At Venditalia 2026, 365 Retail Markets showcased the latest innovations shaping the future of unattended retail, with solutions designed to improve convenience, security and the overall consumer experience across workplaces, hospitality and other high traffic environments. A key highlight was the company's latest age verification technology, enabling operators to securely and compliantly offer age restricted products such as alcohol through unattended retail. Using a generated QR code, authorised users can access designated product ranges while ensuring responsible purchasing and regulatory compliance. The event also demonstrated 365 Retail Markets' commitment to helping operators, resellers and partners simplify operations through a combination of intelligent software, connected hardware and integrated payment solutions. With almost two decades of experience, the company continues to support businesses in delivering more efficient operations alongside enhanced customer experiences. Another innovation on display was PicoCoffee Plus, which enables consumers to purchase coffee alongside snacks or cold drinks in a single seamless transaction using one payment device. The solution reflects the growing demand for frictionless purchasing experiences and greater convenience within self service environments. As workplace habits continue to evolve, 365 Retail Markets is helping organisations meet rising expectations around food quality, availability and flexibility. By providing 24/7 access to fresh food and beverages through its Pico portfolio, the company is supporting employee wellbeing, creating more engaging workplace environments and building the future of convenience through intelligent unattended retail technology. Another highlight of the showcase was the launch of PicoFreezer Vision, extending the Vision range to frozen products alongside chilled and ambient solutions. This gives operators greater flexibility to offer a wider selection of food and beverages while maintaining secure access, intelligent temperature control and seamless grab-and-go purchasing powered by computer vision technology. Visitors also experienced Stockwell 2.0 Smart Store, where customers can shop just as they would in a traditional convenience store. By simply authenticating with a payment card or the 365Pay app, shoppers can browse, pick up, replace or select multiple products before the AI-powered system automatically completes the transaction. The event also introduced VisionLink, the latest innovation for the Vision platform. VisionLink connects multiple Vision devices into one seamless shopping experience, enabling customers to shop across coolers, freezers and ambient cabinets with a single payment, one receipt and one frictionless transaction, while helping operators increase basket sizes and improve convenience. Venditalia also marked the official welcome of Cantaloupe into the 365 Retail Markets family, bringing together an even broader portfolio of self-service retail technology, payments and software solutions backed by the same commitment to innovation, reliability and local support. Together, these innovations demonstrate how 365 Retail Markets is continuing to build the future of convenience, delivering smarter retail experiences that meet the evolving needs of operators and consumers alike.

Deven Desai Despite growing investment in artificial intelligence (AI) across the hospitality sector, many restaurant operators have yet to see measurable returns. Deven Desai, head of AI products at iTradeNetwork, explores how connected data and unified workflows can help AI protect margins and deliver greater operational value. Optimism around AI remains high across the hospitality sector. Many organisations agree that AI has the potential to improve workflows and around 90% of surveyed CEOs believe that by 2028, AI will redefine what success looks like in their industry. Yet, despite the overall AI sentiment, many enterprises in the hospitality sector have failed to achieve measurable returns. Nowhere is this more prominent than in restaurant operations. As of now, around 73% of operators are actively investing in AI or planning to, but only 9% report that AI has produced measurable operational value or guest impact. Restaurant operators need a way to reduce this disconnect between AI ROI and confidence in its implementation. This starts by identifying where current deployments are falling short and how operators can tailor AI applications to protect margins. Operational blind spots are behind AI’s underperformance The traditional approach throughout restaurant management is to focus AI investments on customer-facing tools, forecasting, or reporting. These areas are strong candidates for AI integration, but only if the data supporting them is aligned. This is often not the case. The core operational layer across restaurant systems is usually fragmented, and 37% of restaurant brands point to this fragmentation as a key barrier to delivering better guest experiences. Pricing often differs between systems, and procurement platforms can fail to apply contract pricing at the point of order. The result is AI systems that function with minimal business context, leaving operators scrambling to resolve discrepancies after the fact. Most of these small inconsistencies lead to margin leakage. Small pricing errors, off-contract purchases and substitutions compound quietly, and by the time a restaurant manager checks the profit-and-loss statement (P&L), the damage is already done. Recapturing some of this lost margin and laying the foundation for successful AI adoption requires operators to unify their workflows and link their data. This would create the operational backbone AI needs to identify discrepancies earlier and prevent margin loss before it reaches the P&L. The infrastructure behind successful AI Many organisations that successfully implement AI follow a similar approach. This framework includes: Step one: Creating clear product data records. Restaurant operators should synchronise product and supplier data, update pricing throughout systems, and reflect contracts at the point of order. Step two: Breaking down operational silos. Organisations should ensure that all data is integrated across internal and partner platforms. Step three: Centralising all information into a single area. After enterprises eliminate operational silos and update data across systems, they can consolidate this information into a single, unified view to create a clear picture of performance. While all organisations will have different requirements, this framework serves as a valuable starting point for a connected business architecture. It provides operators with a single source of truth and the visibility needed to make clear operational decisions, while giving AI the operational context required to optimise workflows. This means pricing, supplier and inventory information are available in one place, and manual reconciliation efforts are reduced. In short, enterprises could incorporate this technology in a way that actually adds business value. Practical applications that protect margins With a secure and synchronised infrastructure, operators can deploy AI to automate critical back-office tasks, including contract compliance, price enforcement, purchase order management, and inventory visibility. Over time, these applications will allow AI to act as a continuous support layer. It could shift from a tool used for standalone functions to an always-on part of restaurant management. This would allow operators to reduce repetitive work, proactively surface areas where workflows are likely to fail, and alert management before issues escalate. The value of these capabilities is even clearer when tied back to margin protection. By proactively identifying areas where exceptions occur, AI could address the profitability drain earlier in the process and reduce the revenue leakage that often shows up on the P&L. Unlike manual workflows, AI can complete all these functions in near real time, allowing operators to monitor and respond to live market signals before margins are affected. Taken together, these capabilities would help restaurants transition to a predictive business model. From reactive operations to proactive management If AI is going to transition from stunted pilots to a system that can work alongside team members to deliver value, then restaurant teams must address fragmented workflows. Operators cannot rely on AI while critical operational systems remain disconnected. Once organisations unify this architecture and the data within it, restaurant teams can use AI to shift their operations from reactive problem-solving to proactive management. These systems can operate in real time to identify discrepancies and automate price enforcement across workflows. Ultimately, this will translate into less margin leakage and stronger returns from AI investments across restaurant operations, positively impacting the overall hospitality sector.

Fresh juice machine provider iSqueeze has partnered with US beverage technology company Smoodi to bring automated self-service smoothie stations to UK retailers. The machines prepare a 400ml smoothie in around 60 seconds and handle the blending and cleaning processes automatically. The concept is aimed at food-to-go businesses seeking to offer freshly prepared smoothies without conventional blenders, ice or fresh produce preparation. Customers select and scan a cup before placing it in the machine, where frozen fruit is blended with cold water. The launch range includes six flavours: Strawberry & Banana, Tropical, Green Matcha, Mango Lassi, Very Berry and Choco Boost. The smoothies are made with real fruit juice and contain no added sugar. Elias Ebert, managing director of iSqueeze, said: ‘‘We identified a huge gap in the market for freshly made smoothies, ready in seconds, created by customers themselves using the latest self-service technology, a game-changer for retailers across the UK who want to improve the quality of food-to-go offerings". "The state-of-the-art automated system, means flavours are blended for customers, with minimal waste and cleaning, cost effective, with reduced labour costs, compared with juice bars. This is the future of smoothies on-the-go, empowering healthy habits for consumers and a healthy profit for retailers." Retailers can either hire or purchase the equipment, while iSqueeze will provide cups, straws, maintenance and aftercare services. Installation requires access to a fresh water line with a push-to-connect fitting.

German snack manufacturer Intersnack Group has agreed to acquire US salty snacks producer Utz Brands in a transaction valuing the business at approximately $2.9 billion. Under the definitive agreement, Intersnack will purchase all outstanding shares of Utz’s Class A common stock for $14.25 per share in cash. The offer represents a premium of approximately 91% to Utz’s closing share price on 20 July 2026. Following completion, Utz will become a privately held company jointly owned by Intersnack and the Rice and Lissette family entities, with each holding a 50% stake. Utz’s shares will subsequently be delisted from the New York Stock Exchange. Founded as a German potato chip producer in 1968, Intersnack has developed into a multinational savoury snacks manufacturer with operations across Europe and Oceania. The deal will provide the company with its first presence in the US snack market. Johan van Winkel, executive chairman of Intersnack Group, said the transaction represented an opportunity for the company to expand into the “large and attractive” US market. “We have long admired Utz’s brands, its heritage and the strength of its team,” he added. “Together with the Rice and Lissette family and Utz’s management and associates, we see a tremendous opportunity to build on Utz’s strong foundation and help shape the future of snacking in North America.” Utz, which has operated for more than a century, owns a portfolio of salty snack brands sold across the US. Chief executive Howard Friedman said Intersnack’s experience in brand development, innovation, manufacturing and technology would support Utz’s continued growth strategy. Dylan Lissette, chairperson of the Utz board, described Intersnack as a “like-minded partner” with a similar family-owned heritage and a long-term approach to investment. The agreement follows a review led by a special committee of independent Utz directors after Intersnack expressed interest in taking the company private. The committee evaluated the proposal alongside other possible alternatives before unanimously recommending the deal to the board, which also approved it unanimously. The acquisition will be financed through approximately $920 million in cash from Intersnack, a new $1.1 billion term loan facility and borrowings under a $250 million asset-based lending facility. The financing package will also include equity rolled over by the Rice and Lissette family and the reinvestment of part of the proceeds from a $44 million tax receivable agreement settlement. The Rice and Lissette family, Dylan Lissette and certain affiliates have agreed to vote shares representing approximately 42% of Utz’s common stock in favour of the transaction. The deal is expected to close in the fourth quarter of 2026, subject to regulatory clearance and shareholder approval. Once completed, Dylan Lissette will become executive chair of Utz. Top image: © 2026 Utz Quality Foods

Nestlé and Platinum Equity have announced the launch of Peranel, a 50/50 joint venture for Nestlé’s waters and premium beverages business. The transaction, announced today (23 July 2026), assigns an enterprise value of $5.6 billion to the new joint venture. It will create a new major, dedicated player in the water and premium beverages category and will be led by Nestlé Waters & Premium Beverages’ CEO, Muriel Lineau. Peranel’s portfolio will span more than 30 brands with products sold in 120 countries, including mineral water brands S.Pellegrino, Source Perrier and Acqua Panna, premium and functional hydration beverages, the global Nestlé Pure Life brand and other local water brands. Platinum Equity is an international investment firm with approximately $48 billion of assets under management. It will bring three decades of corporate divestiture experience to Peranel, combined with Nestlé’s experience in managing joint ventures. Headquartered in Paris, France, the newly established business includes an in-house R&D team that has contributed to approximately 120 launches since 2022. Philipp Navratil, CEO of Nestlé, said: “By partnering with Platinum Equity, Peranel will be better positioned to execute its strategy with enhanced agility”. “Through additional focus, it will be well equipped to drive its long-term growth ambitions by strengthening this unique portfolio of international and local brands, with continued investments in innovation, premiumisation, operational excellence and sustainability.” Platinum Equity’s co-president, Louis Samson, said that the firm will bring “unique energy and focus as well as business and operational expertise” to the joint venture. “Combined with Nestlé’s and Peranel’s world-class product development, execution and marketing capabilities, our joint venture creates a powerful partnership and a very strong team,” he commented. “We have great respect for Peranel’s brands, the people that bring them to life and the customers and communities they serve. We will leverage our extensive experience in establishing and supporting stand-alone companies to create long-term value.” The transaction is subject to employee consultation processes and regulatory approvals and is expected to close in the first half of 2027.

Vending machines have historically offered limited product information for customers, with purchase choices based on what can be seen behind the glass. Now, however, technology such as interactive touchscreens and linked smartphone apps are providing new ways to communicate with consumers. For operators, this means opportunities to share more detailed sustainability and sourcing information, as well as targeted advertising centred around environmental benefits. Operators can now showcase the ‘green’ credentials of their SKUs – from ingredients lists to agricultural processes to information on packaging recycling – at every stage of the purchasing journey, driving sales and repeat visits from sustainability-conscious consumers. Consumers today are hyper-aware of greenwashing and are on the look-out for deliberately opaque supply chains. This makes the additional information that operators can share even more crucial: in order to meet consumers’ discerning expectations around sustainability, brands need to be actively proving their credentials. According to a 2025 consumer survey by Euromonitor, “discerning consumers seek products that embody sustainable design and deliver exceptional quality and performance. They appreciate brands that simplify sustainable living without making it prohibitively expensive.” That said, data from the survey also suggests that while sustainability is crucial, it is not enough on its own to drive consumer purchasing decisions. Euromonitor advises brands to “measure what matters and say it plainly,” designing for quality and performance first, and then using simple labels to communicate clear environmental savings with verified sourcing information, with the aim of making greener choices easy and good value for customers. According to a 2025 consumer survey by Euromonitor, “discerning consumers seek products that embody sustainable design and deliver exceptional quality and performance. They appreciate brands that simplify sustainable living without making it prohibitively expensive.” Consumer profiles Understanding consumer attitudes towards sustainability empowers vending and automated retail operators to select impactful, sustainably-designed SKUs that will be favoured by eco-conscious consumers. Euromonitor’s ‘Voice of the Consumer’ 2025 survey identified five sustainable consumer profiles, along with practical ways to connect and succeed with each group. For effective sustainability communication, Euromonitor’s report recommends considering market-specific characteristics. “Emerging markets are enthusiastic about sustainable products, while developed markets drive spending on them,” claims the report. “It is essential to understand the unique characteristics of each market, including awareness, scepticism and trust levels, and strike a balance between generic and specific sustainability claims that resonate with each audience.” 1. Naturalists Across global markets, many consumers are scanning ingredient lists, looking for simplicity and transparency. For naturalists – about 30% of global consumers – ‘natural’ is more than a label; it is a lifestyle. These consumers are cutting back on meat, seeking plant-based options and trusting claims like ‘environmentally friendly’ – but only when brands back them up with specifics. 2. Zero wasters Many consumers, especially younger generations, expect brands to help them repair, reuse or recycle. Zero wasters – about 25% of consumers – span generations, but all share a drive to minimise waste, whether that means recyclable packaging recycling or food-waste reduction. 3. Green spenders Green spenders are willing to pay more for products that deliver on quality, performance and purpose – but they want to see certifications, fair labour practices and evidence of impact. About 25% of consumers fit this profile, and they are driving demand for products that ‘walk the talk’. 4. Low-impact livers Many consumers are comparing products not just for a green logo, but for how much energy, water or money they will save. Over 20% of consumers are ‘low-impact livers,’ motivated by efficiency and cost savings. They’re practical, proactive and increasingly sceptical of vague ‘carbon neutral’ claims. 5. Nature restorers Picture a discerning shopper scanning for products that promise to restore nature, not just do less harm. Nature restorers, about 10% of consumers, are highly educated and affluent. They scrutinise biodiversity, water and regenerative claims, and expect companies to provide real evidence. Sustainable sourcing Juliana Jaramillo Refreshment editor Bryony Andrews talks to Juliana Jaramillo, regenerative agriculture lead at the Rainforest Alliance, about what the organisation’s new Regenerative Agriculture Standard will mean for sustainable sourcing moving forward. How does the Rainforest Alliance define ‘regenerative agriculture’ and what core principles guide your certification standards? Regenerative agriculture aims to give back more than it takes over time – restoring soil, rebuilding biodiversity and strengthening ecosystems while supporting farming communities. Our new Rainforest Alliance Regenerative Agriculture Standard captures that vision by laying out a science-driven framework with core principles linked to soil health and fertility, biodiversity conservation, climate resilience and social wellbeing. The standard sets out clear, measurable requirements and indicators across these areas, and a practical, actionable path toward regenerative farming in harmony with nature. How does regenerative agriculture contribute to climate adaptation and mitigation? Regenerative agriculture contributes to climate adaptation and mitigation primarily by restoring biodiversity and ecological functions at farm and landscape level. Practices such as diversified agroforestry systems, increased tree and native vegetation cover and habitat conservation enhance above-ground carbon storage in perennial biomass, while also delivering critical ecosystem services. Greater plant and tree diversity improves microclimate regulation, stabilises water cycles through improved infiltration and evapotranspiration, reduces erosion and strengthens natural pest regulation. These ecological processes make farming systems more resilient to climate stresses such as drought, heat, intense rainfall and pest outbreaks. While improved soil management can support soil health and modest carbon gains, the strongest and most reliable climate benefits of regenerative systems come from increased biodiversity, woody biomass and functioning ecosystems that enhance resilience, reduce emissions intensity and stabilise production under changing climate conditions. What regenerative agriculture practices do you consider most effective for improving soil health, biodiversity and ecosystem resilience on farms? Some of the most powerful practices include agroforestry, reduced synthetic fertiliser use, cover cropping or soil cover management, maintaining ground cover and organic matter, reducing or eliminating pesticide use and integrating habitat zones or buffer strips for wildlife. These work together: cover crops and organic ground cover feed soil microbes and rebuild structure; agroforestry and habitat strips support biodiversity; and minimal soil disturbance preserves soil carbon and reduces erosion. Over time, these practices boost soil fertility, support a richer ecosystem on the farm and build resilience against pests, drought and erosion. What are the biggest barriers that producers face when transitioning from conventional, or even sustainable, practices to regenerative ones? First, many farmers lack technical support to implement regenerative practices effectively. Second, shifting to regenerative practices often requires upfront investment and changes in farm design, such as cover-cropping, agroforestry, crop diversification or habitat restoration and these investments may carry short-term risk before benefits are fully realised. Third, there is supply chain and market uncertainty: if buyers aren’t yet committing to premiums or long-term sourcing relationships, farmers may hesitate to make the transition. Finally, there has historically been a lack of a widely recognised, credible standard – without which regenerative claims can feel vague or purely aspirational. This is exactly where our Regenerative Agriculture Standard is designed to help. By creating a shared set of requirements that companies recognise and invest in, the standard helps reduce market uncertainty, unlock technical support and financing and ensure that farmers who take on the effort and risk of transitioning to regenerative practices are properly rewarded for doing so. What are the challenges of measuring the impact of regenerative agriculture? One significant challenge is that regenerative outcomes take time – improvements in soil health, biodiversity and ecosystem resilience require longterm monitoring. Measurement is also complex because farms vary widely in soil type, climate, crops and local conditions, so what works in one place may not work the same way elsewhere. Another practical challenge is data collection itself. When gathering data falls to farmers, it can be time-consuming and competes with the time they would otherwise invest in crop productivity and day-to-day farm management. That’s why the Regenerative Agriculture Standard combines common, measurable indicators – such as soil cover, pesticide use, pruning and biodiversity – with a crop-by-crop, context-specific approach. This enables consistent tracking of progress and supports data-driven farm-level decision-making, while minimising administrative burden and still reflecting local realities through auditing processes and ongoing data collection. How well understood is the concept of regenerative agriculture among consumers? How are you working to improve this? Today, awareness of regenerative agriculture among consumers remains uneven, but interest is growing as more people look to support products that have a positive impact on the environment and farming communities. To improve understanding, we’re working with brands and retailers that adopt our Regenerative Agriculture Standard to communicate clearly what regeneration means – not just ‘less harm,’ but ‘positive impact’: healthier soils, thriving ecosystems, resilient farms and fair livelihoods. By providing clear definitions, transparent messaging, traceable certification and third-party assurance, the standard also helps avoid vague or misleading regenerative claims, making regenerative agriculture more accessible and meaningful to everyday consumers. Can you share some details of your new Regenerative Agriculture Standard? The Regenerative Agriculture Standard was formally published in September 2025 and audits under the new standard will begin on 1 March 2026. Early-adopter audits have been underway since July 2025 using a pre-publication version. The requirements cover not only environmental dimensions – soil health, biodiversity, water, crop resilience – but also the same base social protections as our existing Rainforest Alliance Sustainable Agriculture Standard, to ensure that farms support people as well as the land. The standard is science-backed, with measurable indicators to track progress over time (eg. soil cover, pesticide monitoring, pruning, biodiversity metrics), and requires continuous improvement at each certification cycle. That makes the standard a practical tool: it guides farm planning and redesign, helps with supply-chain engagement and creates a shared framework for measuring regenerative performance globally. How will the new Regenerative Agriculture Standard help coffee brands stand out in a highly competitive market? The Regenerative Agriculture Standard gives brands a credible, science-based way to demonstrate that their products are not just ‘sustainably produced,’ but actively contributing to soil regeneration, biodiversity, climate resilience and fair livelihoods. In a crowded and competitive market, this can help differentiate coffee brands based on their environmental and social credentials. For consumers increasingly concerned about climate change, biodiversity loss and the ethical sourcing, having a clear regenerative seal helps build trust and transparency, aligning their purchase with a positive impact. For brands, it supports broader climate, nature and biodiversity commitments, while communicating tangible progress rather than vague ambitions. The Rainforest Alliance The Rainforest Alliance, an international nonprofit organisation, works to r estore the balance between people and nature for both to thrive in harmony. Active in 62 countries, millions of consumers around the world can find the Rainforest Alliance seal on more than 40,000 of their favorite products. The Alliance brings together farm and forest communities, companies, governments, civil society and millions of individuals to drive positive change in some of the world’s critically important landscapes and global supply chains. Implementing landscape and community projects, the Rainforest Alliance engages in advocacy, working to improve markets by putting farm and forest communities at the centre of operation. In 2024, the Rainforest Alliance partnered with nearly eight million farmers and workers and over 7,850 companies.

Nestlé will cease production at its Diósgyőr, Hungary, confectionery plant in December 2026, citing declining demand for seasonal chocolate products. The company informed employee representative bodies of the decision this month. The facility currently produces hollow chocolate figures for distribution across several international markets. According to a Nestlé spokesperson, output at the plant has "decreased significantly" in recent years amid weaker demand for seasonal confectionery. The facility represents less than 3% of Nestlé revenue in Hungary and approximately 0.4% of its domestic production volume. Alongside preparations to halt production, Nestlé has entered advanced negotiations over the sale and future operation of the factory. The company said it hopes to transfer the facility to an investor that will continue confectionery manufacturing, potentially preserving employment for as many workers as possible. Nestlé said it will provide further information on the outcome of the advanced negotiations at a later date. The company’s hollow chocolate figures will remain available following the shutdown, with production set to move to an independent manufacturer operating in accordance with Nestlé’s quality standards. Nestlé added that its other Hungarian factories in Szerencs and Bük will continue operating and developing.

Spanish coffee group Cafento has acquired McCabe’s Coffee, an Irish speciality roaster based in County Wicklow, as part of its international growth strategy. The deal marks Cafento’s second investment in Ireland, following its acquisition of Dublin-based Java Republic in 2019. McCabe’s produces speciality and organic coffee, strengthening Cafento’s presence across the premium, speciality and organic segments. Established 27 years ago by Clive McCabe as a small family roasting venture, the company has grown to supply more than 450 independent cafés and hospitality customers across Ireland and Northern Ireland. It is now managed by the founder’s son, Stephen McCabe, and his wife, Portia. McCabe’s will continue to operate as an independent brand from its existing base in Wicklow. All employees will remain with the business, while Stephen McCabe will stay on as brand ambassador. Emma Charlotte Brett, Cafento’s managing director for international operations, said the acquisition reflected the group’s confidence in the Irish market and its focus on international expansion. She added that the two family businesses shared similar values and a long-term approach. Financial terms of the acquisition were not disclosed. Top image: © McCabe's Coffee

Nestlé-owned Coffee Mate has launched a limited-edition mixed fruit-flavoured creamer in the US. Named Situation-Sip, the product combines strawberry, citrus and mixed berry flavours. It is designed for use in hot and iced coffee, alcohol-free cocktails and 'dirty sodas'. The launch is supported by a campaign featuring US television personality Carl Radke, who said the product “brings ‘more life’ to everything from a morning coffee run to a sunset soft cocktail”. Sarah Bell-Klauser, Nestlé's VP of brand marketing for the coffee and beverage division, said: “We developed the Coffee Mate Situation-Sip mixed fruit-flavoured creamer to capture the spirit of summer flings, giving fans an excuse to flirt with a new flavour and reimagine their cup as the perfect match.” The creamer is available free of charge through two limited online drops on 20 and 27 July, exclusively via Coffee Mate’s website. Products will be distributed on a first-come, first-served basis while stocks last.

Refresco has appointed Minsok Pak as president and chief strategy and transformation officer. Minsok Pak In the newly created position, Pak will join Refresco’s executive committee and report directly to CEO Steve Presley. He will lead the beverage solutions provider’s global corporate strategy and mergers and acquisitions activity, while overseeing transformation programmes focused on operational performance and commercial effectiveness. Pak brings 35 years of experience across the consumer and retail sectors. Most recently, he served as global CEO of CJ Foods, leading a business operating in more than 75 markets. He has also held senior strategy, transformation and innovation roles at Mondelēz International and Target Corporation. Earlier in his career, Pak worked at The Lego Group, where he oversaw branded retail and channel development across more than 200 stores worldwide. He also spent more than two decades as a senior partner at McKinsey & Company, advising consumer and retail companies across the US, Asia and Europe. Presley said: “Minsok has spent his career leading large-scale strategy and transformation at companies operating at this scale. He brings a strong track record of creating long-term value, along with deep experience in M&A and operations, and I’m confident he is well suited to lead the business at this important stage in Refresco’s growth.” Commenting on his appointment, Pak added: “The beverage industry is changing faster than at any point in a generation. Brands are outsourcing production, private label is taking structural share, and entirely new categories are scaling faster than most manufacturers can follow.” The appointment follows Refresco’s acquisition of North American supply chain solutions provider SunOpta, which expanded the company’s plant-based and protein manufacturing capabilities, foodservice channel access and presence across North America.

The UK government has confirmed that the sale of high-caffeine energy drinks to under-16s in England will be banned from April 2027, subject to parliamentary approval. The legislation will cover drinks containing more than 150mg of caffeine per litre, excluding tea and coffee. It will apply across shops, online retailers and vending machines, while business-to-business sales will be excluded. Retailers will be responsible for preventing sales to under-16s, with local authorities overseeing enforcement. Businesses that breach the legislation could face fines of up to £2,500. The decision follows a consultation that received 1,095 responses from businesses, public health organisations, enforcement bodies and members of the public, with strong support for introducing an age restriction. Around 100,000 children in England are estimated to consume high-caffeine energy drinks every day. Evidence has linked consumption to anxiety, disrupted sleep and reduced concentration, with children in more deprived communities disproportionately affected. Public Health Minister Sharon Hodgson said the ban would reduce children’s access to drinks that could harm their health, wellbeing and education. Katharine Jenner, executive director of the Obesity Health Alliance, welcomed the announcement as a “vital step towards protecting children’s health”. She said: “Strong evidence links high-caffeine energy drinks to anxiety, poor sleep, reduced concentration and harm to learning and wellbeing – restricting sales to children at a vital time in their life is just common sense.” Jenner added that extending the restriction across shops, vending machines and online sales would create a “fair, consistent system” for retailers and families. What the ban means for vending operators For vending operators, the legislation is expected to prevent affected energy drinks from being sold through machines, regardless of where those machines are located. According to the Vending & Automated Retail Association (AVA), this will include machines in factories, warehouses, workplaces, staff rooms, adult-only gyms and transport hubs, as well as publicly accessible locations. The person controlling or managing the premises where a machine is installed will be responsible for compliance. AVA said it was disappointed that the government had not adopted a location-based approach or allowed age-verification technology. The association highlighted that more than 82% of vending machines are located at sites that do not permit access to children and estimated that the restriction could cost the industry £43 million annually. Operators do not need to make immediate changes, but AVA advised members to assess which machines and product ranges could be affected and begin considering suitable replacement drinks ahead of implementation. The British Soft Drinks Association (BSDA) also highlighted the voluntary measures already taken by manufacturers. A spokesperson said: “BSDA members have led the way in responsible retailing through the association’s long-standing voluntary Code of Practice. Since 2010, our members have committed not to market or promote the sale of energy drinks to under-16s, and all high-caffeine beverages carry a ‘not recommended for children’ label.” "The available evidence shows that the vast majority of caffeine consumed by children and adolescents comes from sources other than energy drinks." The BSDA said it would continue engaging with the government as the details of the legislation are developed. The government intends to introduce the measures through secondary legislation under the Food Safety Act 1990, with the aim of improving children’s physical and mental health and supporting their concentration and learning.

Aqua Libra has expanded its flavoured sparkling water portfolio with the launch of a new Peach & Kiwi variety. Combining the sweet flavour of peach with kiwi, the sparkling water contains no sugar, sweeteners, calories or artificial ingredients. Peach & Kiwi joins Aqua Libra’s existing flavour combinations, which include Blood Orange & Mango, Cucumber Mint & Lime, Raspberry & Blackcurrant and Watermelon & Strawberry. The launch comes as the UK flavoured water category is valued at £474 million, while canned sparkling water generates £36 million in retail sales value. According to Aqua Libra, growth is being supported by demand for sugar-free, low-calorie drinks and greater interest in flavour-led products. Malcom McDermott, head of marketing at Aqua Libra, said: "At Aqua Libra, we're on a mission to inspire people with the potential of water. That's why we've always focused on creating fun and interesting flavour combinations that offer something a little different for consumers looking for more natural options." "Peach & Kiwi is another example of our commitment to bringing fresh ideas to the category. As flavoured sparkling water continues to attract new shoppers, retailers have a real opportunity to drive engagement through products that deliver both health credentials and genuine innovation.” The drink will be available through Ocado, Amazon and Aqua Libra’s website from 20 July 2026, ahead of a wider retail rollout beginning in October.