Health-Ade is launching a limited-edition kombucha flavour, strawberry mango chilli, as part of its spring line-up. The new variant combines strawberry and mango with a hint of chilli, offering a sweet flavour profile with a mild spicy finish. It is made with organic fruit juice and contains live probiotics and organic acids. The spicy flavour will be available for a limited time at Sprouts stores and online via the company’s website.

Prime Drink Group has appointed Germain Turpin as interim president and chief executive officer. He succeeds Alexandre Côté, who will step down from the role but remain on the company’s board of directors and oversee special projects. Turpin brings more than 20 years of experience in Québec’s water industry. A former owner of two water assets now held by Prime, he will focus on supporting the development and operational optimisation of the company’s water portfolio. He currently serves as a member of Prime’s board. The board thanked Côté for his contributions to the company’s operations and welcomed Turpin to the position. Founded in 2015 and headquartered in Montreal, Canada, Prime Drink Group operates in the bottled water and beverage sector, focusing on the acquisition, development and optimisation of water sources and related assets. This announcement follows Prime Drink Group’s binding letter of intent, signed last April, to acquire a majority stake in functional drinks brand Relax Downlow .

Starbucks is expanding its ready-to-drink (RTD) portfolio with the launch of Starbucks Coffee & Protein, a new line combining Starbucks coffee with added nutrition. Each 12oz bottle contains 22g of complete protein, 5g of prebiotic fibre, five vitamins and minerals and 2g of sugar. The products, which will launch nationwide in the US on 23 March, will be available in two flavours: Classic Caffè and Caffè Mocha, with a suggested retail price of $3.99. Distribution will include grocery, online, convenience and gas station channels. The range was developed through the North American Coffee Partnership (NACP), the joint venture between Starbucks and PepsiCo. Brian Smith, senior director of brand marketing at NACP, said: “Consumers are looking for wellness solutions that fit seamlessly into their morning routines. Starbucks Coffee & Protein delivers both great taste and nutrients, offering 22g of complete protein and 5g of prebiotic fiber in a convenient, ready-to-drink bottle that supports busy lifestyles.” The launch follows the introduction of Protein Lattes and Protein Cold Foams in Starbucks coffeehouses across the US and Canada last year. Alongside the Coffee & Protein range, Starbucks will introduce additional RTD products on 23 March. These include Starbucks Doubleshot Energy Zero Sugar, available in French Vanilla and Dark Chocolate flavours, containing under 100 calories per 15oz can and priced at $3.59. The company is also adding Chocolate Hazelnut Gelato to its RTD Frappuccino Lite line. The 9.5oz product contains 100 calories and no added sugars and will retail at a suggested price of $2.99. Existing Frappuccino Lite flavours include Sea Salt Caramel Gelato, Creamy Vanilla Gelato and Double Chocolate Gelato.

Popeyes UK has secured a master franchise development agreement to operate the Popeyes brand in the Republic of Ireland, with the first site scheduled to open at Blanchardstown Centre in Dublin this spring. The business will operate as Popeyes Ireland and has confirmed a pipeline of additional openings nationwide. Plans for 2026 include further sites and a flagship 'megastore' in central Dublin. The expansion is expected to create up to 500 jobs in Ireland this year, with further roles anticipated as the brand grows its presence in the market. The move builds on the chain’s expansion in the UK, where it has grown to more than 110 locations since launching in 2021, including two sites in Northern Ireland. Tom Crowley, CEO at Popeyes UK and Ireland, said: “Expansion into Ireland is a natural next step in our growth journey and builds on the fantastic progress we have made in the UK in the last five years, where Popeyes has established itself as one of the fastest growing QSR brands in the market". “Ireland represents an exciting opportunity for us, as it’s a vibrant market with a strong and growing demand for convenient, high-quality food. Irish consumers are open to new food experiences, and we see significant long-term potential opportunity to grow our footprint and really tap into the local culture." “We can’t wait to bring the authentic taste and hospitality of New Orleans, and our hand breaded and battered, shatter crunchin’ chicken to customers in Ireland, with the opening of our first restaurant in Blanchardstown Centre. We look forward to opening more restaurants across the country in 2026 and beyond.” Renato Rossi, EMEA president at Restaurant Brands International (RBI), parent company of Popeyes, commented: “Following the strong success in the UK, we’re excited to expand into Ireland with the same experienced local operators. Dublin is a dynamic market, and we’re confident Irish guests will respond strongly to our unique New Orleans-style menu." "This expansion reflects our disciplined approach to international growth, scaling with proven partners and replicating a model that is already delivering strong results.” Founded in New Orleans in 1972, Popeyes operates more than 5,000 restaurants across more than 40 markets worldwide.

Akos Petri In today’s water dispense market, the headline figures suggest maturity, but the underlying dynamics tell a more complex story.  Akos Petri, managing director of Zenith Global Commercial, explains how operators that focus on strengthening their core business, creating more value from existing customers and expanding into higher-growth segments are the ones outperforming the market. His perspective outlines where growth is really coming from and how companies can position themselves to capture it. At first glance, the water dispense market in Europe and the US looks like a mature, slow-moving category. For more than three decades, our teams at Zenith have tracked an active base of roughly 15 million units across the two regions, encompassing bottled water dispensers (BWD), point-of-use (POU) systems and integrated tap solutions, and combining both rented units in service and systems sold during the year. Penetration is high in many core applications, routes are established, and in numerous markets growth sits in the low single digits. It is easy to conclude the market has stalled. Yet on the ground, the story is more turbulent. While the whole category can appear flat in aggregate, many individual operators still deliver double digit annual growth. The gap is not effort or luck; it is architecture. The leaders who scale are not simply selling water. They are managing a portfolio across different channels and timeframes at once, protecting a profitable core, upgrading their best accounts and planting seeds for the next wave of demand. A useful way to structure that thinking is the Three Horizons of Growth framework. Horizon 1: Optimising the core Horizon 1 is the engine room: traditional 18.9-litre BWD and standard mains-fed POU systems in established channels. For many operators, that core has historically been workplace hydration but it also includes a wider mix: small businesses, education, healthcare, gyms and leisure sites, and, in some markets, a meaningful residential base. In mature segments, this is no longer a land-grab; it is an efficiency war. The battleground is cost per stop. Labour, fuel, vehicle costs and service complexity keep pushing route economics upward, and in parts of Europe Low Emission Zones and access restrictions add friction to urban operations. The operators who win Horizon 1 don’t chase every postcode. They build 'local fortresses' by narrowing their footprint, raising route density, and turning operations into predictable cash flow. That cash flow is not the end goal; it is the funding engine for the horizons that create the next cycle of growth. In practical terms, this means being brutally clear on what you are best at – the channel, the geography, the customer profile – and then out-executing everyone else inside that zone. Horizon 2: Upgrading customers and channels Horizon 2 is where the profit engine accelerates today. Growth is less about finding more customers and more about selling a better outcome to the customers you already serve, whatever channel they sit in. In the US, many operators have stopped competing for the 'water budget' and started competing for the 'beverage budget'. Replace an office fridge full of costly canned drinks with a smarter hydration solution and the conversation moves from cheap rental to workplace upgrade. The client can see the difference immediately: fewer purchases, less waste, less hassle and a better employee experience. But the upgrade story does not stop at the office door. One of the most underappreciated shifts right now is the rise of Horeca. It is still a smaller part of the installed base in many markets, which is exactly why it matters. From a low base, growth can be rapid when the proposition is clear. Restaurants, hotels and cafes increasingly want to serve chilled and sparkling water that looks premium, aligns with sustainability messaging, and improves service speed. A well-positioned dispense solution can remove the clutter and handling of bottles, reduce storage headaches, and create a consistent guest experience. In other words, it turns water from a commodity into a margin-supporting part of the brand experience. Operators who treat Horeca as 'just another placement' tend to struggle; those who package it as a service and experience upgrade can build a compelling, higher-value segment over time. In Europe, the upgrade story is also increasingly design-led. Modern venues – offices, hotels, premium gyms and even high-footfall public spaces – are being built to feel like high-end homes: clean lines, minimal clutter, fewer appliances. Integrated tap systems that deliver boiling, chilled and sparkling water from one point fit that direction perfectly. At that point, you are not selling a plastic box; you are installing a feature that clears space and signals quality. Frame it as an upgrade, and buyers stop benchmarking you against basic coolers and start comparing you to workplace and venue improvements that make the environment feel modern and intentional. Horizon 3: Building for the future Horizon 3 is about what you will be glad you started building before 2030. As consolidation continues, the dispenser becomes a Trojan horse into broader refreshment and service relationships. Future leaders won’t present as 'water suppliers' in a single channel. They will act as service managers across multiple settings – workplaces, hospitality, leisure, even light retail – with one accountable partner model. In that world, the value is not primarily the liquid; it is trust: reliability, compliance, consistent service and predictable outcomes. Trust at scale requires infrastructure: service visibility, proactive maintenance, faster issue resolution and contract clarity. Frameworks, however, do not win on their own. In a saturated market, positioning is what opens doors. The fastest-growing operators have changed the conversation: they stopped selling water and started selling solutions to stakeholder headaches. To HR leaders, the story is wellbeing and performance. Even mild dehydration is linked to measurable drops in attention and cognitive performance, so hydration can be framed as a productivity input, not a perk. To facilities and operations teams – whether in an office, hotel or restaurant – the story is space and simplicity: fewer appliances, less clutter, easier upkeep and smoother day-to-day operations. To owners and general managers, the story is brand and experience: a cleaner set-up, more consistent service and a more premium feel without complexity. Finally, strategy sets direction, but service standards drive conversion. In 2026, online reputation is not a vanity metric; it is a sales force. Procurement is increasingly digital-first, and online proof becomes a shortcut for trust. The best operators treat reviews as a system: they invite every customer to leave a public review, make it easy, and follow up consistently, while using internal feedback workflows to resolve issues quickly. Done ethically and platform-compliantly, reputation becomes a compounding asset that improves close rates, shortens sales cycles and strengthens your position in competitive tenders. Conclusion: From ceiling to launchpad The market is not stalled; it is evolving and reallocating growth to operators who can run all three horizons at once, across more than one channel. Optimise the core, upgrade the customer base and treat rising segments like Horeca as a deliberate growth track, not a side quest. Do that consistently, and the 'mature' market stops looking like a ceiling and starts behaving like a launchpad.

PepsiCo-owned soda brand Poppi will launch in the UK next month, marking its first international rollout since PepsiCo's $1.95 billion acquisition in 2025 and testing whether the fast-growing US 'modern soda' segment can translate to British consumers. The brand will be produced and distributed locally by bottler Carlsberg Britvic, with a nationwide debut on 5 March across Tesco stores and Pret A Manger outlets, before a broader rollout later in the year. Poppi’s entry underscores PepsiCo’s strategy to premiumise and diversify its carbonated soft drinks portfolio amid slowing growth in traditional colas. PepsiCo completed its acquisition of the functional soda brand Poppi  for $1.95 billion, including $300 million in anticipated tax benefits, back in May last year. Positioned as a low-sugar, low-calorie soda made with real fruit juice and high fibre, the brand sits at the intersection of functionality and indulgence – a space increasingly shaped by demand for 'better-for-you' refreshment. The five-flavour range – Strawberry Lemon, Orange, Raspberry Rose, Lemon Lime and Wild Berry – will be sold in 330ml cans, both singly and in multipacks. While fibre-enhanced sodas remain niche in the UK, PepsiCo is betting that strong branding and social-led marketing, which helped Poppi scale rapidly in the US, can recruit younger consumers and unlock new occasions. For retailers, the proposition is as much about trade-up and fixture disruption as health positioning. Carlsberg Britvic said the brand’s bold design and flavour credentials offer a high-impact addition to chillers, targeting shoppers seeking flavour-led soft drinks with a modern identity. The UK launch will serve as an early indicator of whether functional soda can move beyond the US and carve out a meaningful share in Europe’s competitive carbonates market, where reformulation, sugar reduction and premiumisation remain central battlegrounds.

Aqua Theon has secured a $13 million seed funding round, including $5 million directly invested into its marine plant-based drink brand, OoMee. The company aims to redefine functional beverages through marine plant innovation. OoMee combines a “function-first” approach with satiety support and Seabiotics, making seaweed more approachable for consumers. The brand has already established a presence in over 700 retail locations and maintains a 70% repeat purchase rate online. This milestone reflects growing consumer demand for wellness products built on real ingredients with tangible results. The funding round was supported by investors, partners, and the wider community, underscoring confidence in Aqua Theon’s mission to bring marine nutrition to the mainstream functional beverage market. Top image: © Oomee

Capri Sun is introducing a new limited-edition product, Blood Moon Punch, to the US market this month, building on last year’s Moon Punch launch with a reformulated, newly branded variant designed to capitalise on retailer demand and cultural buzz around upcoming lunar events. The brand says Blood Moon Punch offers a distinct, limited-time product featuring a bold red hue and eight new glow-in-the-dark pouch designs themed around phases of the moon. The new product follows the strong performance of 2025’s Moon Punch, which the company notes quickly rose to compete with core flavours such as Fruit Punch and Pacific Cooler. Retailers had pushed for a return, according to Capri Sun, prompting development of a new iteration tied to a rare 'Blood Moon' lunar eclipse and heightened interest surrounding NASA’s Artemis II mission. For buyers, the key point is that Blood Moon Punch is a newly developed, time-bound SKU, not a permanent line extension. The product will roll out nationwide in the US for a limited period, supported by a digital campaign offering 10,000 free pouches to consumers. Limited-time launches remain a core growth lever in the ambient juice drinks category, where innovation cycles are increasingly driven by packaging, experiential design and cultural tie-ins rather than base recipe changes. By introducing a new, event-linked flavour with collectable packaging, Capri Sun is aiming to generate incremental velocity, secure secondary displays and reinforce brand visibility in a competitive aisle facing private-label and price pressure. For The Kraft Heinz Company, Capri Sun’s parent, which generated around $25 billion in net sales in 2025, the launch underscores a strategy of driving growth through targeted brand activations and new product introductions within established franchises. Blood Moon Punch will be available nationwide from late February, with marketing activity concentrated around the March lunar eclipse, underscoring Capri Sun’s use of culturally timed new product launches to stimulate short-term sales and retailer engagement.

Internorga has always been one of the most authoritative stages for exploring the future of the Horeca industry. It is where operators, brands and innovators come together to redefine the concepts of quality, efficiency and sustainability in the world of restaurants, bars and hospitality. In a context where water management is becoming a strategic element – enhancing customer experience, protecting equipment and optimising operating costs – Think:Water and Profine present fully 'Made in Italy' solutions that raise the standards of professional water treatment. Among the highlights of this edition are three solutions designed to meet the real needs of chefs, baristas, venue managers, hotel chains and catering services: SyncRO, the compact professional reverse osmosis system; the Profine Filter range, dedicated to coffee equipment, ovens and ice machines; and Frizziko, the still and sparkling water dispenser ideal for front-of-house service. All products are developed in Italy with a focus on precision, quality and ease of use. SyncRO: The new generation of professional reverse osmosis One of the most anticipated solutions, SyncRO   embodies a new vision for reverse osmosis in the Horeca sector: high performance, minimal maintenance and a compact design that fits seamlessly even into the tightest kitchen and back-bar spaces. Designed for professional dishwashers, glass washers and bar glasswashers, SyncRO ensures impeccable shine on glassware, plates and cutlery, drastically reducing spots, streaks and the need for manual polishing. This translates into savings on detergents, reduced equipment wear and improved staff efficiency – key factors in a market increasingly focused on optimizing operational costs. SyncRO comes standard with the Profine Cobalt 5-micron filter, designed to improve incoming water quality by retaining particles, sediments and impurities. This preliminary step protects the membrane and enhances the final washing result. At the heart of the machine is the encapsulated RO membrane, engineered for quick, hygienic, tool-free replacement. This makes maintenance extremely simple, reduces the risk of contamination and ensures maximum service continuity at all times. SyncRO is not just advanced technology: it is a reliable work companion, designed for professionals who manage high volumes and cannot risk downtime or inconsistent performance. Profine Filters: Perfect water for every Horeca application Water quality is a fundamental ingredient in many preparations and pieces of equipment used in modern foodservice. From espresso served at the bar to steam ovens used in gastronomy, to the production of crystal-clear ice: every application requires water with specific characteristics. The Profine Filter  range, entirely designed and manufactured in Italy, meets this need with modular, reliable and easy-to-install solutions. The different technologies – ranging from microfiltration to carbonate reduction, up to high-quality activated carbon – ensure: Optimal coffee extraction, with aromatic stability and a denser, longer-lasting crema. Ovens protected from limescale, thanks to controlled reduction of dissolved minerals that prevents scaling, improves energy efficiency and reduces maintenance costs. Crystal-clear ice, free from odors and off-flavours, ideal for cocktail bars, hotels and high‑volume venues. The Profine philosophy is clear: to offer a professional, reliable and sustainable range that helps operators get the best out of their equipment and deliver a consistently better experience to the end customer, day after day. Frizziko: The smart dispenser for modern Horeca In recent years, treated and microfiltered water has taken on a central role in the Horeca world, driven by growing attention to sustainability and the desire to reduce bottled water consumption. In this context, Frizziko emerges as a compact and intelligent still and sparkling water dispenser, designed to be integrated directly into table service or bar counters. Frizziko combines essential design, ergonomics and high performance. It is ideal for venues looking to offer: An elegant, immediate service without clutter or storage needs; Fresh, balanced‑taste water filtered through Profine technology; Significant reduction in environmental impact through the elimination of single-use plastics and decreased logistics related to bottle transport. With Frizziko, water becomes an integral part of the customer experience – a distinctive element that enhances service and reinforces the perception of quality. The strength of Made in Italy The Think:Water osmosis systems and Profine filters  are not simply products – they are the result of a long-standing Italian tradition in water treatment. From design to production, from engineering to quality control, every stage is carried out entirely in Italy, at the heart of a technological district that has been a benchmark in the European landscape for years. Made in Italy is not just a mark of origin, but a commitment to: Continuous research for more efficient and sustainable technologies; High-quality materials and controlled manufacturing processes; Functional design that combines aesthetics and performance.

Suntory Beverage & Food Great Britain & Ireland will invest £25 million in a new high-speed production line at its Coleford factory, consolidating Lucozade and Ribena manufacturing in a move aimed at boosting efficiency, flexibility and sustainability at one of Britain’s longest-running soft drinks sites. The new line, known internally as 'Apollo 5,' will replace two older Ribena lines that separately handle concentrate and ready-to-drink formats. Once operational in early 2027, it will be capable of producing up to 55,000 bottles per hour, with rapid changeovers between Lucozade and Ribena on a single line. The investment forms part of a broader £57 million supply chain upgrade programme at the Coleford site, which this year marks 80 years since it was built. For retailers and contract manufacturing partners, the main significance lies in consolidation and throughput. By bringing multiple SKUs and formats onto one aseptic line, SBF GB&I reduces operational complexity and gains greater flexibility to switch between brands in response to demand shifts. The company says the line will use aseptic bottle-cleaning technology based on heat and pressurised air, reducing energy and water use compared with traditional systems. The upgrade comes as UK soft drinks manufacturers face continued cost pressure from energy, labour and packaging, alongside evolving demand for functional and low-sugar beverages. Lucozade, which celebrates its centenary in 2027, remains a key player in the sports and energy drinks segment, while Ribena is a long-established brand in concentrates and ready-to-drink fruit beverages. Coleford is one of the largest employers in the Forest of Dean area and a central production hub for the company’s UK portfolio. Around £2.1 million will be spent with local suppliers during the construction phase. The new line also follows a previously announced project to electrify the site and reduce reliance on a gas turbine, part of the group’s wider sustainability strategy. The company says the additional capability would support future packaging initiatives across its brands. Elise Seibold, chief operating officer at SBF GB&I, said: “This next chapter is about investing in our factory to strengthen the future of two iconic British brands, Lucozade and Ribena. We’re dedicating £25 million to this new line to set us up for long-term success, and it wouldn’t be possible without the support from our Suntory owners in Japan". Work on the Apollo 5 line begins this year, with first production runs scheduled for early 2027.

Ovio, a South Korean water purification technology manufacturer, is expanding into ice and functional water systems as it seeks to strengthen its position as a global manufacturing partner for next-generation water appliances. Headquartered in Hwaseong and led by CEO EunChun Lee, the company has broadened its portfolio beyond traditional water purifiers to include ice making water purifiers, under-sink systems and functional water products such as carbonated, hydrogen and alkaline water units. The expansion is aimed at enabling customised product development based on regional water conditions and shifting consumer demand. Ovio provides end-to-end ODM/OEM services, covering product planning and research and development through to certification support, mass production and global supply. The company said this integrated approach is designed to shorten development timelines and reduce certification risks for clients entering international markets. OVIO holds ISO 9001 and ISO 14001 certifications and complies with international environmental and safety standards, including CE marking and RoHS requirements. It also supports partners in obtaining hygiene and performance certifications for water purifiers, including NSF and WQA approvals. In response to growing global demand for ice-related appliances, the company plans to open a dedicated ice production line in March 2026. The new line is expected to increase production efficiency and stabilise supply for ice water purifiers and ice dispensers, particularly for large-scale international projects. Ovio said its manufacturing capabilities have been validated in Japan, where it holds around 20% market share in its core segment, positioning the company as a long-term partner for global appliance brands.

Keurig Dr Pepper has announced updated financing plans and transaction timelines for its acquisition of JDE Peet’s and its separation into two independent companies. The company revealed its plans to acquire coffee giant JDE Peet’s in August last year , with the deal set to see the separation of the merged entity’s coffee operations from its other beverage businesses. Two independent companies will be created as a result (Beverage Co and Global Coffee Co, pending announcement of official corporate names). Part of the updated financing plan is an agreement to upsize the previously announced Beverage Co convertible preferred equity investment, co-led by Apollo and KKR, to $4.5 billion from $3 billion. This updated figure includes additional participation from ‘long-term oriented’ investors, KDP said. As a result of this, the company said it is no longer considering a partial IPO of Beverage Co. KDP now plans to finance the upcoming acquisition through a combination of approximately $9 billion of long-term debt, $8.5 billion of equity capital and the assumption of approximately $5 billion of existing JDE Peet’s bonds. Closure of the JDE Peet’s acquisition is targeted for early 2026, with separation timing dependent on the achievement of key milestones, including appropriate leverage levels at each company and supportive market conditions. Though exact timing of the tax-free spin of Global Coffee Co is yet to be confirmed, KDP said that ‘key transformation workstreams’ continue to target operational readiness to separate by the end of next year. Anthony DiSilvestro, Keurig Dr Pepper’s chief financial officer, said: “Today's update demonstrates our commitment to ensuring strong and resilient capital structures at each stage of this transaction by introducing an additional $1.5 billion of cost-efficient equity capital into the financing and bringing on board a high-quality mix of shareholders who recognise the value creation opportunity ahead”. He added: “Our comprehensive financing solution, combined with strong cash generation, will drive rapid deleveraging, reinforce KDP's balance sheet and help to establish Beverage Co and Global Coffee Co as successful, investment-grade companies.”