seafood Paella Fried Rice by Heidi Geldhauser

our restaurants even better. We want to keep pushing expectations and create a culture where everybody is striving to get better. Our feeling is that the development of this culture will prepare us for future growth,” Chris concludes. D www.sphospitality.com

Blue Mountain Blue Mountain leads customers to success by providing solutions that increase sales and profitability. Through product commercialization and value-added services, Blue Mountain creates innovative menu offerings that stabilize inventory, while driving operational efficiencies to restaurant chains throughout the United States with a diverse portfolio of manufacturing partners. Blue Mountain is a team comprised of elite R&D chefs supported by procurement specialists with experience throughout all levels of supply chain and distribution in the foodservice industry. As a performance-based company, Blue Mountain aids restaurants in achieving cost savings and competitive differentiation. – “Dream to Destination.”

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Seas of plenty Greek seafood has a reputation for quality and taste, a reputation that has been made possible because of the tireless, passionate work of producers such as KONVA

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KONVA S.A

ithin the canned seafood market, arguably there is no sector more competitive than that of canned tuna. With tuna possessing a very specific taste, being processed to be consumed with or without other food items, and thought to provide numerous health benefits, the popularity of canned tuna has continued to gain momentum, particularly in emerging regions in the Near East and Latin America. Such is the competitive nature of the tuna market that achieving any increase in market share is a huge achievement, and this was the case for Greek fish products producer KONVA in 2017. “2017 was, in general, an extremely positive year for the company, typified by a 1.2 per cent increase in Greek market share when it comes to our canned tuna products,” explains KONVA’s Managing Director, Gianna Tzika. “At the same time, we have seen continued

improvement in the performance of our other product ranges, in part due to an increased availability in the raw materials that we use.” With a family legacy dating back over 90 years, KONVA is responsible for supplying its customers with a rich line of seafood products, including sardines, anchovies, squid, octopus and herring, as well as the hugely popular TRATA and FLOKOS brands. Located in Kilkis, Northern Greece, the company sources its products from the waters of the Aegean Sea, a fact that Gianna points to as being one of KONVA’s greatest strengths. “The flavour and tenderness of the fish that we source is simply not comparable with anything else on the market,” she enthuses. “The temperature of our waters, the climate we experience year-round and the level of biodiversity in the region combine to make the fish of the Aegean Sea top of the range.”

In the time since we last spoke with Gianna, at the beginning of 2017, the company has made several additions and improvements to both its product line and supporting infrastructure. In the former, it has added new lines to its frozen products range. This range has become a top priority for KONVA and is led by its filleted, skin packed sardines and anchovies. In the meantime, the company has also made a considerable investment in new machinery in its packaging department. This machinery allows it to produce smaller tray sizes for its products, making it easier for its retail customers to stock greater numbers of KONVA goods on their shelves. During our last conversation with Gianna, she also detailed a long-term strategic vision to increase the export potential of the company’s products and brands onto a number of key European counties. As she correctly notes, however, exporting ones’ goods into

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KONVA S.A

what is an already fiercely competitive market is no easy task, and requires a measured approach. “In order to make the most of our export activities we have focused a lot of our efforts on producing products with added value and that provide a unique taste experience, derived from specialist recipes and ingredients that are not found in basic canned seafood,” she states. “As part of our efforts we have targeted specific countries that we believe share a love for our types of recipe, countries like the UK, Belgium, Germany and several in Scandinavia, and we believe that our efforts this year will result in as much as a 50 per cent increase in export-based turnover over the course of 2018.” These expansion plans are also being enacted with a watchful eye on achieving the highest levels of sustainability as dictated by industry regulators. “Sustainability is the single biggest issue in the seafood business,” Gianna continues. “As a responsible

player in this industry we are very active in supporting a drive towards greater improvement in this field. All of our products provide complete ‘track and trace’ information for the fish we use. This information allows the customer or end consumer to identify the exact species of fish, where it was fished, what it was caught with, on which boat it was caught from and even who the captain of that boat was at the time. This provides a level of complete transparency that our customers demand. “Further to the above-mentioned steps, we have also recently obtained Marine Stewardship Council (MSC) Certification for our mackerel and herring production operations, and we are on the front line of spearheading research into the sustainability of the Greek seas, supporting investment in these activities to the tune of more than 100,000 euros.” Rapidly evolving consumer habits and tastes also have a massive influence on the direction of the company and

its development of new products. A good example of this is KONVA’s introduction of a new organic range. “Our organic range will be made with only the finest organic olive oil,” Gianna adds. “At the same time, we have also worked hard to create a number of new healthy, Mediterranean inspired recipes. These include sardines in tomato sauce with oregano, anchovies with crushed chilli peppers, tuna with capers, and tuna salad with lentils or quinoa.” Having enjoyed a solid 12 months during 2017, Gianna and the rest of the KONVA team are hard at work as they endeavour to achieve their goals for 2018. “Among our objectives for this year are to achieve the desired 50 per cent increase in export-based turnover, retain and build upon our share of the Greek market and double our volumes of our frozen product lines,” Gianna says. “In achieving all of this, we will be one step closer to reaching our ultimate objective, and that is to become synonymous with fish products from Greece and to be an ambassador for these products on the world stage.” D www.konva.gr

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Mouth-watering products

Lutti’s name has been synonymous with innovation and market leadership for almost a century. In 2018, the company is planning to introduce its domestic markets to multiple new products, while also introducing itself to the USA and the Far East

Chierese Pak (Autajon Group) Chierese Pak is a leading international packaging company belonging to Autajon Group. Its facility is located in the Turin area of Italy, a strategic location from which to deliver all around Europe. It supplies secondary packaging material for the food industry with a focus on the confectionery segment. It develops and manufactures cartons, shaped boxes, P.O.S. material and machinery. Chierese Pak supports its customers from the preliminary brief through to delivery, and further. Thanks to state-of-the art technology, a passionate R&D team and innovative services, it has established long term partnerships with key local and international players. Contact us for advice tailored to your needs.

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tretching back to the late 19th century, the history of Lutti has been one of constant innovation and commitment to high quality products. The sweets and confectionary company’s roots are both French & Belgian, and it has since expanded across Western Europe, Northern Africa, and the Middle East. It is now part of Katjes International, a leading group in Western Europe’s candy market. Lutti’s Export Director, Jean-Marie Beauvois, was happy to talk to FoodChain magazine about the historical milestones of the company, its products, and the plans it has laid out for the future. “Lutti has been revolutionising the market ever since its inception. The first toffee we produced was one that was not sticking to teeth and that was considered a groundbreaking innovation at the time,” he begins. “Later on, we launched several other original products, such as Tubble Gum (bubble gum in a tube) and Bubblizz (also known as the fizzy blue bottle) both quite popular in the UK. We were also one of the very first companies that created the fizzy candy concept in the 1970s, and today, one of the first to offer some 3D personalised candies.” The tradition of innovation in all candy segments (hard boiled, gummies, bubble gum, and chocolates) has been well-kept in present times, as in 2017 Lutti, known

as a Fizz, Fresh & Fun quality provider to all consumer groups, brought out two significant cutting-edge products in the likes of the Smiley Faces and the Mocktail candies. “The Smiley Faces are 3D roundshaped jelly candies that express different moods. What is characteristic about them is that they offer an unorthodox combination of fruit flavour and trendy taste, for example, cherry and popcorn, or strawberry and cotton candy. As to the Mocktails, they are powder-centred candy balls flavoured with virgin cocktail flavours, including mojito, pina colada, and spritz. They give you the feeling that you are enjoying a refreshing cocktail at a French Riviera café on a sunny day,” Jean-Marie remarks poetically. Sending the innovative Mocktails out in the market turned out to be yet another demonstration of the impact Lutti’s products have had over different industry segments throughout the years. JeanMarie explains: “In 2017, we replicated something we had done in the 80s with a product called Arlequin, which is still France’s number one fruit-flavoured sweet. When we were introducing it, this particular segment of the market was on a downward spiral, but Arlequin’s appearance reversed the negative trend. Something similar happened with the Mocktails, because their introduction seems to have revived the candy balls sector. It was one of 2017’s highlights for Lutti,” he comments.

Top brand Innovation is undoubtedly a significant trait of Lutti’s products, but Jean-Marie adds two other notable aspects that contribute to the sweets’ high quality: “The strict selection of our ingredients and the production process itself define us and enable us to reach the quality we are looking for. We want our flavours to be as close as possible to the natural flavour, and we prefer to take three or four days more than our competitors to produce our items, in order to give them a very specific texture and achieve a lasting fizzy effect.” The diligent process employed at Lutti is visibly paying off, with the company being a top brand in the confectionary market for packet sweets in Belgium, and number two in France and Luxembourg,

Lutti in addition to remaining a recognisable name in countries like Portugal and Norway. “Export represents 30 per cent of our turnover, and 80 per cent of our exports are to other European countries,” Jean-Marie details. “Belgium, France, and Luxembourg are our core markets, so the most significant export destinations for us are the Nordic countries. In the UK and Ireland, we established ourselves in the mid-1970s and the fizzy blue bottle is a strong product for us in the region. The challenge we have faced is that although the British customers have known Lutti’s products for years, they do not always recognise them as such, so we have set out the objective to make them aware that some items, such as the Bubblizz, are actually representatives of the Lutti brand. We have an excellent relationship with our distributor for the UK, BIP UK, which was formerly known as What Next Candy, and we hope to make our brand more popular with the British market in

the near future.” Developing its European ventures is certainly on the agenda for Lutti, but Jean-Marie is also excited to share with us that the company is going to introduce its products to the USA and the Asian markets, specifically Japan and South Korea, having already identified the distributors through which this will happen.

New products Other plans for 2018 include the introduction of ‘SMOOFIZZ’ an amazing soft, fizzy, chewy cube, unwrapped and veggie; and the marketing of the very girly Scoubidou Bijoux (delicious assorted fruity jelly laces and jelly charms that can be made into edible candy necklaces and bracelets) as well as the development of the most iconic LUTTI gummies in a low sugar version in order to adhere to Lutti’s policy of promoting healthy lifestyle and balanced food intake. “We want to have some of our best-selling products available with 40 to 45 per cent less sugar, while

making sure that we do not compromise on quality. We are striving to create the same taste as the rest of our items, while getting rid of unwanted ingredients,” he comments. “This follows the approach we took years ago, when we began to remove ingredients that were seen as controversial, such as titanium dioxide and E120. We also no longer use palm oil, unless absolutely necessary.” The accelerated growth of Lutti in the future is expected to be underpinned further by the multiplication of the company’s marketing efforts. Several new TV campaigns under the Fizz, Fresh & Fun concept have recently been launched in France and Belgium. They are organised around each product’s mascot, and target the teenagers and young adults market, in particular. Lutti’s reinforced marketing strategy illustrates its incessant business proactivity. It looks like there is a sweet future ahead of the company. D www.lutti.fr

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Caked in class From humble street corner beginnings, via a brush with primetime television royalty, Magnolia Bakery has grown into a global brand, bringing classic American baked goods to customers throughout the world

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Magnolia Bakery

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Magnolia Bakery

t is said that a good many of us will get our ‘15 minutes of fame’ at some point in our lifetime. For Magnolia Bakery, all it took was 30 seconds of television screen time in 2000 to kick start the considerable growth of what was, at the time, a single store operation located on a quiet street corner in the heart of New York City’s West Village. The 30 seconds in question occurred during an episode of HBO’s Sex and the City, which featured two of the series’ leading ladies eating cupcakes outside of Magnolia. With that, the bakery became ingrained in popular culture and the lines that quickly started forming from its entrance would be made up of those consumers that helped spark a global cupcake craze that created a multi-billion-dollar industry. Prior to its dalliance with cable television, Magnolia Bakery was the

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brainchild of high school friends turned business partners, Jennifer Appel and Allysa Torey, who opened up their dream bake shop in July 1996, initially functioning as a small neighbourhood bakery selling products made in small batches on home kitchen equipment. Following Jennifer’s departure from the business in 1999, it was then in 2006 that Allysa sold her incredibly popular business to its now CEO Steve Abrams and his wife Tyra.

Global expansion

At the time, Steve was enjoying a fruitful career within the construction industry, yet it was his background in the world of food that allowed for a smooth transition and helped him to quickly identify the potential of the Magnolia brand. “Since the day we took over the original Magnolia Bakery we have employed a very detailed,

Over the course of the last decade we have become experts in managing our activities correctly so as to maintain the same taste profile across all of our stores slow growth philosophy,” Steve begins. “We immediately set about dissecting the bakery in order to distil the essence of what made Magnolia so great and interesting. We recognised that, in part due to its size, the atmosphere the store created allowed it to become something of a theatre experience for the customer where they could see and smell amazing, fresh products being baked and prepared instore, all the while being surrounded by nostalgic, pastelcoloured décor. It was this concept and value proposition that we decided we wanted to scale up and market on an international basis.” The global expansion of the Magnolia brand commenced with the opening of a store within Bloomingdale’s at the Dubai Mall. “Initially, this was really seen as a fun opportunity to run with and see how things would develop, but what it did was create an enormous amount of interest in the brand overseas, leading to a high volume of incoming requests for franchise opportunities,” Steve continues. “Since then, we have become extremely well entrenched within the region, with locations today in Dubai, as well as Abu Dhabi, Riyadh and Doha, to name a few. Next came a

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

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period of growth in Asia, including stores in Seoul, South Korea. In the meantime, further stores have appeared in Mexico City, and domestically in Chicago and Los Angeles.”

Diverse range While Magnolia Bakery did commence life as a cupcake centric operation, it was never just a one product wonder, boasting a diverse line of other products. “Although we have succeeded greatly in riding the worldwide cupcake craze, we never wanted our notoriety to be gained in that one space alone,” Steve explains. “Therefore, what we have done is work very hard to raise the profile of our many other product lines. Our second largest line is our banana pudding, which possesses a truly fervent following of people that are crazy about the product,

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while the 230-250 different recipes we have in our pocket also include a range of cheesecakes, cakes, blondies and brownies, cookies, pies and icebox desserts. At the same time, we work closely with our local partners around the world to cater for the demand for various local delicacies, which we can put our own Magnolia spin on.” The brand’s local partners that play a vital role in ensuring that Magnolia’s products maintain their quality and consistency whether they are being served in New York or Chicago, or in Mexico City or Doha. “Over the course of the last decade we have become experts in managing our activities correctly so as to maintain the same taste profile across all of our stores,” Steve points out. “Sometimes achieving this requires the use of different ingredients, which

Magnolia Bakery is why we have head bakers who are prepared to go out to certain markets to test for quality and consistency. It is this level of dedication that has allowed us to maintain the reputation that the Magnolia brand has become known for wherever it exists.” In addition to the success that the Magnolia brand has achieved, the brand’s popularity has also provided Steve with the opportunity to supersize his philanthropic efforts, which is a source of great personal importance. From daily donations to local food pantries to international relief efforts, over the years Magnolia has partnered with the likes of the Breast Cancer Research Foundation, Autism Speaks, the Michael J. Fox Foundation and Memorial Sloan Kettering Cancer Center, giving away between $2.5 million and $3 million worth of product in the process.

Brand development As this programme of ‘Giving Back’ continues into 2018, so too does the brand’s path towards thoughtful, appropriate growth. “This year we will begin looking to take on growth money, acknowledging the fact that we strongly believe that we have a solid platform for exponential growth laid down before us,” Steve adds. “With the brand in a strong place, we can now start looking for international partners who can support Magnolia’s growth both domestically and internationally. “We feel that said partners will find that this is an exciting time for the brand, with new markets including Brazil, Turkey, Malaysia and the Philippines coming online in 2018,” Steve adds. “Furthermore, we have two corporately-owned stores that we are opening domestically in Washington D.C.’s Union Station and Faneuil Hall in Boston, both holding prime spots in high profile, high traffic locations, and we will continue to support the growth of our existing franchisees. After all, it is because of these individuals, together with all of the amazing, dedicated and enthusiastic people that make up Magnolia, that we have been able to execute our vision so successfully.” D www.magnoliabakery.com

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Exceeding expectations

The largest multi-principal company of its kind in Guyana, Massy Distribution (Guyana) Inc. helps to provide the country and its customers with worldclass consumer products

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Massy Distribution (Guyana) Inc.

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Distributed by: Massy Trading Guyana Manufactured by Langston Roach Industries Ltd. 106 Saddle Road, san Juan, Trinidad, West Indies. Tel.: (868) 674-0216/ Website: www.lritnt.com.

Massy Distribution (Guyana) Inc.

ocated in northern South America, bordering the north Atlantic Ocean between Venezuela and Suriname, lies the country of Guyana. The only English-speaking country of South America, Guyana is rich in natural resources such as gold, bauxite, rice, sugar, oil and gas, and pristine rainforests. It has also been the home of Massy Distribution (Guyana) Inc. (Massy) for over 100 years, and counting. “We began operations in 1914, then as Geddes Grant (Guyana) Ltd, rebranding ourselves as Massy Distribution (Guyana) Inc. in 2014,” explains Chief Executive Officer, Navin Thakur. “Today the company is one of eight operating Massy companies in Guyana with the Head Office, Massy Holdings Ltd, based in Trinidad and Tobago, with two operating divisions of our own; Massy Trading and Massy Distribution. From our locations in Demerara, Berbice and Essequibo, we are engaged in the distribution of quality food and other consumer foods, and pharmaceutical products to consumers via supermarkets, wholesalers and the retail trade. We are also the authorised dealer for Case IH Agriculture, New Holland Agriculture, Dondi Spa and Walpeco Equipment, which we support with technical and after sales services. Additionally, we have a spare parts department, which is focused on the upkeep of machinery, including tractors, harvestors and implements.”

Further benefits A fast-paced marketing and distribution company that employs a team of 250 employees, Massy Distribution prides

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Given the ever-evolving nature of our product offering, we are also constantly reviewing how best to capture new customers and how we can service them in an efficient manner itself on striving to provide its customers with positive experiences at all times. “We are the largest multi-principal distributor in Guyana,” Navin continues. “Over the years, the company has earned a reputation for its ability to positively represent quality brands from both local and international suppliers. It has been as a result of this, together with the development of our people, the diversification of our ‘basket of

goods’, continuous improvement projects with our distribution operations and the introduction of a Warehouse Management System, that we have been able to capitalise on growth conditions within the market.” The aforementioned advancements have helped create further benefits for the many different businesses and companies that Massy considers to be its business partners. These include the likes of Colgate-Palmolive Co., Fonterra Americas Brands, General Mills Marketing Inc; Nestle Caribbean Inc., GK Foods and Services Limited; Brasil Foods AS; The Kraft Heinz Company; Modelez International Holdings, Weetabix Limited, United Biscuits, Unilever Caribbean Limited, Kimberly Clark Puerto Rico, 3M Interamerica Inc; Mars Wrigley Confectionary Company; Bayer Health Care; Stansfeld Scott Inc.; Les Laboraties Servier; Norma Chemicals, Nova Group; SC Johnson de Puerto Rico and Langston Roach Industries to name a few. “With each of these respected names, we have worked extremely hard to establish strong relationships that are built upon the highest levels of professionalism, open communication, mutual trust and respect,” Navin enthuses.

Extensive reach Such has been the success of this approach to doing business that Massy’s customer database today numbers almost 2100 different partners. These are serviced by the company’s fleet of

Langston Roach Industries Limited Langston Roach Industries Limited is the premiere indigenous manufacturer and distributor of household and janitorial cleaners and personal care products in Trinidad and Tobago. The company also sells its products throughout the English-speaking Caribbean through distributors. Existing for 33 years, this company has strived to deliver excellence and value to its customers by providing quality products at affordable prices through an extensive range of household and industrial cleaners and personal care products. To supplement its product offering it procures and distributes an extensive range of complimentary products including mops and brooms, garbage bags, janitorial equipment and dispensers, bathroom tissues, hand towels, napkins and gloves and the list keeps growing.

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Massy Distribution (Guyana) Inc. 45 go-to-market vehicles, which handle both dry and refrigerated goods, and its considerable warehousing capacity, which totals more than 1.7 million cubic feet. The strategic location of its facilities affords it extensive distribution reach, while its newest facility in Starlite Square is Guyana’s largest and most modern of its kind. “Across our warehousing operations we have automated processes in place for inventory management, product returns, and the receiving, picking and delivery of goods,” Navin adds. “Each of our sales people is assigned a group of customers and products, and are equipped with tablets for the processing of orders, which we have found to be more efficient and to reduce errors when it comes to product code identification. Once the ordering process is completed the device is then synced to our Enterprise Resource Planning (ERP) system, where orders are automatically uploaded.”

location, the volume of shopper traffic and so forth. “Our GTM is constantly under review, allowing us to identify opportunities within specific retail environments and to seize these, maximising growth, in the process. Given the ever-evolving nature of our product offering, we are also constantly reviewing how best to capture new customers and how we can service them in an efficient manner. It is also thanks to our GTM strategy that we have resourced a fully outfitted sales team to ensure that we adequately service our customer database.” Looking back at recent achievements for the company, 2017 was a year that saw Massy pick up a number of industry awards and certifications. In April, it was the recipient of the ‘Safety Award’ from the National Advisory Council on Safety & Health (NACOSH), while in June it not only transitioned and obtained certification to the new

ISO 9001:2015 standard, but was also praised by The National Blood Transfusion Service, in collaboration with the Pan American Health Organisation (PAHO) and the Ministry of Public Health, for its donation of more than 250 units between 2015 and 2017. Most recently, in October, it was also proud to receive the ‘Gold Quality Award for Service’ from the Guyana National Bureau of Standards. “Our focus for 2018 is to continue to build upon our success by expanding our distribution reach and coverage, adding new product lines and increasing our warehousing infrastructure,” Navin concludes. “At the same time, we will ensure that we remain committed to investing in the development of our people and that we push forward with our safety standards, with a goal of achieving zero harm to both our people and the environment.” D www.massydistribution.com

Seizing opportunities In order to handle the large product offering that Massy is tasked with distributing, the company has devised a detailed and focused Go-To-Market (GTM) structure to ensure cost effective delivery to its customers. “We categorise our customers into six different sectors, these being supermarkets, wholesalers, retail convenience, pharmacies, retail municipals and DT retail businesses,” Navin says. “We also break down each customer profile based on certain criteria, such as the specific profile/ size of their account, their geographical

FONTERRA FONTERRA is a New Zealand multinational dairy co-operative and is the world’s largest dairy exporter. Our core purpose is to be the world’s most trusted source of dairy nutrition. With over 100 years of expertise and present in 140 countries, FONTERRA supplies dairy ingredients to food companies, branded dairy products to retail consumers, and food professionals in hotels, bakeries and restaurants. ANCHOR is Fonterra’s leading brand, recognised and respected all over the world for its premium products – everyday and advanced nutritional liquid and milk powder, butter, cheese and beverages. ANCHOR satisfies its consumers and customers with its high-quality products, made with all the goodness and purity of New Zealand’s dairy. ANCHOR FOOD PROFESSIONAL products are fit-for-purpose, helping foodservice professionals to improve productivity, increase yield, reduce wastage, enhance taste and deliver exciting new menu options.

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The

Anglo-French

Connection Bistrot Pierre has been serving its charming take on Anglo-French cuisine since 1994 and this brainchild of childhood friends John Whitehead and Rob Beacham has now grown to 22 restaurants around Britain

Adam Townsley - Executive Chef at Bistrot Pierre

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n recent times, there has been a massive push towards a fusion of French and British cookery, a style that has been popularised by numerous chefs on TV. Various independent newcomers and chains alike have taken this approach, but one that has had particular success has been Bistrot Pierre. Established in 1994 by school friends John Whitehead and Rob Beacham, Executive Chef Adam Townsley recalls how it all began: â€œOriginally it was a small brasserie, working at around 40 to 60 covers. It

was mostly classic bistrot dishes, built on passion and a love of France.â€? Since then, this Midlands eaterie has become a nationwide brand, with 22 restaurants across Britain, offering a new take on favourite dishes such as duck confit with cassoulet, as well as a more Gallic take on British staples like rhubarb crumble.

Cuisine The philosophy behind the company is about building on iconic recipes, albeit with a few added twists.

Bistrot Pierre

‘

It’s about staying true to the company’s values: satisfying customers and delivering quality food, in a fantastic environment, with a really friendly, warm and welcoming service

“It’s very much built on classic bistrot favourites; moules marinières, steak frites and crème brûlée, terrines, just to name a few examples,” said Adam. “There is also that multi-cultural element you get in Britain, throwing in influences from around the world to further develop the range of flavours involved. “Provenance is truly important to us and as a result a lot of cheese, cured meats and so forth are sourced from France. Additionally, local British

suppliers are also sought out, so there is the balance between the two,” continued Adam. As any agent will tell you, the location of any commercial operation is crucial and, in the case of a restaurant, there are a few factors that can affect the final decision. “When looking for a new site, ideally we look for an iconic building, preferably in a busy spot in a town or city with heavy footfall. Our sites tend to be somewhere with a great deal of culture and interest, but somewhere that may not currently offer a great deal of options in terms of eating out. “We like to be able to offer something new, creating a client base which may not have previously had a quality dining option. Picking the right site is much like creating the perfect stage for the main event which, in this case, is the food,” he added. In terms of a showcase, a great example is the bi-monthly six course Soiree Gastronomique. Dishes are wide ranging and include a freshly baked crottin de chèvre, cassoulet de moules, 21 day aged bavette steak, followed by a dessert and a cheese board.

Adam can pinpoint the exact appeal of this regular event: “It’s simply fantastic value! “It’s a chance to showcase new dishes combined with classic favourites in a six course tasting menu format. The concept is quintessentially French, a great way of providing a fabulous feast at a reasonable price point and, at that value, it really is giving something back to the customers,” he proclaims.

Drive Adam has a crucial role in the organisation: “I am also the head of development, looking after a range of duties, including menu writing, recipe design and culinary strategy.” He is part of an impressive workforce of 750 employees, ranging from waiting staff, through to the chefs in the kitchens, not to mention the group’s management staff. Adam is insistent about what he expects from anyone looking to come on board. “A passion for food is key, if you don’t have that then you are in the wrong industry, it doesn’t matter if you are the front of house manager or the head chef a passion for food is vital! It is possible to guide people, teaching them skills and

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technical competency, but you can’t teach someone to be passionate, you either feel it or you don’t.”

Solid foundations There are genuine concerns about the environmental impact that the hospitality industry is inflicting on the environment – but Bistrot Pierre has a firm commitment to reducing wastage, something Adam is strongly insistent about. He said: “Throwing usable goods in the bin is not only commercial suicide but morally and professionally irresponsible, which is why we structure our menus to offer vast variety whilst also minimising the use of individual ingredients. “Dumping lots of plastic and cardboard into landfill also isn’t sustainable, which is why our recycling policy is also very strict.” It is this driven approach which has resulted in the group achieving an annual turnover of £30 million.

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“It’s taken a great deal of hard work to get to where we are today. You don’t get something for nothing nowadays and we’re committed to providing the best possible service, quality of food and dining experience for our customers – which doesn’t come without putting in the work. “It’s about staying true to the company’s values: satisfying customers and delivering quality food, in a fantastic environment, with a really friendly, warm and welcoming service.” As 2018 begins, Adam is looking toward the New Year. “At the moment, it is about scouting locations as there will be five or six new sites opening over the next 12 months. Bistrot Pierre is making some great noise in the industry – and we’d like to maintain this momentum into the New Year and beyond.” Finally, Adam summarises the ethos that will keep the company going and

Bistrot Pierre developing as it further spreads around the country: “Our business is based on high quality, classic bistrot cooking being served at an excellent value for money and this is an idea we have always kept at our core. We ensure that each of our sites has its own character and maintains the idea of honest, authentic service and provides diners with a bistrot experience they’ll remember. “Bistrot Pierre has a bright future as it has been built on solid foundations, forged with quality-driven customer focus and we have no intention of changing that.” D www.bistrotpierre.co.uk

Wiljon Wiljon is a Principal Contractor to Bistrot Pierre and wishes them every success with their new restaurants. The company looks forward to working together on all future projects and continuing this successful relationship.

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Certifying

quality

Relying on versatile staff, Kiwa Agri Food, a subsidiary of Kiwa, has established itself as a leading food product certifier in Europe. Anticipating further growth, the company plans to target the North American market in 2018

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iwa is a Dutch-based Training, Inspection and Certification (TIC) company that operates within numerous industries, including food, feed and farm industries, water and gas supply infrastructure, construction materials, health and care industries, civil engineering, chemical industries, tourism and recreation, transport and mobility. FoodChain spoke with Kiwa Agri Food’s Food Scheme Manager Jonathan Troth who took us through the history of the company, its activities, as well as the challenges and the opportunities the firm has encountered in recent years. “Kiwa Agri Food was Kiwa PAI until August 2017,” Jonathan starts, “which was formed when Kiwa purchased Product Authentication Inspectorate (PAI) in 2013. We specialise in secondand third-party food safety and integrity audits, and certification in the food, feed and farming industries,” he continues, stating that the company operates in the food and feed supply chain, from farm through to consumer food products. “Our main areas of food safety audit activity are the meat industry, brewing, millers and bakers, dairies and food processors.”

Going into detail about the company activities, he adds; “The main standards we audit against are the British Retail Consortium Global Standards for food, storage and distribution, agents and brokers and packaging industries. We undertake supplier audits for two major retailers and meat supply chain audits for the Agriculture and Horticulture Development Board (AHDB).” Simultaneously, Kiwa Agri Food works on multiple audit schemes covering the supply of animal feed materials, transport of animal feedstuffs and a fertiliser security scheme. “In addition to auditing,” Jonathan says, “we undertake bespoke and certified training in food safety, HACCP, internal auditing and food fraud vulnerability.” While Kiwa’s global headquarters are based in the town of Rijswijk in the western Netherlands, Kiwa Agri Food operates from Harrogate in the UK, with the company’s headquarters in the country located in Cheltenham. “Kiwa employs nearly 5000 staff and operates in 50 countries, and is a top 20 TIC company with a turnover of over 500 million euros,” Jonathan tells us. He also reported that Kiwa Agri Food undertakes

Kiwa Agri Food around 1500 food audits, 3000 feed sector audits and 1000 farm sector audits per year in the UK and overseas.

Development plans Jonathan identifies quality of service and the competency of staff as the company’s core strengths. “We view auditing as a customer service, not an enforcement activity, so rather than auditors being ‘officious’, our auditors are ‘human’ and work with sites to assess compliance competently, thoroughly and fairly,” he says, summarising the company’s philosophy. Speaking of the challenges the firm faces, he focuses not on the economic conditions, but on the difficulties in recruiting qualified staff. He opens up on the topic; “Our strategy over the last few years has been to employ some auditors, and use a mix of employed and contractors. It is a long and expensive process training auditors from scratch, typically up to six months from start to finish, getting sufficient approvals to become a useful asset. We prefer people with a good range of food industry experience in several sectors, such as meat, fish, dairy and bakery, as this gives them a wider range of approval as an auditor.” Nevertheless, Jonathan speaks positively of the growth Kiwa Agri Food has experienced, singling out the company’s high level of customer service, its prompt communication with customers, and its reliability and competence. “A lot of the new business we attract is generated by reputation rather than marketing campaigns,” he reveals. “We have started some promotional work to highlight Kiwa’s new image, as Kiwa is not well known in the UK food sector, although the former PAI was a trusted brand.” It seems that getting the word out about the rebranding of PAI to Kiwa will be among the short-term priorities the company has set itself. But what are the other areas it will focus on in the future? “We are increasing the proportion of employed auditors to ensure reliability and consistency to our client base,” Jonathan explains. As Kiwa Agri Food operates in the service industry, he recognises people and IT

Kiwa Agri Food office

as key resources, so improving the work force skills and expanding their range of audit approvals, along with investing

in IT systems and infrastructure is at the forefront of company’s plans. Including new types of services to its portfolio is another point on Kiwa Agri Food’s development agenda. “We are offering training and client support services,” Jonathan divulges, “but we are doing this under a separate company to ensure our audits and auditors remain impartial, as required by our accreditation requirements.” Jonathan describes the certification industry in the UK as ‘very competitive’, but by offering excellent value for money, Kiwa Agri Food has experienced year-on-year growth of around 15 per cent. Reviewing 2017 for the company, he informed us that Kiwa Agri Food has expanded its portfolio of client companies into France, Belgium and Australia, and one of the main goals for 2018 would be to make a breakthrough on the North American market. D www.kiwa.co.uk

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Hitting the big time In the space of 20 years, Norwegian sandwich and sub chain Big Bite has established itself across the length of the country, and is well on its way to becoming Scandinavia’s number one ‘food on the move’ company

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Big Bite

Eigil Almenning - Chief Executive Officer

y keeping consumers’ appetites satisfied, developing products at attractive price points, and developing a range of menu options that encourage choice and creativity, the sandwich and sub store franchise industry has managed to create a business model that is able to not only weather varying economic conditions, but excel in spite of them. Examples of brands that have prospered thanks

to the above approach can be found in markets all over the world, and in Norway the leading name is Big Bite. In 2017, the company celebrated its 20-year anniversary, and there can be no doubt that it has come a long way since it began life with its first outlet opening within the City Syd shopping mall in Trondheim in 1997. “From our initial activities in the Trondheim area, we quickly began to spread our wings, moving into the Bergen region and then growing to the point where today we have 57 stores located throughout the country,” explains Big Bite’s Chief Executive Officer, Eigil Almenning. One thing that has remained unchanged over the last two decades is the original Big Bite concept, which is to focus on simple and effective solutions for selling fast and affordable food to people on the move. “Big Bite has been, and will always be, about offering freshly made subs and accompanying products, made only with the best quality bread, which is baked to our own recipe, made in local

bakeries and delivered to our stores each morning,” Eigil enthuses. Central to the appeal of the Big Bite brand is its motto of ‘freshly made for you’. “The concept of being able to personalise one’s food is very important in today’s world,” Eigil continues. “We work hard to provide as many menu and ingredient options as possible so that our customers can tailor their order to exactly what they want. Fewer people, in this day and age, wants things forced upon them and this plays well into the way we do business.”

Menu development Said trends also mean that the company can evolve its menu as consumer tastes and trends change. For example, there has been a recent rise in demand for Asian-style flavours amongst Big Bite’s customers and this has been met with the introduction of new spices and sauces. Similarly, the company has been quick to respond to other growth opportunities, introducing a ‘burger sub’ to tap into the popular

Photography by Øystein Eugene Hermstad

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‘

craft burger market and expanding its range of vegetarian options. The added ingredient, as it were, is that it takes each of these trends and adds its own ‘Big Bite twist’.

Support system

Photography by Øystein Eugene Hermstad

“Speed is also something that is of vital importance for a ‘food on the move’ concept, and we know it should never really take more than two minutes to arrive at a counter, order and be on your way with a delicious fresh sub,” Eigil adds. “In more recent times we have been looking to utilise technology to further enhance this capability, launching our Big Bite APP in 2017, and we will be actively researching pre-ordering and pick-up-point options in the coming months. We will achieve all this while also having the greatest confidence in the quality

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Eigil is keen to highlight the potential for expansion that still exists for Big Bite, with gaps in the market in a number of big cities that it plans to fill

of our ingredients. By controlling our own distribution channels, we ensure that we have full oversight of the entire food chain, from point of origin until it reaches our stores.” Like many of the big players in the sandwich and sub store industry, Big Bite has successfully utilised the franchise model when it comes

to expansion, with all but three of its stores being run by dedicated franchisees. “We have found great success in entrusting our stores to local owners who know their markets and their customers, and are able to create a more personal atmosphere to their stores,” Eigil continues. “One thing that does differentiate us from our competitors in terms of franchising, however, is in the support system we provide. Through this, it is Big Bite itself that covers the costs and complexities involved in instore investment and improvements. This allows our owners to focus on the most important thing and that is provide our customers with the great quality food they want.” Even with the solid growth that the company has experienced over the last 20 years, Eigil is keen to highlight the potential for expansion that still exists

Big Bite for Big Bite, with gaps in the market in a number of big cities that it plans to fill and strong relationships that continue to thrive with partners such as several of Norway’s largest shopping mall operators. “The goal that we are presently working towards is the opening of around eight-to-ten stores in 2018,” Eigil says. “Meanwhile, when it comes to sales growth, we have a target of achieving organic growth of seven per cent and companywide growth of 12 per cent for the same year. These are targets that we consider to be very realistic if we are able to improve our speed of service, embrace digital technology, and stay in touch with current tastes and trends, all while we continue to do the thing that we have proven to be so strong in over the years, which is providing fresh, personalised food that everyone can enjoy.” D www.bigbite.no

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Brewing success

With roots extending back to the 18th century, today Harvey’s Brewery (Harvey’s) is renowned across southern England for its great beer, fine wine and sound business principles 134 www.foodchainmagazine.com

riding itself on serving its local area, nearly all of Harvey’s Brewery (Harvey’s) business is undertaken within 60km of the brewery. However, the business has also branched out through distribution channels and is now being stocked in restaurants such as Bills, helping to

introduce its delicious and interesting beers to a new audience further afield. Today Harvey’s employs over 75 people in the brewery, but remains a family business, with a member of the eighth generation still firmly involved with the operation. The term ‘eighth generation’ gives a good indication of

Harvey’s Brewery

the long history that Harvey’s can look back upon - records dating back to the 1790s are where the first mentions of a John Harvey and wine trading are reported in Sussex. Over the decades that followed its foundation, the company went through not only growth and development, but also some

tumultuous times. However, thanks to some critical business decisions and inspired recruitment undertaken in the 1920s, Harvey’s survival and long-term prosperity were assured, and the firm revived its fortunes. It is primarily its traditional cask ales that have made a name for Harvey’s

throughout the south east of England - these ales are unpasteurised and are known as the ‘champagne of beers’. Sussex Best is the company’s most famous beer, and it is described as ‘a superbly balanced bitter with prominent hop character’. Finest Maris Otter malted barley is supplemented with a dash

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of Crystal malt for balance, while the hops are a blend of four different local varieties, to give a distinctive hoppy finish. The beer has won the Champion Best Bitter of Britain title at CAMRA’s Great British Beers Festival twice, recognising the success of Harvey’s approach of selecting only the finest raw materials and combining them with unique ‘local’ conditions, and creating the final beer within a traditional brew-house environment. Alongside Sussex Best, Harvey’s cask ale range also includes Armada Ale, Wild Hop, IPA, Dark Mild and Old Ale, as well as a range of Seasonal Draught Brews – each available for roughly a month. Alongside cask beers, Harvey’s also offers keg beers, with these being reintroduced to the range in 2016 after a 15-year absence. “We wanted to make a range of new brews that people wouldn’t necessarily expect to see from Harvey’s but that still maintained our

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reputation for producing quality beers,” spokesman Bob Trimm explained. Two beers, Gold Bier and Malt Brown, were the beginning of the new keg offering, with Black Stout and Wharf IPA also now added alongside them. “As a company with a 226-year history we’ve always kept evolving, while ensuring we maintained our integrity and passion for producing world-beating beers,” added Bob.

Investing in the future The investment in the kegging line was made alongside additional spending on the in-house bottling line, which means that 26 of Harvey’s beers are now available in bottled format. While the beers’ taste is what makes them exceptional, in order stand out on the shelf and tempt customers to put them to the test, Harvey’s has created particularly eye-catching labels, which have become renowned for their

individual designs. In a clever move to appeal to beer fans, the company is now even able to create bespoke labels for customers who wish to custom design a beer label for themselves, a loved one or a particular event. Indeed, special events are an area where Harvey’s is adding value to its business, and as part of this philosophy it has created its own Harvey’s ‘Hop Bar’ mobile bar units, which are now available to hire for events and functions. The Hop Bars are finished to an extremely high specification with oak topped bar and shelving throughout, and all dispense equipment built into the units. It is clear that beer is at the heart of Harvey’s operation, but it is by no means the only string to the company’s bow. It also owns 49 public houses in London and the South East operated under tenancy, and while its Tied Estate Houses are run independently, they benefit from Harvey’s reputation within the community. Harvey’s thinks of its tenants as freelance ambassadors, and has expectations that the highest quality standards will be maintained at all times. The business is also a Fine Wine merchant, selling a selection of carefully sourced wines from around the world. In fact, its origins are in the wine trade, and following two centuries of unbroken experience in this area, Harvey’s today offers wines from some of the most prestigious traditional estates of Europe and an excellent range of bottles from around £6. It sources small amounts of wellcrafted wine direct from a small

Harvey’s Brewery producer and endeavours to find stocks of characteristic local styles or regional grape varieties. This philosophy means it can offer great value (at every price level) because the wine comes directly from the winemaker without the profit margins of ‘middle men’. Finally, Harvey’s also wholesales factored drinks brands to the licensed trade, and sells its ales, wines and a wide selection of premium and unusual spirits through its shop in Lewes and online.

Multiple award winners The Harvey’s motto is that ‘we are only as good as our last pint’ – given the company’s string of award wins in 2017, it seems a safe assumption that its last pint was extremely good! In September, Harvey’s was named ‘Best UK Brewer’ at the International Beer Challenge finals, and a month earlier it gained seven awards at the World Beer Awards

2017, as well as five awards, including four golds and one silver, at the British Bottler’s Institute 2017 competition. Furthermore, in July, Harvey’s and Burning Sky Brewery’s collaborative brew, Anglezarke IPA, was awarded CAMRA’s ‘Beer of the Festival’ accolade at the South Downs Beer and Cider Festival 2017. This impressive list of references is a reflection of the skills of the team at Harvey’s, with individual members also receiving recognition – for example, Joint Managing Director and Master Brewer Miles Jenner was installed as Master of the Brewers Company in 2015, which is a highly prestigious award, and as Miles stated at the time, is a ‘tremendous honour’. Given its history, team and achievements, Harvey’s credentials as an extraordinary brewing company cannot be denied. As a member of the British Beer & Pub Association

(BBPA) and the Independent Family Brewers of Britain (IFBB) it upholds not only its own standards but recognised industry standards. It even has a Royal connection, with a visit from the Queen in 2013 highlighting its importance to the UK market. This reputation is continuously maintained by a vigilant machinery replacement policy and a dedication to continuous improvement – for example, Harvey’s is looking to move further forward into the canned beer market in the future. After an extensive rebranding exercise in 2016, Harvey’s is set to enter 2018 with a solidly established new look, and a passion and drive to continue to deliver outstanding products to both existing customers and a new generation of drinkers. Proud of its heritage, but with a modern and forward looking approach, Harvey’s is looking forward to its next two centuries of brewing. D www.harveys.org.uk

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Port of Hanstholm

Your

port for

business

Having celebrated its 50th anniversary in 2017, the Port of Hanstholm is about to undergo a major programme of expansion

he Port of Hanstholm handles 400 tonnes of fish every day, but at one point it almost didn’t exist. This was first mooted as a potential project as far back as 1917, though it would be years before it became operational. A committee in 1951 declared the area ‘unsuitable’, only for a new committee to come in four years later and reverse the decision. Partially, this was the result of model experiments conducted by Professor Lungdren from the Technical University of Denmark, proving the idea was a viable option. After seven years of construction, it was finally ready in 1967. Today, it is celebrating its 50th anniversary. CEO and Managing Director Niels Clemensen is happy to have witnessed the area go from strength to strength, becoming a crucial part of the Danish fishing industry: “The biggest customers are fishermen, there are also 22 processing plants for fish and fishmeal. This is the main product, and major focus for the area at the moment.”

However, this is just the start of the story. In 2018, a massive expansion project will begin. It is not simply a cosmetic upgrade, as the changes could potentially massively increase the size and the amount of boats coming in: “A new entrance to the harbour will be constructed. Around here there are very high winds, but there is also the advantage of being close to areas such as the North Sea. Access is currently affected by big waves and strong currents, so this will allow for a calmer way in.” There are also moves to increase the capacity, vital in attracting larger vessels: “The entrance is going to be higher, around 11 metres, and with the additional backland it will be around ten metres in depth. Recently, there has been a trend towards larger trawlers and boats, so the aim is to adjust everything accordingly,” Niels explains. It is not just the fishermen that benefit from these activities. In Denmark, 40 per cent of its electrical energy comes from wind power, and Hanstholm also

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Port of Hanstholm directly assists the manufacture of wind turbines, performing as a base for loading and unloading parts for Østerild, one of the world’s largest turbine test centres. Niels is happy to confirm that as well as assisting, the port is also taking advantage of this technology to become more energy efficient: “There are three new windmills that will harness energy from the high winds, that will be in place by the end of the year. There is also a move towards reducing waste in the factories.”

Premium With rivals in England, Belgium and the Netherlands, it can sometimes be difficult to stand out. Niels believes that being home to one of Europe’s largest fish auctions gives it the edge over its competitors: “It is known for high prices, so naturally that attracts a crowd. The goal is to keep the value of the commodity up, and to do that it is run in a traditional way, so that a buyer can look you in the eye when you sell the fish, as well as being able to physically inspect the catch before bidding on it. With all the processing plants it means more bidders, further upping prices.” Niels recognises that even with the success of the auctions and regular fishing, long term growth will require some diversification. There has been a move toward attracting a ‘service cluster’, including sectors such as aquaculture and freight: “Our role is changing. It used to be weighted very heavily towards technology, whereas now it is starting to become more about business development.” Niels states. An increase in this hub is likely to have one major additional benefit. Currently 1000 people are employed either directly or indirectly through port-based activity. After the expansion is complete, an additional 450 jobs will become available, providing further support to the local economy.

Expansion The estimated time for completion is 2020, although this is not the end of planned construction work. Niels reveals that this actually represents phase one of a larger end goal: “Once this is finished, plans are in place for phase

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two, to further increase capacity. It will be about adapting to demand, so a lot will depend on how much more activity occurs after the building work is done.” There is already a regular influx of vessels coming in, but Niels is also looking toward attracting interest from further afield: “Ideally, it would be

good to see increased international investment. At present, the industry is especially strong around Denmark. Perhaps when Brexit happens, this could be the access point to Europe for British trade. For us, the closest competitor is Peterhead and there is a relationship there already, so this could further develop in the future.” Already considered part of the ‘blue motorway’, it is thought of as the shortest route to various European and Scandinavian countries, as well as places such as the Faroe Islands, making it an attractive option when considering how to get goods out to market. It is well worth keeping a close eye on this expansion project to see what will be done with the additional capacity available. Once considered ‘highly unsuitable’, the Port of Hanstholm is now on the verge of growing into something incredible. D www.hanstholmhavn.dk/en/

Obsessed with ﬂavor. Dedicated to quality. There’s Angus. Then there’s the Certified Angus Beef ® brand.

Since 1978, we’ve raised the bar for Angus beef. Each cut meets 10 exacting standards for quality. You’ll taste the difference in every juicy, tender and flavorful bite.

Angus beef that’s a cut above.