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.

SodaStream has expanded its UK flavour portfolio with the launch of four new variants, as the brand looks to strengthen its presence in the growing soft drinks category. The new additions include Pink Grapefruit Zero Sugar, Lipton Ice Tea, MTN Dew Zero Sugar and Diet Mirinda Orange. Designed for use with SodaStream machines, the flavours can be added to carbonated water, allowing consumers to customise drink strength according to preference. The launch forms part of SodaStream’s strategy to broaden its ecosystem through partnerships with established beverage brands, while increasing its range of sugar-free options. The company also continues to position its at-home carbonation system as a more sustainable alternative, claiming it can replace more than 1,000 single-use plastic bottles. SodaStream’s portfolio now includes more than 19 flavour varieties and six machines, targeting both traditional soft drink consumers and those seeking more experimental or functional drink options. The expansion comes as the UK soft drinks category recorded value growth of 6.4% and volume growth of 4.1% over the past year. Victoria Wicks, marketing director for SodaStream UK and Ireland, said: “We’ve teamed up with our innovation experts and trusted partners to bring this new range of flavours to life, giving people even more ways to drink better at home". "From bold classics to sugar-free favourites, these flavours put choice and creativity at their fingertips, all while staying true to our mission to change the way the world drinks, making every sparkling moment more sustainable, customisable and delicious.” The new flavours are priced from £5.99, with Pink Grapefruit Zero Sugar available at £4.99, and are being rolled out via SodaStream’s website and retailers including Amazon and Sainsbury’s.

Nescafé has expanded its Espresso Concentrated range in the UK with the launch of two new variants: mocha and decaf. The additions join the existing classic, caramel and vanilla flavours, extending the brand’s portfolio of liquid coffee concentrates designed for at-home iced coffee preparation. Developed by Nestlé’s R&D teams, the range is positioned as a format enabling consumers to create barista-style iced coffees using a concentrated liquid base. Each bottle contains 16 servings and is intended to be mixed with milk or plant-based alternatives. The mocha variant introduces a chocolate-flavoured option, while the decaf offering targets consumers seeking caffeine-free alternatives without changing preparation methods. Ingrid Hayes, marketing director for Nescafé UK and Ireland, said: "Following the huge success of our Nescafé Espresso Concentrated launch last spring, we’re thrilled to welcome two new variants to the range". “Iced coffee fans in the UK and Ireland can now enjoy both mocha and decaf versions for a quality, 'coffee shop at home' experience. Whether you're taking a well-deserved break or catching up with friends and loved ones, it's never been easier to enjoy an iced coffee from the comfort of your home that is both affordable and convenient." The full Nescafé Espresso Concentrated range will be available nationwide from mid-March.

Since becoming a stand-alone business within the Nestlé group last year, Nestlé Waters & Premium Beverages has been charting a bold new course in premium and ‘better4you’ beverages.  On a visit to the company’s Product & Technology Centre (NPTC) in Vittel, France, FoodBev’s Rafaela Sousa gets a rare behind-the-scenes look at the people, processes and cutting-edge technologies driving innovation, sustainability and consumer-led product development. Tucked away in a spa town in northeastern France, Nestlé Waters & Premium Beverages’ Product & Technology Centre in Vittel combines cutting-edge research and innovation with state-of-the-art production and bottling technology. Walking into the facility, we get a sense of how business, planning and technical teams operate alongside the pilot production facility. The focus of our visit is an insight into innovation; particularly relevant as the ‘better4you’ category accelerates. Market research from Fact.MR valued it at $197.3 million in 2023, with projections to more than double to $484 million by 2034. For Nestlé Waters & Premium Beverages, this is an opportunity to combine decades of expertise with a forward-looking, consumer-centric approach that shapes the beverages of tomorrow. Nestlé Waters & Premium Beverages R&D leadership team members (L-R): Sandrine Lescoffier, global R&D head, Nikhil Patil, packaging development lead and Virginie Fohrer, flavour and product development lead. R&D as the engine of growth Every year, new beverage launches flood the market, yet few sustain momentum, often because they are built around short-term novelty rather than a clear consumer need or a proposition that can scale. For Nestlé Waters & Premium Beverages, the challenge is not how quickly to launch, but how to build products that are designed to last. That thinking is rooted in long-term R&D investment, sensory science and consumer insight, rather than speed to market alone. Innovations like Sanpellegrino CIAO! sparkling flavoured water demonstrate the company’s ability to balance their R&D process with speed, with the product being recognised as the #1 launch in the sparkling flavoured water category despite being launched just 12 months after its inception, according to Global Data from 2025. As the visit gets underway, Sandrine Lescoffier, global R&D head at Nestlé Waters & Premium Beverages, sums up the approach: “Innovation is our heartbeat. We’re not just creating products; we’re shaping what consumers expect from their beverages.” This approach is not new to the company. In 1932, long before flavoured waters became a global category, Sanpellegrino introduced Aranciata, combining mineral water with real orange juice in a move that would help define the brand’s future. The brand’s longevity, Lescoffier notes, comes from a deep understanding of taste, quality and occasion; principles that continue to guide development today. That same philosophy underpins newer launches including Sanpellegrino CIAO!, a flavoured sparkling water developed with real fruit juices, and the Maison Perrier Chic range of sophisticated mocktails developed in collaboration with real mixologists. Rather than chasing trends, both brands have been developed to respond to evolving expectations around flavour, permissibility and functionality, while remaining grounded in sensory performance and consistency at scale. Maison Perrier’s latest campaign for its Chic line-up of mocktails, designed with mixologists to meet consumers’  growing demand for alcohol-free choices. Consumer insights in action Before a single ingredient is tested or a bottle designed, Nestlé Waters & Premium Beverages listens to emerging trends and the subtle signals that reveal what consumers will want next. “Consumer centricity is not a buzzword here; it’s our compass,” says Leila Clemaron, international head of innovation. “It lets us anticipate cultural shifts, work closely with global marketing, and translate early signals into innovations that succeed.” For Nestlé Waters & Premium Beverages, putting consumers first means observing lifestyle habits, shopping behaviours and emotional connections across global markets. The rise of Gen Z is shaping these trends, driving demand for authenticity, hybrid experiences and beverages that combine indulgence with guilt-free pleasure. “They want emotional connections and values from the brands they choose,” Clemaron points out. “Our role is to detect these weak signals early, so we can respond with products that resonate now and in the long term.” The company’s approach goes beyond simple trend-following. Every new product begins with deep consumer insights, feeding into a clear brief that guides R&D. AI is a key tool here, predictive modelling and social listening allow the team to analyse vast datasets quickly, identifying gaps and optimising concepts before they reach the pilot plant. “AI helps us move faster,” says Clemaron, “but it never replaces real consumer feedback. We still meet them where they live, shop and work to understand what truly matters.” Sensory mapping is another cornerstone of the strategy. Global panels assess flavours and ingredients, while expert evaluators measure sweetness, acidity and aroma, ensuring consistency across markets. This allows Nestlé Waters & Premium Beverages to strike the delicate balance between global appeal and subtle local adaptation, from the zesty peel of a lemon in Italy to the sweeter profiles preferred in the US. Later in the tour, we get a closer look at how these sensory insights shape product development. By embedding consumers at the heart of every step, from insight gathering and recipe development to sensory testing and global roll-out, Nestlé Waters & Premium Beverages ensures innovation is both meaningful and memorable. Innovation powered by cross-site expertise A look inside the lab where the Nestlé Waters & Premium Beverages product flavours are perfected . The company’s Vittel site serves as the scientific R&D hub for the group, bringing together expertise in product, process, packaging and sensory science. Teams in Madone, Italy, complement these efforts, with a particular focus on flavour and product development. “Our Madone facility is where the magic happens,” Virginie Fohrer, flavour and product development lead, tells me. She notes that the site plays a pivotal role in the group’s capabilities across flavours, juice compounds and botanical extracts, and is equipped with advanced technologies including extraction, infusion and aseptic compounding. “Drawing on nearly a century of taste development, we combine heritage knowledge with cutting-edge extraction, infusion and aseptic compounding technologies to create flavour systems that are hard to replicate,” Fohrer adds. Madone is designed not to produce generic flavours, but to craft unique, proprietary formulations, from citrus and herbal top notes to complex botanical extracts, that give Nestlé Waters & Premium Beverages a clear competitive advantage. The team uses a range of techniques, from solid-liquid and liquid-liquid extraction to steam distillation and hot or cold infusions, carefully selecting the best method for each ingredient to preserve authenticity, stability and clarity. The site’s structure also integrates applied R&D with sensory-driven product development, a combination that is rare among large beverage companies. This dual approach allows teams to rapidly translate scientific insights into formulations that are ready for production while maintaining premium quality and uniqueness. Inside the tasting room Inside Nestlé Waters & Premium Beverages’ dedicated tasting room at its R&D hub in Vittel, France. No innovation is complete without understanding how it will be experienced. Sensory science sits at the heart of Nestlé Waters & Premium Beverages’ development, and the Vittel site’s tasting room is a perfect example of that commitment. We see the dedicated tasting room where trained expert panels work in 12 individual booths, each carefully designed to minimise bias. Neutral colours, precise lighting and temperature, and specially treated air to remove odours ensure panellists can focus entirely on the liquid in front of them. Fohrer conducts many of these sessions. “Even the smallest details – glass shape, colour or the time of day – can influence perception,” she explains. Tastings are typically held in the morning, when experts’ senses are at their sharpest. Results from panel tastings are then cross-checked with consumer data to identify which sensory attributes drive preference across different markets. This ensures that new products are not only technically sound but genuinely enjoyable to drink. We quickly realise it is trickier than it looks. Each sample is coded with different colours and letters, and our task is to guess the flavours and jot down our impressions. The exercise brings home the subtlety and precision behind Nestlé Waters & Premium Beverages’ approach to product development. For Nestlé Waters & Premium Beverages, these sessions are far more than a quality check, they are a key part of translating long-term R&D and consumer insight into flavours and experiences that resonate. It’s a reminder that innovation is grounded in understanding the consumer, not just in creating something new.   From lab to pilot plant Nikhil shows Rafaela inside Nestlé Waters & Premium Beverages’ pilot plant where R&D replicates every stage of production. “This isn’t just about scaling up,” explains Nikhil Patil, packaging development lead and our tour guide for the pilot plant. “It’s about refining every detail to ensure products perform in real-world conditions. We can replicate every stage of production here without disrupting our live lines, which protects innovation and lets us experiment safely.” The plant houses small-scale processing units and analytical tools, enabling the team to adjust recipes in real time. Packaging development is equally precise: injection and blowing machines expand PET preforms into their final bottle shapes, optimising designs for lightweighting and energy efficiency. “Every bottle is tested and optimised from material use to energy efficiency, so when it hits the production line, we know it will perform,” Patil notes. For example, a patented bottle base can reduce material use and be suitable to rPET content. Innovation built to last The clear takeaway is that the company’s secret sauce isn’t just in the water. Long-term, consumer-led innovation rests on three pillars: technology, expertise and sustainability. Sensory science ensures products actually hit the mark, pilot-scale trials cut down the guesswork, and clever packaging and process tweaks serve both planet and profit. But at the heart of it all are the people, engineers, scientists, quality teams turning bright ideas into beverages. For Nestlé Waters & Premium Beverages, real innovation comes from careful, measured experimentation, guided by consumer insight and balanced with a dose of creativity. Vittel shows how this mix produces products that don’t just make a splash but resonate for the long-term. And for those hoping to master the art of premium beverages? The Vittel site offers a blueprint: put consumers first, lean on expertise, experiment and never forget that innovation tastes best when it’s as thoughtful as it is bold. As Patil put it: “Our goal isn’t just to make a product that works, it’s to make a product that excels. In Vittel we test, refine and innovate so that when ideas leave this facility, they’re ready to succeed in the real world.”

Swedish coffee roaster Löfbergs has announced that its CEO, Anders Fredriksson, will step down in September. Fredriksson will take up the chief executive position at personal care product company Humble Group. Löfbergs has initiated a search for his successor. Fredriksson, who has led the company for five years, will remain in post until his departure later this year to ensure continuity during the transition. Chair of the board Kathrine Löfberg said Fredriksson had helped establish a strong platform for future growth and welcomed the extended handover period, which allows time to appoint a new CEO. Fredriksson noted the decision to leave was difficult, citing pride in the company’s progress during his tenure, and added that he would continue to follow Löfbergs’ development. Founded in 1906 in Karlstad, Sweden, Löfbergs is a family-owned coffee roaster with operations across the Nordics, Baltics and the UK. The company began exporting in 1993, and international markets now account for around half of its sales. It is also investing in expansion in Poland. Humble Group, a publicly listed company, comprises around 40 businesses spanning food, nutrition and personal care. The group reports annual turnover of approximately SEK 8.1 billion (approx. $862 million) and employs around 1,200 people. Top image (L-R): Kathrine Löfberg and Anders Fredriksson

A proposed class action lawsuit accuses Linus Technologies, owner of the David Protein brand, of significantly understating the calorie and fat content of its protein bars. The complaint, filed in the US District Court for the Southern District of New York, alleges that the nutritional information given across several flavours of the company’s bars, marketed as containing 150 calories and about 2-2.5g of fat per serving, is materially inaccurate. According to the lawsuit, independent laboratory testing found that the bars contained approximately 263 to 275 calories per serving – roughly 78% to 83% higher than the labelled value. The same testing allegedly found 11 to 13.5 grams of total fat, compared with the 2-2.5g listed on packaging, a difference of roughly 368% to 400%, the complaint states. The plaintiffs say the testing was conducted by an accredited laboratory using commonly accepted industry methods, including Atwater factors to calculate caloric value and the AOAC 945.44 method for fat analysis. Under US Food and Drug Administration (FDA) regulations, calorie values on nutrition labels must fall within a 20% tolerance threshold of the actual value when determined through approved methods. Peter Rahal, founder of David, has disputed the claims, citing inappropriate testing methods for the types of ingredients used in the products. In a statement on social media platform X, he said: " The confusion comes from how calories are being measured. When food is burned in a device called a bomb calorimeter, it measures the heat released. But nutrition labels aren’t based on how much heat something produces when burned. They’re based on what the human body can actually absorb and use for energy." He continued: " That distinction matters for ingredients found in David, such as fibre, sweeteners and fat substitutes like EPG. Burning them in a bomb calorimeter treats them as fully digestible calories, even though they are not. That’s why the FDA requires different calculation methods for these ingredients when determining calories. David is 150 calories." Three consumers, from California, Illinois and New York, filed the suit, claiming they purchased the bars based on their low-calorie and low-fat positioning. They argued that the nutritional claims were material to purchasing decisions and allowed the company to charge a price premium. The plaintiffs allege the products are “misbranded” under federal food-labelling rules and violate several state consumer protection statutes, including New York’s General Business Law and California’s Unfair Competition and False Advertising laws. The complaint also includes claims for breach of express warranty. The case highlights the importance of robust nutritional validation and labelling compliance for brands competing in the health-positioned snack market. The plaintiffs are seeking class-action status, damages, restitution and injunctive relief that could require changes to labelling and marketing practices if the accusations are proven.