Chobani is expanding its product line-up with the launch of a new Chobani Flip Peanut Butter S’mores yogurt, as the company continues to tap into demand for indulgent, dessert-inspired flavours. The new product combines peanut butter, chocolate and marshmallow flavours with crunchy mix-ins, and is made with natural ingredients. It forms part of Chobani’s broader strategy to extend its Flip range with more indulgent, snackable options. Alongside the launch, Chobani is bringing back its limited-edition S’mores Coffee Creamer, returning to shelves following previous consumer demand. The creamer is made with real cream and positioned around simple ingredients. Chobani-owned La Colombe is also reintroducing its ready-to-drink S’mores Latte, featuring notes of cocoa, graham cracker and toasted marshmallow. The products will be available for a limited time at major retailers from early April.

The Coca-Cola system in Tanzania is investing $1.94 million to support the restoration of the Ruvu Basin, a key water source for Dar es Salaam and surrounding regions. The project will focus on improving water replenishment through nature-based solutions, restoring catchment areas and promoting more sustainable water management in the Ngerengere catchment of the Ruvu sub-basin. It also aims to strengthen local capacity for watershed management and support water stewardship efforts. Led by Global Water Challenge and implemented by the International Union for Conservation of Nature in partnership with the Wami-Ruvu Basin Water Board, the initiative will include activities such as tree planting and the adoption of more climate-resilient farming practices. At least 2,000 farmers are expected to benefit. The project forms part of the Coca-Cola system’s Africa Water Stewardship Initiative, launched in 2024, which represents a nearly $25 million commitment to address water challenges across 20 African countries by 2030. Alfred Olajide, vice president of franchise operations for East and Central Africa at Coca-Cola, said water insecurity remains a growing global challenge, with demand for safe water exceeding supply in some regions. He added that the company will continue to focus on water stewardship, improving efficiency and returning treated water to communities. David Chait, managing director of Coca-Cola Kwanza, stated the company has a responsibility to help address water scarcity and protect local water resources, particularly in areas facing the greatest challenges. Charles Oluchina, country representative for IUCN Tanzania, said the project will support the restoration of the Ruvu sub-basin through nature-based solutions while improving water security and livelihoods. Olajide added that partnerships between businesses, governments and civil society organisations will be key to delivering long-term impact.

Valeo Foods UK’s Kettle Chips brand has expanded into the tortilla category with the launch of Kettle Tortillas in the UK. The range includes three flavours: Mature Cheddar & Red Onion, Sweet Chilli & Sour Cream and Sea Salt & Black Pepper. Each variant uses a white corn tortilla base combined with additional ingredients such as quinoa, seeds or vegetables, depending on the flavour. Mature Cheddar & Red Onion combines white corn with red quinoa, onion and herbs, finished with a cheddar and onion seasoning. Sweet Chilli & Sour Cream includes red pepper, pumpkin and linseeds, paired with a chilli and sour cream seasoning. Sea Salt & Black Pepper features a base made with black beans, millet, linseeds and sunflower seeds. Michael Inpong, chief marketing officer at Valeo Foods UK, said: “We’re excited to announce the launch of the new Kettle Tortillas, which bring everything consumers love about our iconic hand-cooked potato chips to the tortilla category". "Whether it’s Kettle’s bold crunch or real food ingredients, these are tortillas elevated to a gourmet level – perfect for dipping, sharing or enjoying straight from the bag during those moments that deserve a little something extra.” The products are available in 140g packs and are HFSS compliant. Kettle Tortillas are available in Morrisons and Waitrose, with an RRP of £2.65.

Chobani is investing $567 million to expand its La Colombe ready-to-drink (RTD) coffee facility in Norton Shores, Michigan, as demand for RTD lattes continues to grow. The multi-phase project will add more than 200,000-square-feet of production space to the existing site. The expansion is expected to create around 340 jobs while retaining a further 312 roles. The facility produces La Colombe’s RTD latte range, first introduced in 2016 as the brand moved beyond its café roots. The products are manufactured using milk sourced from Michigan dairy farms. Chobani said the expansion will significantly increase its milk sourcing in the state, rising from around 30 million pounds annually to an expected 615 million pounds over the coming years. The company has operated in the region for more than a decade and said the investment will support further growth in production capacity, as well as continued collaboration with local suppliers and partners. Alongside the site expansion, Chobani said it will continue to work with local organisations on workforce development initiatives and community programmes, including training and employment pathways. Hamdi Ulukaya, founder and CEO of Chobani, said the company plans to continue investing in the region: "This is just the beginning of a beautiful journey together in West Michigan, and we're committed to being part of it for many years to come". Michigan Governor Gretchen Whitmer added that the investment would support job creation and strengthen the state’s agricultural economy.

Starbucks UK has rolled out its Signature Bakery Collection nationwide after a trial in selected stores delivered strong customer response and sales. The updated range is designed to complement coffee purchases and increase food attachment. It combines new products with reformulated core items, with a focus on ingredient quality, recipe changes and improved in-store presentation. New additions include a Pistachio Scroll made with croissant dough and pistachio butter filling, and a Raspberry Jam & Custard Doughnut. Existing items such as the Triple Chocolate Brownie and Cinnamon Bun have been updated, while Victoria Sponge and Carrot Cake have been added to the permanent line-up. The move reflects wider demand in the food-to-go sector for premium bakery products positioned alongside coffee. Starbucks said the revised range aims to strengthen food sales across morning and afternoon occasions. Teresa Kremer, senior manager for food category and transformation at Starbucks UK, said: “We know customers increasingly look for high-quality bakery options that complement their beverage order and elevate their overall coffeehouse experience". "By introducing new flavour-led innovation alongside improved classics and elevated in-store presentation, the Signature Bakery Collection brings a more considered and premium feel to our range. Early feedback from customers has been incredibly encouraging and reinforces the important role food plays in the Starbucks experience.” The range is now available across participating Starbucks stores in the UK, subject to availability.

Italian food-tech start-up Foreverland has raised €6 million in funding to support the international expansion of its cocoa-free chocolate alternative, Choruba. The round, which brings Foreverland’s total capital raised to €9.4 million following its previous funding raise in 2024 , includes follow-on participation from existing investors Kost Capital and Maia Ventures. It also saw new backing from CDP Venture Capital’s Accelerator Fund and Italia Venture II Fund; Riello Investimenti SGR’s Linfa AgriFoodTech Fund; and Newtree Impact. Foreverland said the latest funding will accelerate its expansion across Europe, with a focus on strengthening relationships with confectionery players in Germany, France and Italy. Based in Puglia, Italy, Foreverland processes locally sourced ingredients, such as carob, into cocoa-free chocolate alternatives at its production facility, opened last year . These alternatives, which are fully plant-based, are designed for industrial use, supporting manufacturers as they navigate cocoa price volatility and supply disruption. The site recently obtained International Featured Standards (IFS) certification, confirming its adherence to international quality and safety standards. Another key focus for Foreverland is a move into the organic space, having recently introduced a dedicated organic Choruba line to complement its core conventional offering. The company believes it is currently the only producer offering an organic cocoa-free alternative at industrial scale, with several organic products made with Choruba already available in Italian and French retail. Massimo Sabatini, co-founder and CEO of Foreverland, said: “This round validates our execution, not just as a food-tech innovator, but as a reliable industrial partner for confectionery manufacturers”. He added: “With IFS Food certification in place and demand accelerating, we’re scaling commercial growth across Europe, strengthening key partnerships and bringing in senior talent from the cocoa and chocolate industry to support manufacturers at scale”.

Tuni has introduced the G2 Electric Coffee Grinder, a new model aimed at home coffee users. Available in three colours – silver, ivory and black – the grinder uses 40mm stainless steel conical burrs and operates at 350-400 RPM. The company says the lower speed helps limit heat build-up during grinding. It offers 70 grind settings, covering espresso, pour-over and French press. An anti-static system and angled spout are designed to reduce clumping and minimise mess. The G2 can grind directly into portafilters sized between 51mm and 58mm using an adjustable cradle, or into a dosing cup. A digital interface includes preset options for single and double shots, along with a manual timer adjustable between five and 40 seconds. Additional features include a 250g hopper with a bellows attachment to help clear retained grounds, and cleaning tools for maintenance. Tuni states the design supports near-zero retention. The grinder is designed to pair with the company’s 58mm espresso machines. The G2 is available to buy on Amazon and via the company's website.

Danone has entered into an agreement to acquire UK plant-based meal solutions brand Huel for an undisclosed amount. In a statement shared this morning (23 March 2026), dairy giant Danone said the acquisition aligns with its Renew Danone strategy, which aims to drive sustainable, profitable growth for the company. Huel, headquartered in Hertfordshire, UK, has built a successful brand within the active/complete nutrition space since its establishment in 2015. The company’s range, made with fully plant-based ingredients, spans RTD drinks, powdered beverages and savoury meal solutions. The transaction will combine Huel – which has built a strong direct-to-consumer sales platform and established audience in the UK, Europe and US – with Danone’s scale, R&D capabilities and global reach. Danone said it aims to accelerate growth, innovation and international expansion for the functional nutrition brand. The deal remains subject to customary closing conditions, including regulatory approvals. Huel will continue to operate as it does today, run by its existing leadership team, Danone confirmed. James McMaster, CEO of Huel, commented: “We've spent ten years building a brand with a positive impact on people's health…Most people don't get enough protein, fibre or the right nutrients. That's the problem Huel exists to solve.” He added: “With Danone, we will now have the infrastructure, distribution and R&D capability to go further, into new markets and to more people, as demand for convenient, complete nutrition continues to grow. We're so proud of what the team has built, and excited about what comes next.” This latest agreement follows Danone’s acquisition of Kate Farms , a plant-based clinical nutrition brand based in the US, last year. Danone’s acquisition of plant-based and functional nutrition brands broadens its reach in the health and wellbeing segment, enabling it to capitalise on growing consumer interest in functional foods and further expand beyond traditional dairy products. Meal replacement shakes – a key part of Huel’s core offering, though the brand prefers to position them as ‘complete nutrition’ products – have grown significantly in recent years, valued at over $15 billion globally in 2025. Interest in these products, as well as other functional nutrition offerings, has risen as busy consumers seek products that are positioned as both healthy and convenient. Additionally, high-protein and complete nutrition products have become increasingly popular in line with rising use of GLP-1 medications, as well as those generally seeking support with weight management, muscle growth and overall wellbeing.

Nestlé Waters & Premium Beverages has become the first food and beverage company to certify 100% of its bottling sites to the Alliance for Water Stewardship (AWS) Standard. The AWS Standard is an independent framework for water stewardship, covering water use within operations, local watersheds and surrounding communities. Certification spans Nestlé Waters' sites across Europe, the Middle East, Africa, South America and Asia. The company confirmed that all 39 sites globally are now certified, ahead of World Water Day on 22 March 2026. Two sites – Buxton, UK, and Tunuyán, Argentina – achieved AWS Platinum status, the highest level of certficication. Alongside certification, the company reported progress on water regeneration. It has implemented 70 projects globally, delivering 14.1 million cubic metres of water per year by the end of 2025, measured using the World Resources Institute’s Volumetric Water Benefit Accounting methodology. These projects are designed to support its target of restoring more water than it uses in operations. Projects are carried out with local partners and focus on shared water challenges at catchment level. In France, the company is investing €25 million over five years in the Agrivair Garrigue programme to support water resource protection and biodiversity in the Gard region. In Italy, it is expanding its FONTE programme with a further €40 million investment through to 2030, building on an earlier €30 million commitment to protect water basins and support local communities linked to its brands. Nestlé Waters & Premium Beverages has also extended its collaboration with the International Union for Conservation of Nature (IUCN), which provides scientific guidance and supports alignment with the IUCN Global Standard for Nature-based Solutions. Muriel Lienau, CEO of Nestlé Waters & Premium Beverages, said: “We are pleased to share these significant milestones today on AWS certification and water regeneration. Good water stewardship is part of our DNA and strong water resilience is a strategic imperative for our business – that's why we look to collaborate everywhere we operate to ensure we address any shared water challenges, now and for the future. This is something we’ve been working on for decades.” Lienau added: “We remain committed to protect, restore and return water where we operate. Water resilience has a growing awareness on the international agenda and we know no one can achieve this on their own. By partnering with experts, local organisations and communities we know that collaboration at catchment level is the key for meaningful impact.” Adrian Sym, CEO of the Alliance for Water Stewardship, said: In an era of increasing resource volatility, where individuals and organisations are passionate about making a difference but don’t always know how, a global independent standard that includes an accessible, independent and practical framework for water stewardship and landscape protection is essential." “Nestlé Waters & Premium Beverages' approach to collaborative, localised, context-based solutions, tailored to each bottling site is exemplary. It’s fantastic to see a large global company approaching this bottom-up all over the world, rather than top-down or by taking a mass rebalance approach to offset water usage." James Dalton, global director for water and wetlands at IUCN, added: “Integrated action and decision-making on water, biodiversity and climate is essential for long-term business resilience. NW&PB’s water stewardship journey is a testament to this. As IUCN and NW&PB pivot towards this new phase of engagement, we will place emphasis on consolidating and expanding the positive impact of existing water regeneration projects on nature and driving collective action to protect and restore freshwater ecosystems in strategic catchments.”

The Hershey Company has launched a unified US commercial operating model, bringing its sweet, salty and protein portfolios together under a single structure branded ‘ONE Hershey’. The move combines commercial execution across all three categories while centralising global brand marketing, marking the first time the company has integrated its brand strategy, category insights and go-to-market approach under one model. Under the new structure, Hershey will scale its confectionery business alongside its faster-growing salty snacks and protein segments, with the aim of improving speed to market and coordination across its portfolio. Kirk Tanner, president and CEO of The Hershey Company, said: “Our brightest moments come from talented people working together across functions to deliver bold thinking. By activating our full portfolio as ONE Hershey, we’re better positioned to meet consumers wherever they are, create more moments of goodness and lead next generation snacking with speed and purpose.” The company has also introduced leadership changes to support the model, effective 16 March. Andrew Archambault will expand his remit as president, US, to oversee the full portfolio, including commercial planning, category leadership and retail execution. Nitin Jain joins the executive leadership team as chief strategy and transformation officer, overseeing enterprise strategy and resource allocation. Stacy Taffet, chief growth and marketing officer, will take on additional responsibility for demand creation, portfolio strategy and innovation, while Vero Villasenor has been appointed chief brand officer, leading global brand activation within the growth and marketing team. Hershey said the integrated model will enable more coordinated category management and retail execution, while supporting investment in omnichannel capabilities, R&D and innovation. The company expects the new structure to improve decision-making speed, strengthen retail partnerships and support the development of new snacking formats across its portfolio.

It’s easy to get caught up in the news and activities of the industry’s global giants, but what about the smaller firms pushing boundaries with bold ideas? In this instalment of Start-up Spotlight – which celebrates lesser-known companies and their innovations – we speak to James Gould-Porter, founder of Elder Water, a new British spring water brand that uses a closed-loop glass bottle system to help hospitality operators reduce single-use packaging. James Gould-Porter Following the sale of Island Poké to Honi Poké, what motivated you to launch Elder Water? What gap did you identify in the bottled water market? After Island Poké, I wanted to build something more essential and enduring than food trends. Water is the most fundamental product there is, yet the category is full of contradiction, premium positioning wrapped in wasteful packaging. The gap was clear: High-quality British water , delivered properly, without single-use plastic or throwaway glass. There was also a lack of provenance and transparency in many brands. Elder is about doing things the traditional way – honest sourcing, proper reuse and a system that actually makes sense – with the added benefit of building something connected to Somerset, where I’m from. Elder has been described as the ‘milkman of British spring water’. Can you explain how the closed-loop glass bottle system works in practice? It’s a simple, proven model – just modernised. We deliver full cases in reusable glass bottles and collect the empties at the same time. The bottles are then professionally cleaned, sterilised and refilled at source. Customers pay a small deposit, which encourages returns and helps keep the system efficient. No glass gets thrown away unless it has genuinely reached the end of its life. It’s a circular approach, rooted in how things used to be done properly. Single-use packaging remains a major issue in the beverage sector. How does Elder aim to reduce waste compared with traditional bottled water supply chains? Most bottled water is built on a linear model – produce, ship, drink, discard. We have flipped that entirely. Our bottles are reused again and again, dramatically reducing the need for new materials and cutting carbon tied to manufacturing. We also improve transport efficiency by operating regionally and collecting empties as we deliver . The aim is not to be slightly better, it is to remove the problem altogether. Waste should not be part of the model in the first place.  Why did you decide to focus initially on the hospitality sector, restaurants, pubs and gyms, rather than retail? Hospitality offers control, volume and visibility all at once. Venues go through large volumes of water, so the return system works efficiently from day one. It also ensures the product is experienced properly – served cold, in the right glassware and in the right setting. Retail, by contrast, isn’t well compatible with the reuse model. A key benefit for our customers is that we remove disposal costs while also supporting their ESG goals. Your water is sourced from a protected spring in Cheddar Gorge. What makes this source unique in terms of mineral profile and taste? Cheddar Gorge is one of Britain’s most naturally protected and geologically rich environments. The water is filtered slowly through ancient limestone, which gives it a clean, balanced mineral profile. It isn’t overly hard, but it is mineral-rich – giving it a refined, crisp and highly drinkable character. That balance is key; it’s a water you can drink all day without fatigue. It’s proper British spring water with real character, not filtered tap water. Hospitality operators are under increasing pressure to improve their environmental credentials. How can Elder help venues meet sustainability goals without compromising on service or experience? Most sustainable options come with a trade-off, whether on cost, quality or presentation. We remove that trade off. Elder looks premium on the table, performs operationally and significantly reduces waste behind the scenes. Venues can demonstrate real action, not just token gestures. It also resonates with customers, who are increasingly aware of what they’re being served. In short, Elder enhances both sustainability and the guest experience, while also improving the bottom line – something the hospitality sector needs more than ever right now. Consumer attitudes to hydration and bottled water are changing. How do you see the premium water category evolving over the next few years? Consumers are becoming far more conscious about health, source and environmental impact. The days of anonymous bottled water are numbered. The premium category will shift towards provenance, mineral composition and sustainability done properly, not just marketed. There will also be growth in functional hydration, but at its core, the focus will remain on clean, natural water with a clear story. The brands that succeed will be those that are both authentic and operationally credible. What has been the company's biggest achievement and challenge to date? Our biggest achievement has been proving that the model works commercially, not just environmentally. Getting venues to switch systems is no small feat, but once they do, they tend to stay. The biggest challenge is logistics. Reverse supply chains are inherently more complex than one-way distribution, requiring discipline, consistency and strong operational execution. It is not the easy route, but it is the right one. For aspiring start-ups in the food and beverage industry, what valuable advice or insights would you share? Focus on the fundamentals: product, margin and repeatability. If those are not solid, nothing else matters. Do not get distracted by branding before the core model works. Cash flow will make or break you, so stay disciplined and realistic. Choose a model that can scale without becoming chaotic. And finally, do something that genuinely improves on what is already out there, incremental ideas rarely win. Looking ahead, what is your long term vision for Elder Water and how widely could a circular water system like this be scaled across the UK? The ambition is to build a nationwide network of regional hubs, each supplying local areas with truly circular water. There is no reason this cannot scale, milk did decades ago. The key is density and discipline in operations. Long term, Elder should become the default way premium water is delivered across the UK. If executed properly, there’s no need for single-use packaging at all.

Asda and Podback have recycled more than 20 million coffee pods through in-store collection points in the first year of their nationwide partnership. Since launching in January 2025, over 250,000 Podback bags have been returned via Asda’s toYou counters. The retailer now operates more than 600 collection points, forming what it says is the UK’s largest in-store coffee pod recycling network. The initiative aims to address the challenges of recycling coffee pods through kerbside systems, where their small size and organic residue can complicate processing. Through the scheme, customers can return used aluminium and plastic pods by filling a Podback recycling bag at home and dropping it off at participating stores. Usage has grown steadily, with some locations seeing strong engagement. Asda’s Longwell Green store in Bristol, for example, records an average of 51 Podback bag returns per week. Collected materials are processed for reuse, with coffee grounds converted into renewable energy and soil improver, while aluminium and plastic are repurposed into products such as drinks cans, building materials and garden furniture. Beth Fowler, senior manager for healthy and sustainable choices at Asda, said: “Recycling 20 million coffee pods in our first year is a significant milestone for our partnership with Podback. By providing a straightforward, convenient return service in over 600 stores, we are making it easier for our customers to make sustainable choices. As we mark Global Recycling Day today, we want to encourage even more coffee lovers to bring their pods back on their next shop in our stores.” Rick Hindley, executive director of Podback, said: “The first year of our partnership with Asda has been a very positive experience. We’ve seen the number of pods being returned through Asda toYou grow across the year, proving that if recycling is simple and convenient people will make it a part of their regular routine". "We’re now excited to be looking at how we build on what we’ve achieved with Asda as we continue to expand access to simple, effective pod recycling.” The partners are now exploring ways to expand the scheme further as demand for accessible recycling solutions continues to grow.