Scottish beverage start-up Be Spring has launched a range of sparkling drinks aimed at the growing iced tea category, made with Scottish water, real tea extracts and natural fruit flavours. Founded by brothers Luke and Oscar Grieve, whose drinks industry backgrounds include roles at Coca-Cola Europacific Partners and Diageo, the brand was developed around what the pair saw as a gap between traditional sugar-heavy soft drinks and more health-focused alternatives that can compromise on flavour. In this instalment of ‘Start-up spotlight,’ we speak to co-founders Oscar and Luke Grieve about the inspiration behind the brand, the development process and their ambitions for Be Spring. R-L: Luke and Oscar Grieve What inspired you to launch Be Spring, and when did you first identify a gap in the market for a Scottish sparkling iced tea? We’ve always genuinely loved iced tea. It’s been one of those drinks we naturally reach for, whether that’s picking one up on the way home or trying completely new flavours whenever we travel. Travelling was actually one of the first things that made us realise how limited the UK iced tea category felt. We’d find brilliant flavours and brands abroad that simply weren’t available back home and it made us question why there wasn’t more innovation happening here. At the same time, we saw an opportunity for a healthier Scottish soft drink brand. Scotland is associated around the world with freshness, natural beauty and incredible water, yet we didn’t feel there was a modern soft drink brand really bringing those qualities together. That combination of our genuine love of iced tea and the gap we could see in the market was what ultimately became the starting point for Be Spring. How did the initial concept for the brand take shape? We’d always spoken about building another business together following the unfortunate closure of our family business during Covid-19. Since then, we’ve probably had hundreds of business ideas. One of us would phone the other convinced we’d found the next big thing, we’d spend an hour pulling it apart, and usually realise it either already existed or wasn’t quite as good an idea as we first thought! But iced tea is what kept coming back into the conversation. It was a category we both genuinely cared about, and we believed there was an opportunity to create a premium Scottish drinks brand with a real identity and purpose behind it. That idea gradually developed into what Be Spring is today. Be Spring is made with pure Scottish water. Why was the provenance and quality of the water particularly important to you? There are two sides to it for us. Firstly, Scotland is famous for the quality and purity of its water. We wanted to take something Scotland is renowned for and make it a central part of the product rather than simply treating it as an invisible ingredient. Secondly, we’ve always found it strange that when you pick up a soft drink, you generally know very little about where the water inside it has actually come from. Water makes up the vast majority of most soft drinks, yet its provenance is rarely talked about. We wanted to change that. Pure Scottish water is one of our most important ingredients, so rather than hide it in the background, we’re incredibly proud to put its origin front and centre which is Loch Katrine. Can you explain how the tea is brewed and how this process contributes to the finished flavour? At Be Spring, we use real tea extract produced through a carefully controlled extraction process. The tea is concentrated and converted into a stable extract before being incorporated into our finished drink. We deliberately chose this approach rather than brewing tea leaves separately during every production run because it gives us far greater control over the final product. It means we can precisely manage the tea profile and ensure the flavour and quality remain consistent from can to can, while also creating a product that can be produced reliably at scale. For us, it’s a modern approach to iced tea, using real tea while combining it with the precision and consistency needed to create the light, refreshing drinking experience we want Be Spring to be known for. Which flavours are currently available, and what inspired their development? Our current range consists of Apple & Hibiscus and Raspberry & Black Tea, and we also have a more classic iced tea flavour in development. Apple was a natural starting point for us because we’ve both always loved apple-based drinks. This could’ve been sparkling, blended with other flavours or just your classic fresh apple juice. During development, we experimented extensively with different combinations and hibiscus ended up being the perfect complement to apple's flavour profile. Raspberry followed a similar thought process. We’ve always enjoyed raspberry drinks, but we often found that some tasted overly artificial and almost as though they were trying to recreate the idea of a raspberry rather than showcasing the flavour itself. We wanted ours to taste clean refreshing and recognisably natural. That philosophy really sums up what we want Be Spring to offer, which is refreshment without consequence or compromise on flavour. Why did you choose to use black tea, hibiscus tea and natural fruit juices in the range? We chose black tea and hibiscus because they bring very different characteristics to each of our flavours. Hibiscus has a much more delicate profile and works brilliantly with our Apple & Hibiscus flavour. It adds a subtle tartness, almost reminiscent of cranberry, without overpowering the apple. That makes it really accessible, including for people who may not normally consider themselves big tea or iced tea drinkers. Black tea has a much more pronounced tea character. In our Raspberry & Black Tea flavour, it gives the drink a really crisp, clean finish that works particularly well alongside the tartness of the raspberry. The natural fruit flavours are then able to remain at the heart of each drink rather than being overwhelmed by sweetness or artificial ingredients. What challenges did you encounter when developing a drink with no added sugar or artificial sweeteners while maintaining its flavour? This was probably one of the biggest challenges during product development. When you make the decision not to rely on added sugar or artificial sweeteners, you do have to work much harder to make sure the drink still delivers the flavour and refreshment consumers expect from a soft drink. We were fortunate to work with a fantastic development partner, and the process involved multiple iterations and a huge amount of sampling. Small changes could make a significant difference to the finished drink, so there was plenty of back and forth before we reached something we were genuinely happy with. For us, the really important thing was never to sacrifice taste simply to make the nutritional profile look better. The finished product had to deliver on both. The packaging features mountains from Scotland’s west coast. What is the story behind the design, and what did you want it to communicate about the brand? We wanted the packaging to feel genuinely connected to Scotland rather than simply using Scottish imagery for the sake of it. The west coast of Scotland is particularly meaningful to us because we grew up there, and we wanted the design to capture the feeling you get from being there which we have always felt is the openness, space, freshness and being surrounded by nature. Those are all things Oscar and I were incredibly fortunate to grow up around, and they’ve had a huge influence on how we see the brand. There were plenty of iterations before we landed on the final design, but the goal was always the same, when somebody sees a can, we want it to evoke that sense of freshness and freedom that the Scottish landscape gives you. How have your respective experiences at Coca-Cola Europacific Partners and Diageo influenced the development of Be Spring? Working within two of the world’s biggest drinks businesses gave us an invaluable perspective on both the industry and how consumer behaviour is changing. From our respective experiences, we could see some clear long-term shifts particularly with consumers becoming more health conscious, and younger generations increasingly moderating their alcohol consumption. That led to a lot of conversations between us about where we believed the drinks market was heading and what kind of product we would actually want to create. We really felt there was no in-between in offerings either. At one end of the spectrum, you had incredibly sugary soft drinks, while at the other, you sometimes had products that were positioned as extremely healthy but lost a lot of the flavour and enjoyment people actually want from a drink. We wanted Be Spring to sit in the middle of those worlds, something genuinely refreshing and enjoyable, but without unnecessary ingredients. That’s where our idea of 'refreshment without consequence or compromise' comes from. Why did you choose to enter the sparkling iced tea category, and what differentiates Be Spring from competing soft drinks and iced teas? For us, everything starts with the product. We wanted to create a sparkling iced tea with no added sugar, no artificial sweeteners or ingredients, made using pure Scottish water. It needed to taste genuinely refreshing without relying on all the unnecessary extras traditionally associated with soft drinks. But the brand around the product is equally important. Be Spring is more than just a name to us; it represents a mindset, a call to action, if you will. We want the brand to stand for optimism, energy and getting out there and enjoying life. There’s a particular feeling when spring arrives that we felt growing up on the west coast after long, dark winters: the days get longer, everything becomes brighter and people naturally want to get outside and do more. We want Be Spring to capture some of that feeling. We’re also incredibly proud of its Scottish identity. Scotland has an amazing global reputation for its landscapes, natural beauty and fresh water, and we’ve tried to weave that throughout both the product and the brand. Ultimately, we want somebody picking up a can of Be Spring to feel that connection. What are your priorities for the next 12 months, and what is your longer-term vision for Be Spring? Our biggest measure of success will always be whether consumers genuinely love the product. Over the next 12 months, we’ll be growing Be Spring across events, direct-to-consumer and the on-trade, so seeing strong consumer feedback and repeat purchases across those different channels will be incredibly important to us. Alongside that, we’d love to begin meaningful conversations with one of the major supermarket groups with the aim of an exclusive partnership. Reaching that stage would be a fantastic milestone and a strong indication that the brand is heading in the right direction. Longer term though, the ambition is much bigger than simply getting Be Spring onto shelves. We want to build a brand that people actively look for rather than simply buy because it happens to be there. If consumers begin walking into a shop, café or venue and asking, “Do you have Be Spring?”, that’s when we’ll know we’re building something with real staying power.

Phizz is expanding its Daily Immune+ range with a new Strawberry flavour as the hydration brand looks to drive consumption beyond the category’s traditional summer peak. The new Daily Immune+ Strawberry comprises 20 effervescent tablets, with each tablet designed to make one drink. The product combines Phizz’s hydration formula with electrolytes and a multivitamin containing vitamins C and D, iron, zinc and selenium. The new variant will roll out across UK retailers from August and September, building on the performance of Daily Immune+ Orange, which launched in August 2025. Phizz said Daily Immune+ Orange is now its fastest-growing immune support product and the company’s leading hydration launch of the past 52 weeks. The addition of Strawberry is intended to build on consumer demand for the proposition while bringing a new flavour to the brand’s portfolio. Phizz is positioning the launch around the opportunity to make hydration a more relevant everyday habit during the colder months. The company said hydration remains a strongly summer-led category, despite growing consumer interest in wellness and immune support during winter. According to Phizz, the hydration category has grown 118% year-on-year, while the immunity category has grown 3.9%. Daily Immune+ is designed to connect the two occasions, combining hydration with nutrients associated with immune support. Dr Paul Anastasiades, Phizz co-founder and head of product development, said the formulation was developed around the relationship between hydration and the body's protective barriers, including those in the nose and throat. He also highlighted vitamin D as a particular consideration during winter, when reduced daylight hours can affect the body's production of the vitamin. Dan Cray, Phizz co-founder, said: “Immune+ is already showing that combining hydration with proactive immune support can give consumers new reasons to prioritise hydration through winter, while driving incremental category growth," Daily Immune+ Strawberry has an RRP of £9.50 for a 20-tablet pack, equivalent to 40p per serving. The product launched at Tesco and Tesco Ireland on 24 August, with Holland & Barrett following on 1 September. Morrisons is scheduled to stock the product from 28 September, while Boots is due to go live in mid-October.

Charoen Pokphand Foods (CPF) has announced plans to acquire a 51% stake in Thailand-based bottled water manufacturer Brew Factory in a deal worth THB 334.7 million (approx. $10.1 million). Founded in December 2025, Brew Factory operates a bottled and mineral water production business in Surin Province, Thailand. Its site comprises a factory, warehouse and office, with annual production capacity of 295 million litres. The investment will be made through CPF Food and Beverage (CPFFB), a subsidiary in which CPF indirectly holds a 99.99% stake. CPFFB acquired a 43.6% interest in Brew Factory from existing shareholders on 1 September for THB 235.3 million (approx. $7.1 million). Within 30 days of the transaction, Brew Factory will issue 216,940 new shares as part of a capital increase. CPFFB will subscribe for 184,400 of these shares for THB 99.4 million (approx. $2.98 million), bringing its overall holding in the company to 51%. Upon completion, Brew Factory will become a subsidiary of CPF. The company primarily generates revenue through contract manufacturing for traditional and modern trade customers, alongside sales of its own drinking water brand, Sabai. CPF said the acquisition supports its strategy to expand into the drinking water category, which it described as complementary to its core business and offering “strong growth potential”.

Black Sheep Coffee has introduced a new hojicha range in the US alongside the return of its pumpkin spice drinks as part of a limited-edition autumn menu. Launched across the brand’s US locations earlier this month, the seasonal line-up combines coffee, matcha and hojicha-based beverages with autumn-inspired flavours including pumpkin spice, maple, pecan, salted caramel and macadamia. The introduction of hojicha marks an expansion of Black Sheep Coffee’s tea offering. The roasted Japanese green tea has a mellow, nutty flavour profile and is being positioned as an alternative to the brighter taste of matcha. The new Matcha & Hojicha collection includes a classic latte, a vanilla variety and a Salted Caramel & Macadamia option. Each can be made with either ceremonial-grade matcha or hojicha and is available hot or iced with a choice of milk. Black Sheep Coffee has also brought back its Pumpkin Spice Latte, alongside a Pumpkin Spice Cold Brew Latte with Cold Foam and a Pumpkin Spice Matcha Latte. Completing the seasonal range is a Maple & Pecan Acai Bowl, featuring an acai base topped with pecans, granola and maple drizzle. Eirik Holth, co-founder of Black Sheep Coffee, said: “There’s always something exciting about fall and the start of a new season. Of course we had to bring back Pumpkin Spice, but we also wanted to give people something new to try. Hojicha has this roasted, nutty flavor that feels perfect for fall.” The launch forms part of Black Sheep Coffee’s wider focus on globally influenced menu innovation across coffee and tea.

Self-service offerings can provide a uniquely complementary service for venues such as cinemas, gyms and family entertainment centres, reports Refreshment magazine editor Bryony Andrews. Self-service retail outlets like vending machines and micro markets are a common sight in places where convenience and speed are a priority – at transport interchanges like train and bus stations, for example, or in busy offices where productivity is prioritised. Many of the characteristics that make vending suited to these locations can be translated to leisure venues, too, where they can help leisure operators meet the challenges posed by high footfall, diverse consumer needs and unsociable opening hours. Adding venue beyond revenue Revenue is one of the most obvious benefits of a vending service. Both the vending operator and the leisure venue can generate profit whilst optimising otherwise dead space. Further revenue can be generated by digital advertising or branded machine housing. Elyas Coutts, CEO at Connect Vending, a leading independent supplier of commercial vending machines in the UK, explained that typically, vending partners offer the machines on a lease term, which means there are no high upfront costs, and the leisure venue is not burdened by depreciating assets. At its best, however, vending is not just an extra sales point. It is part of the venue’s service infrastructure. “Revenue is important, but I think the wider value is often more meaningful,” said Dave Berman, co-founder of VendEase, a London-based vending operator specialising in tech-forward, cashless vending systems. “A well-run leisure venue feels easy to use. If someone wants water after a workout, a snack before a film or a quick refreshment while spending time with family, they should be able to get it without friction. That kind of convenience may seem small, but it leaves a lasting impression. So beyond revenue, vending adds value by improving customer satisfaction, supporting staff and helping the venue feel more complete and better thought through.” Andrew Jones, sales director of national accounts at Selecta UK, similarly emphasised that good ending can improve customer satisfaction, offering quick, easy access to refreshment on-demand – especially during busy periods, between activities or when staffed outlets are closed. “It can also reduce workload for on-site teams,” he noted. “With a fully managed service, venue staff do not need to spend time restocking, maintaining equipment or managing day-to-day operation. That frees them up to focus on the parts of the customer experience that matter most.” According to Connect Vending’s Coutts, research into consumer behaviour shows that people increasingly base their perception of a venue on the quality of its facilities. This means that a well-stocked, accessible vending machine signals that the operator has thought carefully about their customers’ experience. “Nowadays, consumers expect convenience, so when a venue can meet their needs quickly and efficiently, it creates a positive lasting impression,” Coutts said. “Customer satisfaction can also be boosted by having a tailored product range. Health-conscious eating is one of the most significant shifts in consumer behaviour in recent years…In a gym and leisure environment, offering genuinely nutritious options such as protein bars, healthy drinks and low-sugar snacks signals that the venue understands and respects its audience, strengthening customer loyalty as a result.” Convenience without complexity A fully-managed vending service gives leisure venues a simple way to offer food and drink throughout the day, and even beyond staffed hours, without needing extra personnel or in-house management. “When it is done properly, vending gives customers quick, reliable access to drinks, snacks and essentials, while giving the venue a service that runs quietly in the background,” said VendEase’s Berman. “That is especially useful in leisure, where demand often comes in waves and people want something immediately, not eventually.” “For decision makers in leisure, the real value of vending is that it adds convenience without adding complexity. These venues already have a great deal to manage, from staffing and cleanliness to customer flow and the overall guest experience. A good vending partnership should make life easier, not create another operational burden,” said Berman. Vending can also help to reduce pressure on staff. In many leisure settings, team members are focused on customer service and daily operation. Constant interruptions for minor convenience requests take time and energy away from more valuable work. Selecta’s Jones further noted that vending can help venues make better use of space to offer a consistent service in areas where a full café or staffed counter may not be practical. “In busy environments such as cinemas, gyms and family entertainment centres, that means faster service, fewer missed sales opportunities and a better overall experience for visitors,” he said. In addition, vending machines ensure service continuity. Some leisure venues have highly variable footfall – during evenings, weekends or school holidays, for example – and vending makes it possible to meet demand at any time, including outside traditional catering hours, while saving the cost of running a staffed service that may not be needed. Which leisure settings offer the strongest potential for vending? According to Selecta’s Jones, the strongest opportunities for vending tend to be in settings where dwell time is high, where people naturally want to refresh or refuel or where demand comes in peaks. Gyms offer good potential, particularly for hydration and healthier snacks, because people visit across long opening hours and often want something convenient before or after exercise. Vending offers them 24/7 access. Similarly, ice rinks are a physically demanding environment, with attendance concentrated around specific time slots, and a diverse audience spanning athletes, school trips and leisure skaters. Swimming and leisure centres can also perform well, with visitors often staying for a while and wanting easy access to food and drink. Children frequently want a snack or drink after swimming lessons and vending gives parents the opportunity to quickly grab something for the journey home. Vending can also accommodate immediate swimming equipment needs, such as swimsuits, toys, forgotten goggles or mandatory swim caps. Cinemas are a strong fit because customers often want to purchase drinks, snacks and treats before a film, and quick self-serve options can help reduce queues at peak times. All of these facilities share a common characteristic, observed Mélanie Baste, head of communications at Topsec: users who are actively engaged; often short on time; and looking for simple, fast and easily accessible solutions that do not interrupt their main reason for being in the leisure venue. “In each of these environments, vending machines meet an immediate need without cannibalising the venue’s core activity,” she said. Sports centres and gyms For decision makers in sports and leisure facilities, vending machines represent a particularly relevant service solution, as they address very specific needs related to physical effort, recovery and user comfort. “[Vending machines] serve as a lever for enhancing the attractiveness of a sports facility,” said Topsec’s Baste. “Vending can provide an immediate response to concrete needs such as equipment, accessories, hydration, snacks or recovery drinks.” “This constant availability enhances user comfort and helps reduce everyday friction points, particularly during peak attendance periods.” Baste further emphasised that in a sector where there is fierce competition, like fitness clubs, aquatic centres or ice rinks, small details matter. “Providing practical solutions that are immediately accessible before or after sports activity helps reinforce the perceived quality of the venue and strengthens user loyalty,” she said. Connect Vending’s Coutts similarly believes that gyms typically offer a strong potential for vending. “This is simply because vending works best when convenience meets routine,” he said. “Most gyms operate 24/7, whereas other leisure venues such as FECs and cinemas tend to have set opening hours, limiting the hours the machine is available to generate revenue. Plus, members of the gym have predictable, recurring needs, whether it’s protein bars, energy drinks, electrolyte water or supplements. That combination of high-frequency visits and reliable demand is hard to match in any other leisure setting.” The strongest prospects for vending in sports centres are typically locations where members naturally spend a long time. Sites with facilities like tennis courts, swimming lessons and children’s activities are likely to be profitable, as participants want to refresh or refuel after an activity. Vending can also provide refreshments for spectators watching family members, or players wanting to socialise after a match. Complementing, not competing Many leisure venues already have a food and beverage offering on-site, posing a challenge for vending operators: how can a vending service complement, rather than compete with, existing offerings? Vending machines can best complement existing food and retail offerings when they fill gaps in existing services, rather than duplicating them. The most natural fit for vending machines in leisure venues is to cover out-of-hours access, when the on-site foodservice offering closes but the venue is still open. The key, according to VendEase’s Berman, is to make sure that vending is serving a different purpose. “A café, kiosk or retail counter is usually there to offer a fuller experience: fresh food, coffee, service, atmosphere or a broader retail proposition. Vending is there for immediacy. It covers the quick-need moment, the out-of-hours moment or the part of the venue where a staffed offer is not practical,” he said. Connect Vending’s Coutts believes that vending can come into its own during peak hours or the holiday seasons, when machines can help to handle overflow demand. “Customers who are in a rush can bypass the café queue and get their snack from the vending machine, rather than abandoning the purchase altogether,” he explained. It is also important to consider product differentiation to prevent competition with existing food and retail offerings. To prevent this, Coutts suggests that the staffed foodservice offering could focus on hot, fresh food suitable for lunch, while vending machines could be stocked with quick, grab-and-go snacks for a quick boost of energy. “In larger venues, vending services should be seen as an extension of food and beverage services, expanding the existing product range without the need for additional staff,” he concluded. Selecta’s Jones noted another way that vending can support existing foodservice offerings: providing refreshments in parts of the venue that are away from the main food area. He also commented that taking care of simple, high-volume purchases such as cold drinks, snacks or coffee leaves staffed teams to focus on higher-value items or a more personalised service. “When done well, vending becomes an extension of the venue’s wider offer. It broadens choice, improves access and helps customers get what they need with less friction,” he said. The digital evolution Leisure venues are becoming increasingly digital, with many services like booking, ticketing, checking-in or payment taking place online, via mobile apps or kiosks on-site. So how is this evolution affecting the adoption, perception and experience of vending services for the leisure sector? For Topsec’s Baste, vending machines naturally fit into this digital transformation. “Today – and even more so tomorrow – [vending is] becoming interactive, connected and customisable: dynamic screens, recommendations based on the time of day and integration into the venue’s digital journeys such as apps, loyalty programmes and immersive experiences. At Topsec, we see vending machines as intelligent touchpoints, capable of adapting to the evolving habits of customers and to their new expectations.” The intersection of digital services and vending can also help with customer retention for leisure venues. Connect Vending’s Coutts pointed out that as more gyms and leisure venues develop their own apps and membership programmes, vending machines can plug directly into these ecosystems, with loyalty points, member discounts and personalised offers delivered at the machine level. “This creates a seamless experience that feels like a natural extension of the venue rather than a separate service,” Coutts said. “This kind of contextual, data-informed interaction can turn a vending machine from a passive fixture into an active part of the guest’s journey and can be used as a prospecting tool to stand out from other leisure facilities in the area.” Selecta’s Jones commented that, “as leisure venues become more digital, vending feels more connected to the overall experience rather than sitting on the side as a stand-alone service”. He said that Selecta expects to see more tailored ranges in the future based on venue type, time of day and customer behaviour. “In practice, that could mean smarter product selections, more relevant promotions and a more joined-up customer journey,” he continued. For example, Selecta in the UK has recently partnered with The Gym Group to provide a vending solution offering a tailored range of drinks and healthy snacks to help members to fuel up or recover, as well as vended towels and locks. Using the latest in digital vending technology, the machines can also offer additional subscription products and class booking QR codes through the interactive screen, which increases member engagement and enhances the overall experience. VendEase’s Berman similarly thinks that vending will become more integrated into the overall venue experience in the future, becoming “much less generic”. “Customers already expect digital ease,” he said. “They want cashless payment, intuitive screens and a process that feels effortless. As leisure environments become more experience-led, vending will need to feel like part of that world rather than an afterthought placed in the corner.” Berman also highlighted the need to tailor services by venue, audience and occasion. “The right offer for a gym is not the right offer for a cinema, and neither is the right offer for a family entertainment venue. As operators have access to better data, they will be able to make those distinctions much more intelligently.” Conclusion Vending’s USP has always been convenience: giving the customer what they want, when they want it. With leisure businesses stretched by rising running costs, decision makers are increasingly pivoting towards strategic digital tools to improve the visitor experience while relieving the operational burden – making vending an ideal solution. When tailored in line with the unique needs of the venue, vending can become a crucial ally to existing services, helping to optimise the customer experience while making the overall service model leaner and more effective.

France has dropped plans to introduce a nationwide mandatory deposit-return system for plastic beverage bottles, instead proposing voluntary schemes at a local level. The French Government said in a statement on 4 September that it would not require local authorities to implement a deposit system for plastic bottles, following a three month consultation involving municipalities, beverage companies and recycling organisations. Under the revised approach, France will encourage a ‘voluntary and territorial’ deposit system with local programmes potentially prioritised in areas where plastic bottle collection rates remain low. The decision marks a reversal of plans revised by President Emmanuel Macron earlier this year to expand bottle deposits nationwide. The proposed system would have involved consumers paying a small deposit when purchasing bottled drinks and receiving the money back when returning empty containers through collection points. Local media reported that French government representatives had strongly opposed a nationwide mandate, arguing that a deposit return system could divert valuable plastic bottles away from municipal recycling streams while leaving communities responsible for the costs associated with existing collection infrastructure. The decision was welcomed by local authority groups, which have argued that recycling policy should take account of differences in local infrastructure and collection systems; however, for manufacturers, the announcement represents a setback in efforts to increase plastic collection rates. France’s decision comes as the European Union moves towards tighter requirements on packaging waste and reuse. Under EU rules, 10% of drinks are to be sold in reusable packaging by 2030. Several EU countries have already introduced mandatory deposit return systems for plastic beverage containers.

The National Automatic Merchandising Association (NAMA) has opened speaker submissions for The NAMA Show 2027, which will take place from 5-7 May in New Orleans, US. The association is seeking industry professionals to lead educational sessions for more than 5,200 attendees expected across the convenience services sector, spanning vending, micro markets, office coffee service, pantry services and other unattended retail formats. Proposals are invited from operators, suppliers, technology providers, retail and convenience experts, as well as professionals from sectors including healthcare, hospitality and higher education that are integrating unattended retail solutions. NAMA said it is particularly looking for speakers who can share practical experience around areas such as client relations, operational optimisation, service innovation and retail design. Sessions should provide actionable guidance for business leaders, operations directors, sales and marketing professionals and other industry decision-makers, with a focus on improving profitability, efficiency and the customer experience. The association is also encouraging submissions from operators achieving strong results across vending, micro markets, pantry and office coffee services, alongside technology innovators and brand leaders developing consumer-focused self-service experiences. Speaker proposals must be submitted by 14 October, with selected participants expected to be notified in the first quarter of 2027. Top image: © NAMA

Paulig is planning to restructure its operations into three business areas as part of efforts to strengthen competitiveness, support growth and improve profitability, with up to 55 redundancies expected globally. Under the proposed structure, the food and beverage group would operate through three divisions: Branded Foods, Customer Brands and a newly established Coffee business area. Paulig currently has two business areas: Branded, which focuses on branded products, and Customer Brands, which serves private label and industry customers. These are supported by the company's global business functions. The proposed changes would also see Paulig realign its global functions to more closely support its growth and profitability objectives. Paulig said the restructure reflects changes in the external market environment and the company's expansion as an international business in recent years. Rolf Ladau, CEO of Paulig, said: "It is critical for us to remain competitive and deliver on our growth strategy and profitability. The planned changes will strengthen our ability to focus on our core businesses, improve how we operate, and ensure we are well positioned for success." The plans could affect up to 110 office or managerial positions across several countries, with a maximum of 55 potential redundancies. Paulig will begin consultation processes in relevant markets in accordance with local legislation. The new organisational structure is expected to take effect by 1 January 2027 at the latest. The restructure will also result in changes to Paulig's leadership team. Lenita Ingelin, currently SVP of the Branded business area, is set to lead the new Branded Foods division, while current chief marketing officer Mariell Toiger will become SVP of the Coffee business area. Kati Nurminen, currently director of brand and portfolio, is expected to succeed Toiger as chief marketing officer. Rolf Ladau will remain president and CEO, while Juha Väre will continue as CFO for finance, strategy and IT. Noel Clarke will remain SVP of Customer Brands, alongside Thomas Panteli as SVP of supply chain and sourcing, Kaisa Lipponen as SVP of sustainability, HSE and communications, Dennis Andersen as SVP of people and culture, and Sarah Tähkälä as SVP of legal. Paulig employs approximately 2,700 people across 13 European countries.

L’or has expanded its UK coffee capsule range with the launch of a limited-edition pumpkin spice variety. The new L’or Pumpkin Spice Capsules combine espresso with notes of cinnamon, clove leaves and star anise, creating what the brand describes as a warming, autumn-inspired flavour with a rounded aftertaste. According to L’or, the launch is aimed particularly at younger consumers, with 62% of 16-34 year old's said to be interested in more indulgent coffee options. Pumpkin spice is also particularly popular among consumers under 35, as demand for flavoured coffee experiences traditionally associated with cafés increasingly moves into the at-home market. The company said that despite pumpkin spice becoming closely associated with the autumn season, options within the at-home coffee segment remain relatively limited. Maria Kabalyk, head of category and shopper at JDE Peet’s, said: “Seasonal flavours like pumpkin spice have become real calendar moments for coffee drinkers, especially younger adult shoppers who actively seek out more indulgent, café-inspired experiences at home. “With L'or Pumpkin Spice Capsules, we’re helping retailers tap into one of the biggest flavour trends in coffee while giving consumers even more choice at home. This limited-edition launch is designed to bring seasonal excitement to the coffee aisle, attract new consumers to the category and drive incremental value growth for our retail partners.” L’or’s aluminium capsules can be recycled through the Podback collection scheme, while the product’s outer cardboard packaging is widely recyclable. L’or Pumpkin Spice Capsules will be available from early September at Asda, Morrisons, Amazon and Waitrose, priced at £4.69, subject to retailer discretion.

Yum Brands has completed the sale of its Pizza Hut business outside Mainland China to private equity firm LongRange Capital for approximately $1.5 billion. The transaction, which was first announced in June 2026, remains subject to certain adjustments and includes the potential for Yum Brands to receive an additional $75 million earn-out by 2030, depending on the business's future performance. The deal follows the previously announced sale of Pizza Hut's Mainland China operations to Yum China Holdings for $1.2 billion. Together, the two transactions value Yum! Brands' divestment of Pizza Hut at approximately $2.7 billion in aggregate, subject to purchase price adjustments. Chris Turner, CEO of Yum! Brands, said the completion of the sale would allow the company to operate as a "more focused company" and pursue further growth opportunities globally. He added that Yum! would continue to focus on its digital capabilities, restaurant economics and the expansion of its Byte by Yum! technology platform as part of its long-term growth strategy. Goldman Sachs and Barclays acted as financial advisers to Yum Brands on the transaction, while Weil, Gotshal & Manges, Baker McKenzie and Dinsmore & Shohl provided legal advice on the Pizza Hut business outside China. Mayer Brown advised Yum Brands on the sale of Pizza Hut China.

Lavazza Professional has partnered with Motor Fuel Group (MFG) – a UK-based independent petrol and convenience retailer – to roll out more than 600 Lavazza On the Move coffee machines across MFG sites in the UK by spring 2027. The agreement will see MFG become the first UK operator to introduce Lavazza Professional’s new Coffee Essence machine, as the forecourt operator expands its coffee and food-to-go offering across its network. The machines will offer customers a choice of two Lavazza coffee blends, including options such as classic, decaf and selected speciality blends. The drinks menu will also include beverages such as matcha, while users will be able to customise orders with syrups and additional coffee shots. Lavazza said the Coffee Essence machines use technology to monitor consumption and user experience data, which can be analysed to support improvements to the service and operational efficiency. The partnership comes as forecourt operators place greater emphasis on food-to-go and hot beverage offers. Citing Lumina Intelligence data, Lavazza said 84% of UK forecourt operators expect food-to-go to be extremely or very important to their businesses over the next five years. Ken MacIsaac, UK market director at Lavazza Professional, said: “Partnering with MFG is an important milestone for Lavazza Professional and the continued growth of Lavazza On the Move. MFG’s scale and reach give us a powerful opportunity to make a high-quality Lavazza coffee experience available to more consumers, wherever their day takes them." He added that the new machine had been developed to provide a broader drinks menu and greater personalisation, while supporting operators through improved efficiency. MFG currently serves around 25 million cups of coffee each year across its UK network of forecourts and convenience stores. William Bannister, CEO of Motor Fuel Group, commented: “We are delighted to launch this new partnership with Lavazza Professional. Both businesses have worked closely together to create a new state-of-the-art coffee offer." “The Lavazza On the Move brand will give our customers a greater choice along with great value – and some of the best tasting coffee in the UK.” The machines will be introduced across MFG locations between now and spring 2027.

Braun Household has launched its new OptiBrew range of drip coffee makers for hot, iced and cold coffee. The line-up includes the OptiBrew and OptiBrew Pro, both of which can brew seven serving sizes ranging from a single 8oz cup to a 12-cup carafe using ground coffee, without the need for pods. Both models feature Braun’s ExactBrew Technology, which automatically adjusts brewing time and temperature according to the selected drink and serving size. The OptiBrew offers four brewing modes – Regular, Bold, Over Ice and Cold Brew – with the latter designed to produce cold brew coffee in minutes rather than through a traditional overnight steeping process. Braun said the machine can also prepare a full pot of coffee in under eight minutes. The OptiBrew Pro expands on these functions with a dedicated Coffee Shot setting, producing a more concentrated coffee designed for latte- and cappuccino-style drinks. It also incorporates a whisk frother capable of frothing hot or cold milk and plant-based alternatives, allowing users to prepare café-style beverages without requiring a separate frothing appliance. Eliza Woolston Sheffield, president of De’Longhi North America, Braun Household's parent company, said: “Coffee routines have become much more varied, but the traditional drip coffee maker hasn't always kept pace". “With OptiBrew, we saw an opportunity to rethink a familiar kitchen essential, bringing greater choice and convenience to the everyday coffee routine without adding complexity or taking over the countertop.” Both machines measure 6.75 inches wide and include a 24-hour programmable timer and warming function, which can keep a carafe warm for up to four hours. The launch comes as coffee appliance manufacturers increasingly expand beyond conventional filter coffee formats to cater to consumer demand for iced coffee, cold brew and coffee shop-inspired beverages prepared at home. The Braun OptiBrew Pro is available in the US for $199.95 through Amazon, Target and Braun Household, while its Canadian retail price is CAD 249.99 (approx. $179.99). The standard OptiBrew is available in Canada for CAD 199.99 (approx. $143.99) through Braun Household.