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.

Ali Group has completed the acquisition of Bunn Commercial, formerly known as Bunn-O-Matic Corporation. Following the transaction, Bunn will join Ali Group’s portfolio of foodservice equipment companies and will operate within the Welbilt portfolio in North America. Founded in 1840, Bunn is a US-based manufacturer of dispensed beverage equipment, with its beverage business established in 1957 and incorporated in 1963. Headquartered in Springfield, Illinois, the company offers a portfolio spanning coffee and iced tea brewers, superautomatic espresso machines, grinders, beverage dispensers and water systems, serving both commercial and home markets. Bunn operates additional facilities across the US and has a presence in Canada, Mexico, Brazil, China and the UK. Ali Group's chairman and CEO, Filippo Berti, said: “The acquisition of Bunn marks an important step in strengthening Ali Group’s leadership in the global coffee and beverage equipment sector and advancing our long term growth strategy". "Bunn brings a strong heritage, a culture of innovation and a highly complementary portfolio that expands our global capabilities. Together, we are well positioned to deliver even greater value to our customers and accelerate growth across key markets.” Terms of the transaction were not disclosed. Top image: © Bunn

Lipton Ice Tea is expanding its flavoured iced tea line-up with the launch of a new Tropical variant, blending mango and passionfruit to tap into growing consumer demand for bold and exotic soft drink flavours. Rolling out now across grocery and convenience channels, the new product is designed to bring additional flavour variety to the iced tea category while targeting younger consumers seeking vibrant taste profiles. The launch also aims to broaden consumption occasions for iced tea, from meal deals to at-home refreshment. According to the brand, tropical flavours continue to perform strongly in the UK soft drinks market, providing an opportunity to extend the Lipton range beyond established variants such as peach. Clare Brosnan, brand director – hydration at Carlsberg Britvic, said: "Lipton has always championed great-tasting flavours that give shoppers a truly refreshing experience, and Tropical is no exception. With the existing popularity of tropical flavours across the category already, we’re confident shoppers will love our latest addition.” The new Lipton Ice Tea Tropical flavour will be available in several pack formats designed to capture different consumption occasions, including: 500ml bottle, 500ml price-marked pack and 1.25-litre bottle. The company said the range is intended to support both on-the-go purchases, such as lunchtime meal deals, and at-home consumption with meals. Lipton Ice Tea is produced and distributed in the UK by Carlsberg Britvic under licence from PepsiCo.

Massimo Zanetti Beverage USA has promoted Matthew Smith to president, effective immediately. Matthew Smith Massimo Zanetti Beverage USA is a vertically integrated coffee company supplying branded and private-label coffee, tea and drink mixes for both retail and foodservice channels. Smith will oversee the company’s commercial, operational and organisational priorities across the US business and lead the implementation of its strategic goals. He will work closely with CEO Scott Meader on the company’s long-term strategy and growth initiatives. Smith previously served as senior vice president of sales and marketing at Massimo Zanetti Beverage USA. During that time, he helped restructure the company’s commercial organisation and expand distribution across retail, foodservice and e-commerce channels. Before joining the company, Smith spent more than a decade at Voss Water, where he led North American sales and supported the brand’s growth across multiple channels. He has also held leadership roles at RNDC, Frito‑Lay and Nestlé Waters. According to the company, Smith has led efforts to restructure the sales organisation, strengthen partnerships with retailers across grocery, mass, club and foodservice channels, and improve commercial planning and collaboration between sales, marketing and revenue management teams. CEO Meader said: “Matthew has been a transformative force within our organization, solidifying our operations and driving significant gains. Having already made a profound impact on our performance, his strategic vision and deep expertise make him the ideal leader to propel our company through its next chapter of growth.” Smith added: “I’m honoured to step into the role of president at such an exciting time for Massimo Zanetti Beverage USA. We have a strong foundation, iconic brands and tremendous opportunities ahead. I look forward to continuing to work alongside our teams and partners to drive sustainable growth, strengthen our customer relationships, and unlock the full potential of our portfolio.”

US beverage brand Culture Pop Soda has expanded its portfolio with the launch of Sparkling Raspberry Lemonade, marking the company’s first lemonade-flavoured product. Founded in 2020 by beverage entrepreneur Tom First, Culture Pop produces functional sodas formulated with probiotics and fruit-based sweeteners. According to the company, the new drink offers a carbonated twist on the traditional lemonade category, which is often characterised by high sugar levels and sweet flavour profiles. Culture Pop said the launch aims to provide a more balanced alternative, combining raspberry and lemon flavours with a lighter sweetness. The beverage is sweetened with organic fruit juices from concentrate rather than refined sugar or artificial sweeteners such as stevia or monk fruit. The formulation also includes organic herbs, spices and live probiotics intended to support gut health. The drink features a blend of raspberry flavour with tart lemon notes and a crisp finish, aligning with the brand’s focus on simple ingredients. First said: "It's everything people love about lemonade, without the 40+ grams of sugar or the artificial sweetener aftertaste. We wanted to create a sparkling version of lemonade that is flavourful, complex and delicious. Something you can reach for any day of the week. We made a Raspberry Lemonade the Culture Pop way." Sparkling Raspberry Lemonade is now available for nationwide shipping via the company’s website and Amazon, and is also rolling out at US retailers including Sprouts, Walmart and Albertsons/Safeway.

PepsiCo UK is investing £3.6 million to install a rooftop solar power system at its Southern Region Distribution Centre (SRDC) in Leicester, UK. The project, delivered with energy infrastructure specialist Ineco Energy, will see solar panels installed across 30,000 square metres of roof space, roughly the size of four football pitches. Once completed, the system is expected to generate the equivalent of 100% of the electricity required to run the logistics centre annually. The 3.56MWp solar installation is forecast to produce around 2.84GWh of renewable electricity each year, enough to power about 1,000 UK homes. Any surplus energy generated during the day will be used to support operations at the nearby Walkers crisps manufacturing plant. The project forms part of a broader series of sustainability investments across PepsiCo’s UK operations. Recent initiatives include switching to electric ovens at its Leicester site, installing more efficient manufacturing machinery in Coventry and upgrading fryers at its Brigg facility, home to Pipers crisps. Together, these upgrades have reduced the company’s greenhouse gas emissions by around 2,400 tonnes annually. The solar installation follows a £14 million upgrade of the Leicester distribution centre in 2021. The facility employs around 240 people and distributes products produced at PepsiCo’s six UK factories. Andy Smethurst, UK warehousing and logistics director at PepsiCo, said: “Leicester is already home to one of the world’s largest crisp factories, and now we’re delivering one of the most complex solar power systems, right here in the East Midlands. It’s a major milestone for PepsiCo UK and shows how we’re continuing to find new ways to power our sites and operate more sustainably.” Angus Rose, director at Ineco Energy, added: “Ineco is incredibly proud to be delivering this flagship solar project for PepsiCo. Once operational, it will be one of the largest rooftop systems of its kind in the UK food manufacturing sector, generating the same amount of electricity that the SRDC uses in a full year". "This project has required a collaborative and highly technical approach, and we’re delighted to now be moving into the construction phase. We look forward to continuing our strong relationship with the PepsiCo team.” Construction of the solar system is underway and is expected to be completed by September 2026.

Carlsberg Britvic has introduced Tango Sours, a new zero-sugar line with ‘intense flavour’ under its popular Tango soft drinks brand in the UK. Catering to demand from younger consumers for sour flavours and more adventurous taste profiles, the range is available in two flavour variants: Watermelon and Tropical. It is described by the company as ‘delivering refreshment with a sour twist’. Tango Sours features bright, distinctive packaging that matches the brand’s new visual identity, revealed in January. The rebrand aims to drive stronger appeal among Gen Z consumers in particular. David Laidler, brand director of Carbonates at Carlsberg Britvic, said: “When we developed Tango Sours, we wanted a drink range that delivered on both stand-out visuals and intense flavour. With its striking design and punchy sour hit, the range is built to disrupt the fixture and command real attention on shelf.” Tango Sours is rolling out across the UK retail channel this month across two pack formats: 4x330ml multipack, priced at £4.09 RRP, and 1.5 litre bottles (priced at £3.35 RRP). An additional 500ml bottle format (£2.39 RRP) will join the range from May.

Elder Water, a new British spring water brand, has launched a closed-loop glass bottle system aimed at helping hospitality operators reduce single-use packaging. Founded by Island Poké founder James Gould-Porter, the company bottles spring water in reusable glass containers that are collected, refilled and redelivered through a circular distribution model. The brand describes the concept as the 'milkman of British spring water'. The water is sourced from a protected spring in Cheddar Gorge and is naturally high in calcium and magnesium. According to the company, the spring sits on certified organic land and offers one of the richer mineral profiles among UK sources. Elder is initially rolling out with sustainability-focused hospitality partners in London, including Tramp Private Members’ Club, as well as pubs such as The Merry Harriers and The Waterman’s Arms. Venues operated by Lunar Pub Group are also part of the initial rollout. The brand is backed by angel investors, including individuals previously involved with Soho House & Co and Mr & Mrs Smith, as well as a professional rugby player. Commenting on the launch, Gould-Porter said the company was created to address packaging waste in the bottled water sector. “After years in the industry, it became impossible to ignore the waste built into something as simple as bottled water," he said. "Elder exists to redesign that system, without asking venues to compromise on quality, experience or ease. Plus, we’re also offering them a saving vs traditional bottled water brands and added saving by removing disposal costs.” Elder’s model allows customers to place an order or subscription online, receive water in reusable glass bottles and return empty containers in crates during the next scheduled delivery, enabling the bottles to be washed and refilled. The launch comes as the hospitality sector faces increasing pressure to reduce single-use packaging, including the introduction of a 10p single-use glass tax per bottle. Elder says its system is designed to provide a circular alternative for restaurants, pubs, hotels and households seeking lower-waste options. The company’s long-term ambition is to develop a nationally scalable circular water system operating across multiple channels and sectors.