In this instalment of ‘Start-up spotlight,’ we speak to Dava Water, a brand offering still and sparkling canned water designed for social occasions including clubs, parties and events. Founder Chidi Ajaero tells us more. Chidi Ajaero What inspired you to launch Dava Water, and what gap did you identify in the UK water market? Dava was born in an unusual place: a nightclub. While trying to remain sober, I experimented by pouring water into a drinks can. To my surprise, nobody at my table noticed and I was able to blend in. That moment sparked everything. I wanted to make water a cool lifestyle product that gives people the confidence to hydrate anywhere, without standing out for the wrong reasons. That’s why our slogan is ‘Drink Responsibly’ – a play on alcohol culture that encourages both mindful drinking and environmental responsibility. Growing up, I hated drinking water. Dava Water exists to change that. You describe your experience as an “underdog journey”. What have been the biggest challenges you have faced while building the business? The canned water market is extremely niche. It took us more than a year to find the right manufacturing partners, as the supply chain is deeply fragmented and minimum order quantities were substantial due to the significant cost of running a production line. Our production journey began in Austria before moving to our current home in the South Downs of England. Our cans are specially made and transported to our water source in the South Downs, where the water is drawn from artesian wells and canned on site. Then comes retail, which operates like a closed club: introductions are everything, and the fees can be significant. So, I got to work, cold-emailing and pitching for nine months straight to cafés, bars and nightclubs, before securing our first stockists and listings on platforms such as Amazon and Delli. It was difficult because people didn’t initially understand what we were doing, but I believed in the product. What does being a premium water brand mean to Dava, and how does this influence the product’s design, positioning and target audience? Premium, for us at Dava, is about lifestyle. It is reflected in how you carry yourself. From our glossy can finish to our ‘Drink Responsibly’ slogan, we designed something that looks expensive, feels sophisticated and sits at the intersection of luxury water and fashion – something you actually want to be seen with. Why did you choose aluminium cans for Dava Water, and how does packaging fit into the company’s wider sustainability strategy? Aluminium can be recycled repeatedly without losing its quality, and a recycled can can potentially return to shelves within around 60 days. It also offers a different drinking experience when chilled, and our customers regularly tell us that they enjoy the taste of our water. Looking ahead, we have long-term ambitions to support broader recycling initiatives with London councils and in Nigeria, where I grew up. Aiming to cultivate recycling habits and discourage people from using plastic bottles of which only a staggering 12% is being recycled in the world. Water is a highly competitive category. How are you working to differentiate Dava from both established brands and other challengers? One word: community. The culture we are building around looking stylish while staying hydrated has attracted everyone from fashion lovers to people who simply don’t drink alcohol and don’t want to feel left out. We believe our ‘Drink Responsibly’ message, which encourages responsibility towards both yourself and the planet, helps us build a distinctive culture around the brand. How do you see the UK premium water market evolving, and which consumer trends are creating the greatest opportunities for new brands? Gen Z and Gen X are drinking less alcohol. Alcohol culture does not hold the same appeal that it did during the 1990s and 200s, contributing to the emergence of electrolyte-enhance drinks and low- and no-alcohol brands. This presents a growth opportunity for the UK premium water market, as consumers turn towards healthier and more stylish alternatives. What are the next steps for Dava Water? Retail expansion is our priority. We aim to increase Dava’s shelf visibility and establish the brand as a household name in the UK premium water market, before expanding further across Europe and into Nigeria.

Natural Mineral Waters Europe (NMWE) has published its Industry Report 2026, outlining the economic and environmental performance of Europe’s natural mineral and spring water sector. According to the report, the industry generates more than €60 billion in annual turnover and supports an estimated 100,000 direct jobs. Europe is home to more than 500 bottling companies and over 900 production sites, many of which are located in rural areas. The publication also highlights the sector’s role in supporting healthy hydration, saying that natural mineral and spring waters "contribute to healthier diets by providing a natural, calorie-free way to stay hydrate". NMWE also said that bottled water represents Europe’s largest non-alcoholic beverage category by volume. On resource efficiency, the report states that the sector consumed an average of 0.6 litres of process water for every litre of finished product in 2023. It also details producers’ work to protect water sources and surrounding ecosystems through responsible abstraction, biodiversity initiatives and collaboration with local stakeholders. Packaging remains a central focus for the industry. More than 95% of natural mineral water packaging consists of reusable glass or recyclable PET, while approximately 12% of production is packaged in glass. Of this glass packaging, more than 90% operates within reuse systems, primarily serving the hospitality sector. NMWE also reiterated its support for deposit return schemes as a means of achieving the EU’s 90% separate collection target and increasing the availability of recycled material for new food-grade bottles. The report includes details of wider industry initiatives covering climate action, closed-loop recycling and nature conservation, including NMWE’s Sources for Nature biodiversity project and its life-cycle assessment tool for members.

US iced tea franchise HTeaO has appointed Brian Wise as chief executive officer as it enters its next phase of national expansion. Brian Wise Wise succeeds co-founder Justin Howe, who will transition to executive chairman. In his new role, Howe will remain involved in HTeaO’s long-term strategy, brand development and product innovation, working alongside Wise and the wider leadership team. Wise joins HTeaO from Freddy’s Frozen Custard & Steakburgers, where he most recently served as chief operating officer. He previously held roles including senior vice president of operations and director of franchise management during more than seven years on the company’s corporate leadership team. During his tenure, Freddy’s expanded to nearly 600 restaurants across 37 US states and Canada, while developing the training, technology and operational systems needed to support its growth. Wise also spent 15 years as a partner in one of Freddy’s largest franchisee groups, providing him with experience of managing a franchise operation. In his new position, he will focus on strengthening HTeaO’s operations, refining its systems and building a more scalable franchise model. “What immediately stood out to me about HTeaO was that it has all the right ingredients for sustained success,” Wise said. “My focus will be working hand-in-hand with our franchise partners to strengthen operations, refine our systems and build an even more scalable model.” The appointment follows an additional investment in HTeaO by private equity firms Crux Capital and Trive Capital in April 2026. The two firms, which first partnered with the company in January 2023, now hold a majority interest in the business. HTeaO has grown to more than 180 locations across 11 states. It is also investing in its leadership, technology, supply chain and franchisee support infrastructure to prepare for further expansion.

From today (12 August 2026), new measures under the Packaging and Packaging Waste Regulation (PPWR) apply across the European Union, aiming to promote a circular economy and strengthen the Single Market for packaging. The PPWR aims to reduce the packaging industry’s environmental impact and Europe’s dependence on imported fossil fuels, used in the production of plastic packaging for food and beverages and other consumer goods. It also aims to better support cross-border businesses through common rules and support the EU’s transition to a circular economy and climate neutrality by 2050. A circular economy will keep valuable materials in use for longer and increase the recovery and use of secondary raw materials, reducing pressures associated with resource extraction and waste generation. Some measures come into effect today, while a series of additional rules will come into place gradually. From 2028, a harmonised labelling system for packaging will apply across the EU to facilitate waste sorting, aiming to increase efficiency in recycling and composting waste streams. The majority of the PPWR rules will become applicable as of 2030, including measures to reduce the generation of packaging waste including new limits on empty space, reuse targets or very small single-use packaging plastic formats used by foodservice and hospitality organisations. The mandatory use of recycled plastic waste in new plastic packaging, and the requirement for all packaging to be recyclable, will also come into effect in 2030. New limits on forever chemicals Today’s general entry into application includes restrictions on per- and polyfluoroalkyl substances (PFAS) in food-contact packaging. Food packaging that contains PFAS above strict limits can no longer be placed on the EU market, aiming to reduce exposure to what are commonly referred to as ‘forever chemicals’ – persistent, synthetic chemical substances that accumulate in the natural environment and human body, with harmful impacts on environmental ecosystems and human health. They have been widely used across various food packaging formats including takeaway containers, food wrappers and bakery paper due to their useful water and grease repelling properties. From today, food-contact packaging is restricted to a limit of 25 parts per billion (ppb) for any individual PFAS measured using targeted PFAS analysis, with polymeric PFAS excluded; 250ppb for the sum of PFAS measured by targeted analysis, with polymeric PFAS excluded; and 50 parts per million (ppm) for total PFAS, including polymeric PFAS. Where total fluorine exceeds 50mg per kg of packaging, manufacturers may also be required to provide information on the quantity attributable to PFAS or non-PFAS substances. A recent piece from Baking Europe, a publication under the FoodBev Media portfolio, explores the new PFAS regulations in detail, highlighting their impact for the industrial baking industry. Assessing presence of PFAS across food packaging and manufacturing processes, navigating testing complexities associated with high-risk materials, and ensuring transparency with suppliers will be key to ensuring compliance for the broader food manufacturing industry, including the bakery sector. Harmonised regulation framework Among the changes coming into effect, certain definitions – for example, for manufacturers responsible for extended producer responsibility (EPR) of packaging – will be harmonised across EU member states. It will be mandatory for certain markings and information to be included on packaging, including detail of the packaging type and the manufacturer, so that manufacturers and importers can be identified and contacted where required to ensure compliance. Producers, including brands and importers placing packaging on the EU market for the first time, must pay EPR fees for the packaging’s collection, sorting and recycling. Horst Bittermann, director general of European carton and cartonboard manufacturers association Pro Carton, said: “This is a significant, welcomed step forward and harmonised EU-wide packaging regulation for the benefit of the circular economy is fully supported”. “However, the PPWR also calls on member states to reduce packaging waste. While the objective is right, packaging that is successfully collected and recycled is not waste as it is given a second life as a valuable raw material. Only packaging that is not recycled should count as waste.” Bittermann said that reducing packaging volumes without this distinction risks less protection for products and food, potentially resulting in more food waste and product damage. “Our industry has consistently shown its ability to innovate, and it will continue to develop solutions to meet PPWR requirements and consumer demand for sustainable packaging,” he added. Erkam Narinç, senior policy and regulatory affairs manager at Finnish renewable packaging company Stora Enso, commented on how ensuring the correct legal role allocation will be “fundamental” amid the PPWR’s new rules on traceability and EPR. “In particular, the legal manufacturer is not always the company that physically produces the packaging,” he noted. “Incorrect assumptions can create compliance gaps, unnecessary duplication and confusion over who is responsible for the documentation needed to demonstrate conformity.” Narinç said the priority should be to map packaging flows, assign the relevant legal roles and establish reliable information channels across the supply chain. “Suppliers need to provide the information required to support compliance, while statutory manufacturers remain responsible for demonstrating the conformity of the packaging they place on the market,” he added. “Businesses that establish clear responsibilities and information flows now will be much better positioned for the more demanding requirements that follow towards 2030.” Coffee capsules become packaging Re-Alu, the recycling alliance for small aluminium packaging in Europe, noted the significance of today’s measures for coffee capsule producers – coffee and beverage system single-serve units disposed of together with their contents are now defined as packaging under the PPWR, and must be integrated into national packaging waste management systems. Previously, they were considered product and were not obliged to be covered by collection, recycling and EPR systems across the EU. The organisation is calling on member states, Producer Responsibility Organisations (PROs) and municipalities to ensure aluminium coffee capsules are accepted in household collection systems, supported by clear consumer sorting instructions, in addition to effective recovery at sorting plants and being sent to appropriate recycling facilities. “Some European countries are already successfully collecting, sorting and recycling aluminium coffee capsules, showing it is very feasible to be included in the household packaging collection,” said Michel Steinecke, manager of recycling projects at Re-Alu. “Therefore, several other national schemes which still need to make significant progress can benefit from those front-runners. We believe that fair and sufficient EPR fees must play an essential role in financing the infrastructure and systems needed to support this transition across Europe.” “We expect that the correct and timely implementation of the PPWR will improve recycling rates for coffee capsules and other small aluminium packaging.” Looking ahead The European Commission stated that without action, packaging waste in the EU has been projected to grow by 19% by 2030, while plastic packaging waste specifically could rise by as much as 46%. It said that work to put forward the gradual secondary legislation will be carried out ‘swiftly,’ working closely with national authorities, industry and civil society to ensure it is effective and does not create ‘unnecessary administrative burden’. Jessika Roswall, Commissioner for environment, water resilience and a competitive circular economy, said: “The new Packaging and Packaging Waste Regulation is an investment in Europe’s future: it will help reduce waste, increase recycling, make food-contact packaging safer for the consumers by limiting harmful substances such as PFAS, and reduce our dependence on virgin raw materials. These are essential steps towards a truly circular economy.” “At the same time, the regulation will replace fragmented national rules difficult to navigate for economic operators in the internal market. But new rules also come with adjustment costs, and we have worked intensively with market operators to implement the new rules in a pragmatic and unbureaucratic way."

Celsius Holdings has announced a series of senior leadership changes as it continues to develop its multi-brand energy drinks portfolio. Tyler Bohannon has been appointed chief commercial officer, effective 10 August 2026, succeeding Tony Guilfoyle in the commercial leadership function. Bohannon, who has served as executive vice president of North American sales since February 2025, will oversee field sales, key retailer accounts, direct-store-delivery operations and revenue growth management across the company's portfolio. He has played a key role in strengthening Celsius Holdings' partnership with PepsiCo and supporting the integration of Alani Nu and Rockstar Energy. Bohannon has more than 20 years of beverage industry experience, with previous roles at Nestlé Waters, Coors Brewing, Rockstar Energy and PepsiCo. Meanwhile, Guilfoyle has moved into the newly created role of chief business transformation officer, effective 1 July 2026. In the position, he will lead company-wide initiatives focused on operational execution, cross-functional working, AI adoption and capability development as Celsius Holdings continues to scale its portfolio. Guilfoyle joined Celsius Holdings in 2020 and became chief commercial officer in 2024 before being appointed chief customer officer in February 2026. Prior to joining the company, he spent more than a decade as executive vice president of sales at Rockstar Energy Drink. The leadership changes also include the departure of president and chief operating officer Eric Hanson, who joined Celsius Holdings in early 2025. During his tenure, Hanson supported the company's strategic partnerships and the integration of recent acquisitions. John Fieldly, chairman and chief executive officer of Celsius Holdings, said: “Together with our board, we continue to take action to ensure our leadership structure evolves alongside the priorities and opportunities of the business". He continued: “Strengthening our commercial organisation and enterprise capabilities is an important part of our long-term strategy to grow our scaled portfolio of leading brands, and these actions have been evaluated and discussed over the past several months.” "Tyler and Tony have each played important roles in helping Celsius scale. Tyler has helped build a strong commercial organisation and deepen our partnership with PepsiCo, while Tony has helped strengthen operational execution and will now lead enterprise-wide initiatives focused on execution and capability building." "We are confident that together they are well positioned to support the continued growth of our total energy portfolio and capitalise on the growing consumer demand for Modern Energy. We also want to thank Eric for his contributions to Celsius and wish him all the best in his future endeavors."

Pukka Herbs is expanding its wellness portfolio with the launch of two functional tea blends targeting digestive health and relaxation. Gut Health combines ginger and peppermint with naturally fermented kombucha, creating what the brand describes as a warming yet refreshing flavour. Meanwhile, Unwind has been formulated to support normal mental relaxation. The blend brings together chamomile and blueberry with adaptogenic ashwagandha and lion’s mane, a mushroom ingredient increasingly used in nootropic products. The launch responds to growing interest in beverages offering everyday wellness benefits. Pukka said 70% of shoppers are seeking to lead healthier lifestyles, while half of UK soft drinks consumers favour drinks with health benefits over supplements. Digestion and relaxation-related products currently account for 34.5% of functional fruit and herbal tea sales, according to figures cited by the company. Elle Barker, chief marketing officer for the UK and Ireland at Lipton Teas and Infusions, said: “These functional wellness blends are a natural fit for our current Pukka portfolio, designed specifically to meet evolving consumer preferences and bring a refreshing perspective to everyday wellness". “By bringing highly sought-after, trending ingredients into an accessible, delicious format, we’re making it easier than ever for people to take charge of their own wellbeing while helping our retail partners drive excitement and growth in the tea aisle.” Both products are organic and Fair for Life certified. Each pack contains 20 individually wrapped, home-compostable tea bags made with stitched organic string rather than glue. The outer packaging is fully recyclable and produced using FSC-certified materials. The new Gut Health and Unwind varieties will launch at Waitrose on 26 August, followed by a wider roll-out to retailers including Sainsbury’s and Holland & Barrett. Each pack carries an RRP of £4.99.

Singapore’s Beverage Container Return Scheme (BCRS) has collected 5.5 million used beverage containers through more than one million successful transactions since its launch. The figures were disclosed by Janil Puthucheary, Singapore’s senior minister of state for sustainability and the environment, in response to a parliamentary question about the scheme’s progress and finances. The initiative remains in a transition period until 30 September 2026, with volumes expected to increase as more products carrying the BCRS deposit mark enter circulation. Puthucheary said that most returns made through reverse vending machines (RVMs) had been completed successfully. BCRS Ltd, the scheme’s operator, has worked with RVM providers to address the small number of technical issues reported. BCRS Ltd operates as a not-for-profit organisation funded through producer fees and revenue generated from the sale of collected recyclable materials. Deposits paid by consumers but not subsequently reclaimed may also be used to cover the scheme’s operating costs. The company must submit an annual report to Singapore’s National Environment Agency (NEA), including details of its finances, within three months of the end of each compliance year. Addressing concerns about beverage prices, Puthucheary said pricing decisions remain the responsibility of producers and retailers and are affected by factors such as fuel and logistics costs, consumer demand and marketing strategies. Consumers who identify potentially improper pricing practices have been encouraged to notify the NEA. All 1,070 RVMs planned for the scheme’s initial roll-out are now operational, placing more than 90% of residents in public Housing and Development Board estates within a five-minute walk of a machine. Additional units are also available at larger supermarkets. Singapore is on track to expand the network to approximately 2,000 return points during the scheme’s first year. RVMs will be installed at, or close to, all hawker centres, while many coffee shops will have access to machines located within nearby housing estates.

Pure Genius Protein has expanded its portfolio of high-protein nutrition shots with the launch of a new Pink Lemonade flavour, adding to its range of portable, ready-to-drink protein supplements. The new variety delivers 23g of complete protein in a 3.38fl oz bottle, while containing 100 calories, zero sugar and zero fat. According to the company, 92% of the product's calories come from protein, positioning it as a convenient solution for consumers looking to increase protein intake without the volume of a traditional protein shake. Co-founded by bestselling author and podcast host Mel Robbins, the brand has focused on developing compact, juice-like protein shots that aim to address consumer demand for convenient, on-the-go nutrition. The latest launch taps into the continued growth of the protein category, where demand for portable formats has accelerated alongside rising consumer interest in high-protein diets and functional beverages. Unlike conventional ready-to-drink protein beverages, Pure Genius Protein's shots are designed to be consumed in seconds and are packaged in TSA-friendly bottles intended for travel, commuting and busy lifestyles. The company also highlights the products' smooth, juice-style texture as an alternative to thicker protein shakes. Pink Lemonade joins an existing flavour portfolio comprising Lemon Lime, Blueberry Lemonade, Strawberry Guava, Pineapple and Watermelon Berry. Pink Lemonade is available through the brand's direct-to-consumer website and selected online retail channels.

Yum Brands has completed the sale of its Pizza Hut business in Mainland China to Yum China Holdings for $1.2 billion. The transaction forms part of Yum Brands’ previously announced plans to sell Pizza Hut through two separate agreements, valued at an aggregate $2.7 billion. The final total remains subject to certain purchase price adjustments relating to the sale of the business outside Mainland China. The second agreement will see private equity firm LongRange Capital acquire Pizza Hut’s operations in markets outside Mainland China. Yum Brands said the LongRange transaction remains on track to close this month, subject to customary closing conditions and the receipt of required regulatory approvals.

Crane Convenience has launched a new range of coffee machines in the UK and Europe, featuring updated digital interfaces, connectivity and fleet management capabilities. The portfolio comprises four models aimed at a range of unattended retail and workplace environments: CALI 2, COTI 2 Lite, COTI 2 Vend and Retail and COTI 2 Tower. CALI 2 is designed for high-volume locations, with a focus on durability, simplified maintenance and reduced downtime. Meanwhile, COTI 2 Lite combines a large touchscreen with streamlined operating and servicing processes. The connected COTI 2 Vend and Retail machines enable operators to manage pricing, promotions and digital content remotely. Designed for high-traffic retail locations, COTI 2 Tower also includes storage for cups, stirrers and sugar, alongside e-commerce, loyalty and media features. Crane Convenience said the machines have been developed to simplify cleaning, servicing and refilling, while using durable components intended to extend their operational life. Select COTI 2 models will be offered with Boost’s VendLive platform through a partnership between the companies. The technology allows operators to manage promotions, loyalty programmes, dynamic pricing and media centrally across multiple locations. Matt Volinsky, VP and general manager at Crane Convenience, said: “We always strive to deliver high-quality solutions based on our customers’ needs. As those needs evolve, we see a clear shift toward more digital, experience-led, consumer-friendly coffee solutions." "That has directly shaped how we’ve structured this new product range, enabling us to deliver consistent value across a wide range of locations, from high-performance environments with CALI 2 to premium and retail spaces enabled by the COTI 2 platform and Tower. This launch also marks an important step in modernising our broader vending portfolio, reflecting our commitment to continuous innovation and to supporting our customers as their needs evolve.” Pascal Uffer, CEO and Co-founder of Boost, added: “Smart coffee machines have existed for years, but generally only in the big flagship chains. Crane and Boost are bringing that to everyone else". "The COTI 2 pairs Crane's engineering with our VendLive platform, so any café, forecourt or workplace, not just the premium brands, can offer the same dynamic pricing, live promotions and real-time visibility that used to be out of reach. That's not an add-on. That's how we think unattended coffee should work.” The new door architecture can also be retrofitted to existing COTI and CALI machines, providing an updated interface, refreshed design and native connectivity without requiring operators to replace the entire unit. According to Crane Convenience, the retrofit option is intended to help operators modernise existing fleets, extend machine lifetimes and reduce capital expenditure.

Matcha has moved from niche tradition to global phenomenon in recent times, fuelled by wellness trends, social media and rising demand for premium, functional beverages. Once largely associated with Japanese tea culture, the bright green cup can now be found everywhere from supermarket shelves to cafes to the runway. Fresh, fruity twists like Blank Street’s blueberry matcha shared the spotlight with high-fashion pop-ups such as Loewe x Tease Matcha, while recent launches, like own-brand matcha sachets, show how the category is moving into consumers’ homes. Frances Musgrave, tea sourcing manager at Finlay Beverages, explores what this drastic rise in popularity means for global tea supply chains. Projected to grow from $234.97 million in 2025 to $462.32 million by 2035, the UK matcha tea market has been driven by rising health consciousness and the popularity of online trends, such as 'Matcha Tok.' It’s a clear example of how social media can expand access to diverse cultural influences, turning once regional specialities into global favourites. However, behind the instagrammable green cup lies a more complex supply chain. As demand increases, growers, processors and manufacturers face mounting pressure to scale production while maintaining quality standards, improving traceability and meeting higher expectations around sustainability. How matcha's growth is reshaping sourcing strategies and quality standards Producing authentic, high-grade matcha is labour-intensive and highly specialised, involving specialist cultivation and processing. Roughly six weeks before harvest, farmers gradually decrease the amount of sunlight allowed to shine on the plants; this encourages the leaves to develop the vibrant colour, umami flavour and nutritional profile associated with high-quality matcha. The highest grade matcha is grown in near darkness by the time harvest rolls around. After harvesting, the leaves are then picked, steamed, dried, destemmed and slowly ground on granite mills into fine powder. Each stage has an impact on the final product. Even the smallest of changes to variables like sunlight exposure, leaf selection and milling speed can impact the colour, flavour, texture and nutritional profile. This precision is part of matcha’s appeal, but it also makes the product difficult to scale. Unlike some beverage ingredients, matcha simply cannot be produced faster or in greater volumes without careful consideration of quality. However, as demand grows, lower-quality powders have been entering the market. Production pressures combined with climate-related shortages in Japan have pushed brands and cafes to increasingly rely on lower-grade powders to meet consumer appetite and maintain profit margins. Important quality indicators can include colour vibrancy, flavour balance, bitterness, texture, freshness, solubility and consistency. At the same time, matcha cultivation requires careful environmental management. From shading techniques to soil health, production depends on conditions that need to be protected for the long-term. Like many agricultural supply chains, tea production is greatly exposed to climate change, labour challenges and pressure on natural resources. If the market only focuses on short-term availability, there is a risk that growers and processors are pushed to increase output without enough support for sustainable practices. That’s why businesses need to consider how their sourcing strategies can support long-term land stewardship, farmer livelihoods and environmental protection. Customer desire to know where exactly matcha comes from, and the importance of long-term partnerships The rise of matcha also reflects a broader shift in consumer expectations. People increasingly want to understand where their food comes from, how ingredients are produced and whether sourcing practices are responsible. This, alongside increased demand, is pressurising growers and suppliers to improve traceability. Manufacturers will need confidence in where their matcha comes from, how it has been processed and whether it meets the required quality and safety standards. This may also push growers, processors and suppliers to strengthen documentation, testing and chain-of-custody systems. The surge in demand is also strengthening the need for long-term relationships between growers, processors and manufacturers. Partnerships enable a more stable supply and stronger forecasting. They also give producers greater confidence to invest in capacity, training, processing capability and sustainable farming practices. The strongest supply chains will be those built on collaboration, rather than short-term purchasing decisions. And so, the ability to work closely with trusted partners will become a competitive advantage. What the wider beverage sector can learn from matcha's rapid rise Matcha’s rise shows how quickly a culturally rooted ingredient can become a global innovation platform. When a trend gathers momentum, supply-chain considerations need to be built into product development from the beginning. That means understanding availability, quality, processing requirements, traceability and sustainability before launching at scale. For beverage brands, tapping into the momentum around matcha is a clear opportunity. However, doing so responsibly requires more than a new flavour variant or an eye-catching product format. It requires a sourcing strategy that protects quality, supports producers and builds resilience for the long term.

Premium collagen brand Dose & Co has expanded beyond powdered supplements with the launch of its first ready-to-drink collagen beverages. The lightly sparkling range is available in two flavours: Raspberry & Pomegranate and Lime & Mint. Each 250ml can contains 2,500mg of Verisol Bioactive Collagen Peptides, including type I and III collagen, alongside hyaluronic acid, vitamin C and zinc. According to the brand, the ingredients have been selected to support skin, hair and nail health, responding to growing consumer interest in ingestible beauty and convenient wellness products. The drinks contain 23 calories per can and are positioned as an on-the-go alternative to traditional powdered collagen supplements. Dose & Co’s Sparkling Collagen Drinks are available chilled from Holland & Barrett stores across the UK and online, priced at £2.95 per 250ml can.