Singapore’s Beverage Container Return Scheme (BCRS) has collected 5.5 million used beverage containers through more than one million successful transactions since its launch. The figures were disclosed by Janil Puthucheary, Singapore’s senior minister of state for sustainability and the environment, in response to a parliamentary question about the scheme’s progress and finances. The initiative remains in a transition period until 30 September 2026, with volumes expected to increase as more products carrying the BCRS deposit mark enter circulation. Puthucheary said that most returns made through reverse vending machines (RVMs) had been completed successfully. BCRS Ltd, the scheme’s operator, has worked with RVM providers to address the small number of technical issues reported. BCRS Ltd operates as a not-for-profit organisation funded through producer fees and revenue generated from the sale of collected recyclable materials. Deposits paid by consumers but not subsequently reclaimed may also be used to cover the scheme’s operating costs. The company must submit an annual report to Singapore’s National Environment Agency (NEA), including details of its finances, within three months of the end of each compliance year. Addressing concerns about beverage prices, Puthucheary said pricing decisions remain the responsibility of producers and retailers and are affected by factors such as fuel and logistics costs, consumer demand and marketing strategies. Consumers who identify potentially improper pricing practices have been encouraged to notify the NEA. All 1,070 RVMs planned for the scheme’s initial roll-out are now operational, placing more than 90% of residents in public Housing and Development Board estates within a five-minute walk of a machine. Additional units are also available at larger supermarkets. Singapore is on track to expand the network to approximately 2,000 return points during the scheme’s first year. RVMs will be installed at, or close to, all hawker centres, while many coffee shops will have access to machines located within nearby housing estates.

Pure Genius Protein has expanded its portfolio of high-protein nutrition shots with the launch of a new Pink Lemonade flavour, adding to its range of portable, ready-to-drink protein supplements. The new variety delivers 23g of complete protein in a 3.38fl oz bottle, while containing 100 calories, zero sugar and zero fat. According to the company, 92% of the product's calories come from protein, positioning it as a convenient solution for consumers looking to increase protein intake without the volume of a traditional protein shake. Co-founded by bestselling author and podcast host Mel Robbins, the brand has focused on developing compact, juice-like protein shots that aim to address consumer demand for convenient, on-the-go nutrition. The latest launch taps into the continued growth of the protein category, where demand for portable formats has accelerated alongside rising consumer interest in high-protein diets and functional beverages. Unlike conventional ready-to-drink protein beverages, Pure Genius Protein's shots are designed to be consumed in seconds and are packaged in TSA-friendly bottles intended for travel, commuting and busy lifestyles. The company also highlights the products' smooth, juice-style texture as an alternative to thicker protein shakes. Pink Lemonade joins an existing flavour portfolio comprising Lemon Lime, Blueberry Lemonade, Strawberry Guava, Pineapple and Watermelon Berry. Pink Lemonade is available through the brand's direct-to-consumer website and selected online retail channels.

Yum Brands has completed the sale of its Pizza Hut business in Mainland China to Yum China Holdings for $1.2 billion. The transaction forms part of Yum Brands’ previously announced plans to sell Pizza Hut through two separate agreements, valued at an aggregate $2.7 billion. The final total remains subject to certain purchase price adjustments relating to the sale of the business outside Mainland China. The second agreement will see private equity firm LongRange Capital acquire Pizza Hut’s operations in markets outside Mainland China. Yum Brands said the LongRange transaction remains on track to close this month, subject to customary closing conditions and the receipt of required regulatory approvals.

Crane Convenience has launched a new range of coffee machines in the UK and Europe, featuring updated digital interfaces, connectivity and fleet management capabilities. The portfolio comprises four models aimed at a range of unattended retail and workplace environments: CALI 2, COTI 2 Lite, COTI 2 Vend and Retail and COTI 2 Tower. CALI 2 is designed for high-volume locations, with a focus on durability, simplified maintenance and reduced downtime. Meanwhile, COTI 2 Lite combines a large touchscreen with streamlined operating and servicing processes. The connected COTI 2 Vend and Retail machines enable operators to manage pricing, promotions and digital content remotely. Designed for high-traffic retail locations, COTI 2 Tower also includes storage for cups, stirrers and sugar, alongside e-commerce, loyalty and media features. Crane Convenience said the machines have been developed to simplify cleaning, servicing and refilling, while using durable components intended to extend their operational life. Select COTI 2 models will be offered with Boost’s VendLive platform through a partnership between the companies. The technology allows operators to manage promotions, loyalty programmes, dynamic pricing and media centrally across multiple locations. Matt Volinsky, VP and general manager at Crane Convenience, said: “We always strive to deliver high-quality solutions based on our customers’ needs. As those needs evolve, we see a clear shift toward more digital, experience-led, consumer-friendly coffee solutions." "That has directly shaped how we’ve structured this new product range, enabling us to deliver consistent value across a wide range of locations, from high-performance environments with CALI 2 to premium and retail spaces enabled by the COTI 2 platform and Tower. This launch also marks an important step in modernising our broader vending portfolio, reflecting our commitment to continuous innovation and to supporting our customers as their needs evolve.” Pascal Uffer, CEO and Co-founder of Boost, added: “Smart coffee machines have existed for years, but generally only in the big flagship chains. Crane and Boost are bringing that to everyone else". "The COTI 2 pairs Crane's engineering with our VendLive platform, so any café, forecourt or workplace, not just the premium brands, can offer the same dynamic pricing, live promotions and real-time visibility that used to be out of reach. That's not an add-on. That's how we think unattended coffee should work.” The new door architecture can also be retrofitted to existing COTI and CALI machines, providing an updated interface, refreshed design and native connectivity without requiring operators to replace the entire unit. According to Crane Convenience, the retrofit option is intended to help operators modernise existing fleets, extend machine lifetimes and reduce capital expenditure.

Matcha has moved from niche tradition to global phenomenon in recent times, fuelled by wellness trends, social media and rising demand for premium, functional beverages. Once largely associated with Japanese tea culture, the bright green cup can now be found everywhere from supermarket shelves to cafes to the runway. Fresh, fruity twists like Blank Street’s blueberry matcha shared the spotlight with high-fashion pop-ups such as Loewe x Tease Matcha, while recent launches, like own-brand matcha sachets, show how the category is moving into consumers’ homes. Frances Musgrave, tea sourcing manager at Finlay Beverages, explores what this drastic rise in popularity means for global tea supply chains. Projected to grow from $234.97 million in 2025 to $462.32 million by 2035, the UK matcha tea market has been driven by rising health consciousness and the popularity of online trends, such as 'Matcha Tok.' It’s a clear example of how social media can expand access to diverse cultural influences, turning once regional specialities into global favourites. However, behind the instagrammable green cup lies a more complex supply chain. As demand increases, growers, processors and manufacturers face mounting pressure to scale production while maintaining quality standards, improving traceability and meeting higher expectations around sustainability. How matcha's growth is reshaping sourcing strategies and quality standards Producing authentic, high-grade matcha is labour-intensive and highly specialised, involving specialist cultivation and processing. Roughly six weeks before harvest, farmers gradually decrease the amount of sunlight allowed to shine on the plants; this encourages the leaves to develop the vibrant colour, umami flavour and nutritional profile associated with high-quality matcha. The highest grade matcha is grown in near darkness by the time harvest rolls around. After harvesting, the leaves are then picked, steamed, dried, destemmed and slowly ground on granite mills into fine powder. Each stage has an impact on the final product. Even the smallest of changes to variables like sunlight exposure, leaf selection and milling speed can impact the colour, flavour, texture and nutritional profile. This precision is part of matcha’s appeal, but it also makes the product difficult to scale. Unlike some beverage ingredients, matcha simply cannot be produced faster or in greater volumes without careful consideration of quality. However, as demand grows, lower-quality powders have been entering the market. Production pressures combined with climate-related shortages in Japan have pushed brands and cafes to increasingly rely on lower-grade powders to meet consumer appetite and maintain profit margins. Important quality indicators can include colour vibrancy, flavour balance, bitterness, texture, freshness, solubility and consistency. At the same time, matcha cultivation requires careful environmental management. From shading techniques to soil health, production depends on conditions that need to be protected for the long-term. Like many agricultural supply chains, tea production is greatly exposed to climate change, labour challenges and pressure on natural resources. If the market only focuses on short-term availability, there is a risk that growers and processors are pushed to increase output without enough support for sustainable practices. That’s why businesses need to consider how their sourcing strategies can support long-term land stewardship, farmer livelihoods and environmental protection. Customer desire to know where exactly matcha comes from, and the importance of long-term partnerships The rise of matcha also reflects a broader shift in consumer expectations. People increasingly want to understand where their food comes from, how ingredients are produced and whether sourcing practices are responsible. This, alongside increased demand, is pressurising growers and suppliers to improve traceability. Manufacturers will need confidence in where their matcha comes from, how it has been processed and whether it meets the required quality and safety standards. This may also push growers, processors and suppliers to strengthen documentation, testing and chain-of-custody systems. The surge in demand is also strengthening the need for long-term relationships between growers, processors and manufacturers. Partnerships enable a more stable supply and stronger forecasting. They also give producers greater confidence to invest in capacity, training, processing capability and sustainable farming practices. The strongest supply chains will be those built on collaboration, rather than short-term purchasing decisions. And so, the ability to work closely with trusted partners will become a competitive advantage. What the wider beverage sector can learn from matcha's rapid rise Matcha’s rise shows how quickly a culturally rooted ingredient can become a global innovation platform. When a trend gathers momentum, supply-chain considerations need to be built into product development from the beginning. That means understanding availability, quality, processing requirements, traceability and sustainability before launching at scale. For beverage brands, tapping into the momentum around matcha is a clear opportunity. However, doing so responsibly requires more than a new flavour variant or an eye-catching product format. It requires a sourcing strategy that protects quality, supports producers and builds resilience for the long term.

Premium collagen brand Dose & Co has expanded beyond powdered supplements with the launch of its first ready-to-drink collagen beverages. The lightly sparkling range is available in two flavours: Raspberry & Pomegranate and Lime & Mint. Each 250ml can contains 2,500mg of Verisol Bioactive Collagen Peptides, including type I and III collagen, alongside hyaluronic acid, vitamin C and zinc. According to the brand, the ingredients have been selected to support skin, hair and nail health, responding to growing consumer interest in ingestible beauty and convenient wellness products. The drinks contain 23 calories per can and are positioned as an on-the-go alternative to traditional powdered collagen supplements. Dose & Co’s Sparkling Collagen Drinks are available chilled from Holland & Barrett stores across the UK and online, priced at £2.95 per 250ml can.

McDonald’s has appointed company veteran Skye Anderson as president of its US business, effective immediately. Skye Anderson Anderson will oversee nearly 14,000 restaurants in the company’s largest market and support the implementation of its McDonald’s > Next growth and productivity strategy. She succeeds Joe Erlinger, who is leaving the fast-food group after more than 20 years with the company, including almost seven years leading its US operations. Anderson has worked at McDonald’s for more than 26 years and returned to its US division as chief operating officer earlier this year as part of a planned leadership transition. Her previous roles have included financial leadership positions in Australia, field and regional leadership across the US and the establishment of McDonald’s Global Business Services. During four years leading the company’s US West Zone, Anderson supported the modernisation of more than 5,700 restaurants. McDonald’s said the region achieved comparable sales growth of more than 30% and increased average restaurant cash flow by $100,000 during her tenure. Chris Kempczinski, chairman and CEO of McDonald's, said: "Skye combines deep operational discipline with strong financial judgment and has earned the trust of owner/operators, suppliers and employees". "I've had the opportunity to work closely with Skye throughout much of her career, and I've repeatedly turned to her to lead some of our most important businesses and transformation efforts because she's a proven change agent who can act with urgency to mobilise our system." Anderson commented: "As we bring McDonald's > Next to life, the US business has a critical role to play in translating our ambition into action for customers, crew and owner/operators". "Having led the US business myself, I understand the opportunities and challenges ahead. Skye knows that great strategies only matter if they create better outcomes in restaurants. I look forward to working closely with her and the US leadership team to help accelerate performance and unlock the significant opportunity in front of us, and I have tremendous confidence that she is the ideal leader for this next phase of our US business." Anderson commented: "McDonald's has always been at its best when we harness the strength of our unique system to serve customers and communities. I am honoured to lead the US business and build on the strong foundation already in place." "Together with our owner/operators, suppliers and employees, we'll remain focused on serving great food, delivering exceptional experiences, earning the right to be our customers' first choice and bringing McDonald's > Next to life across our restaurants every day."

Plant-based nutrition brand Huel has expanded its portfolio in the US with the addition of a new Mixed Berry flavour to its Black Edition Ready-to-Drink (RTD) line-up. Launching exclusively in Walmart stores, the new flavour provides a ‘refreshing, berry-inspired taste with a smooth, lightly sweet finish’. It aims to bring a ‘vibrant and approachable’ option to the Black Edition range, designed for consumers seeking a convenient and nutritionally complete meal replacement option with a ‘fruit-forward’ flavour. The drink contains 35g of plant-based protein as well as a blend of 27 vitamins and minerals, 6g of fibre, and 400 kcal per bottle.

Carlsberg Group is expanding its long-standing partnership with PepsiCo, taking on production, sales and distribution of PepsiCo’s soft drinks portfolio in Azerbaijan from 1 January 2027. Under the new agreement, Carlsberg will become PepsiCo’s bottling partner in the market, with the partnership expected to double the brewer’s business in Azerbaijan. To support the agreement, Carlsberg will expand its Xirdalan brewery, enabling the site to produce PepsiCo’s beverage portfolio alongside the company’s existing local beer operations. The move will further diversify Carlsberg’s presence in Azerbaijan, bringing PepsiCo’s soft drink brands into its established local beverage portfolio. The agreement also expands Carlsberg’s bottling relationship with PepsiCo to 15 markets. These currently include the UK, Ireland, Norway, Sweden, Switzerland, Kazakhstan, Kyrgyzstan, Laos and Cambodia, with Denmark, Finland, Estonia, Latvia and Lithuania set to join from 2029, alongside Azerbaijan from 2027. Jacob Aarup-Andersen, CEO of Carlsberg Group, said: “We’re excited about the further expansion of our long-standing partnership with PepsiCo to Azerbaijan. With the new agreement, we’re adding PepsiCo’s iconic brands to our strong local beer portfolio in the country and significantly growing our business in that market, which will allow us to offer consumers more relevant and diverse choices across occasions.” Eugene Willemsen, CEO of International Beverages at PepsiCo, said “We’re proud to expand our long-standing partnership with Carlsberg to Azerbaijan, an important step in strengthening our footprint across high-potential markets." Willemsen continued: “Carlsberg brings deep local expertise and strong execution capabilities, and together we’re well positioned to accelerate growth, build our brands and deliver even more for consumers and customers across Azerbaijan.” The agreement forms part of a wider expansion of the Carlsberg-PepsiCo partnership, which has grown to encompass multiple markets across Europe and Asia.

Starbucks has expanded its UK ready-to-drink portfolio with two permanent matcha lattes and a limited-edition pumpkin spice Frappuccino. The Starbucks Matcha Latte combines milk with matcha, while the Strawberry Matcha Latte adds a strawberry flavour to the same base. The products will join the company’s core chilled drinks range from August. Meanwhile, the new Pumpkin Spice Frappuccino brings Starbucks’ seasonal flavour to its ready-to-drink range for the first time. The beverage combines the company’s coffee with milk and pumpkin spice flavouring and is packaged in a bottle featuring autumn-inspired imagery. Charlotta Oldham, marketing director for EMEA at Starbucks, said: "With these new additions to our ready-to-drink range, we're giving consumers more choice than ever before. Our new Matcha Latte range celebrates the distinctive taste and ritual of matcha, creating refreshing moments that can be enjoyed all year round, while our Pumpkin Spice Frappuccino captures the comforting, nostalgic flavours that have become synonymous with the arrival of autumn." "Together, these launches showcase how we're continuing to bring consumers the quality, flavour and innovation they expect from Starbucks in convenient ready-to-drink formats." The Matcha Latte and Strawberry Matcha Latte will be available through supermarkets and grocery stores across the UK for £2. The limited-edition Pumpkin Spice Frappuccino is priced at £2.20 and will be stocked by Sainsbury’s, SPAR and other major retailers while supplies last.

Indian coffee equipment and services provider Kaapi Machines has secured an equity investment of INR 500 million (approx. $5.3 million) from B2B hospitality solutions company Sedna Horeca. The companies have also entered into a strategic partnership aimed at expanding Kaapi Machines’ product portfolio and strengthening its manufacturing, technology, warehousing and service capabilities. Kaapi Machines will also explore opportunities in adjacent product categories for its existing customer base, drawing on Sedna’s broader capabilities in the hotel, restaurant and catering sector. Founded in 2007, Kaapi Machines supplies equipment, training and after-sales services to café chains, quick-service restaurants, speciality coffee roasters, hotels, retailers, corporate customers and vending operators across India. The company, led by managing director and CEO Abhinav Mathur, expects its revenue to exceed INR 1.5 billion (approx. $15.7 million) during the current financial year. It plans to pursue pursue further expansion over the next two to three years amid growing coffee consumption and increasing demand from India’s hospitality sector. Mathur said: “We are excited to partner with the Sedna team as we set forth on our new growth trajectory at Kaapi Machines. As the horeca industry continues to grow and gets more organised, we want to expand our capabilities to offer our customers new and innovative products, technologies and solutions. Our ethos of being competence-led and customer-first will continue to be at the core of our business, where we see a shared value system with Sedna." Saurabh Pandey, managing director of Sedna Horeca, described Kaapi Machines as a “highly synergistic addition” to Sedna’s operations, citing the company’s coffee expertise, brand presence and nationwide service network. He added that the investment supported Sedna’s ambition to develop a comprehensive B2B platform serving India’s foodservice industry.

Angel Group has launched a new faucet-mounted water purifier in Thailand, designed to remove common contaminants from household water. The Angel Faucet Water Purifier features an eight-stage filtration system combining a washable ceramic filter with carbon-fibre ultrafiltration technology. The system is designed to remove sediment, rust, residual chlorine, odours and other impurities. It also incorporates Angel's patented APCM antimicrobial technology, which the company said achieves a physical antimicrobial rate of 99.99% and provides protection against contaminants including ESKAPE pathogens. Users can switch between filtered and unfiltered water modes, helping to extend the filter’s lifespan by reserving purified water for cooking and drinking. The unit delivers filtered water at a flow rate of one litre per minute. The purifier is available through HomePro in Thailand, with installation and after-sales support provided by Angel's local partner, Mazuma. The launch forms part of a wider rollout that also includes Angel's new Whole-House Mini Water Softener, developed to reduce hard-water minerals and limescale.