Ferrero has announced a new governance structure, including the creation of two new leadership roles. The new governance structure is designed to further strengthen Ferrero’s position in the sweet packaged food sector. It sees the introduction of two new leadership positions reporting to Giovanni Ferrero, president of Ferrero International, effective from 1 September 2026. Alessandro Nervegna, currently chief strategy and innovation officer, will become the chief executive officer of Ferrero Core. This will involve driving the company’s core categories, including Confectionery, Biscuits and Bakery, and Better-For-You businesses. During his nearly 30-year career at Ferrero, Nervegna has held senior leadership positions across multiple geographies and played a key role in product strategy and innovation. Lapo Civiletti, current CEO of the Ferrero Group, will take on the new role of president of Ferrero Ice Cream and WK Kellogg Co, alongside his position as vice president of Ferrero International. Civiletti has been with Ferrero since 2004, and has held a number of increasingly senior leadership positions since. In 2017, he became the first non-family member to be appointed CEO of the Ferrero Group. Giovanni Ferrero will continue to guide the group’s overall growth agenda, focusing on business vision, long-term strategy and breakthrough innovation. He praised Nervegna’s “business acumen, strategic mindset and managerial rigour,” while stating that Civiletti has been “crucial to the successful journey” of the group so far. “Under his guidance and thanks to his record of delivery, the ambition of doubling the size of the business in less than ten years has become a reality,” Ferrero added. “He has built a robust management team, able to deliver consistent results, fit for an exciting future and I look forward to continuing our work together.”

A new era for sambuca is underway with the UK debut of Cimbroni, positioned as the first true luxury sambuca to enter the domestic drinks market. The brand aims to reposition the historic Italian spirit within the premium and super-premium space, aligning it more closely with categories such as Tequila and Gin rather than the traditional shot-led perception prevalent in the UK. The venture marks the first move into spirits for Julian Hearn, founder and CMO of multi-million-pound nutrition brand Huel. He co-founded Cimbroni alongside Kennet Newell-Hearn, a former professional rugby player and luxury spirits enthusiast. Together, the pair are targeting a reappraisal of sambuca’s role in the back bar and in at-home consumption. Traditionally served in Italy as a digestivo – neat, with three coffee beans (con la mosca), or alongside espresso – sambuca has long been associated with ritual and after-dinner occasions. Cimbroni seeks to retain this cultural heritage while modernising the serve and broadening its appeal to premium spirits drinkers. Central to the brand’s proposition is a production process designed to deliver greater depth and refinement than standard sambuca expressions. Crafted with Organic Agave and a blend of botanicals including orris root, Damascus rose, myrrh, petitgrain and elderberry, the spirit is aged for 33 days in oak – a claimed category first – to build structure and complexity. The result, according to the founders, is a notably drier, deeper and more balanced profile intended for sipping rather than shooting. Julian Hearn said: "Sambuca has unfairly garnered a somewhat cheapened reputation as a ‘shot’ drink in the UK market, and we’re here to transform that, restoring the elegance it was originally created with in Italy centuries ago." Cimbroni launches with two 70cl SKUs, each priced at £45 RRP and available initially via the brand’s dedicated website. The varieties include: Cimbroni 33 Classic (40% ABV) – Aged for 33 days in oak and infused with eleven botanicals, including cardamom, clove, liquorice, cassia bark, star anise, fennel and elderflower. Organic Agave is used to enhance texture and balance. The liquid delivers layered anise, dry oak influence and a subtle smoky finish designed for slow sipping. Cimbroni 33 Coffee (38% ABV) – A darker, more robust interpretation that builds on the Classic’s botanical base with pronounced roasted coffee and burnt caramel notes. Oak ageing contributes warmth and length, positioning the variant as an after-dinner alternative to coffee liqueurs or traditional digestifs. Hearn commented: “At its core, sambuca embodies ritual, clarity of flavour and celebration. Cimbroni refines these elements, bringing a level of craftsmanship and luxury that the category has never seen before.” Cimbroni is now available for UK-wide purchase direct-to-consumer at an RRP of £45 per 70cl bottle.

PepsiCo-owned Doritos is entering the high-growth protein snack segment with the launch of Doritos Protein, a new tortilla-style chip delivering 10g of protein per one-ounce serving while maintaining the brand’s signature bold flavour and crunch. Rolling out to select retailers next month, the product represents a strategic expansion for PepsiCo into functional snacking. A single-serve format containing 17g of protein per bag is slated to follow later this year. Formulated with dairy-based casein protein – listed as the first ingredient and a complete protein containing all nine essential amino acids – Doritos Protein is positioned as a snack for consumers seeking added nutritional benefits without sacrificing taste. The product contains no artificial colours or flavours. Debuting in two varieties: Nacho Cheese – the brand’s top-selling flavour, featuring its classic bold, cheesy seasoning and Sweet & Tangy BBQ – a layered barbecue profile combining sweetness, spice and tanginess. Available in 7oz bags (SRP $4.89) and 12.75oz bags (SRP $7.39), the product will see additional size expansions later this year, including the higher-protein single-serve option. “The launch of Doritos Protein marks our strategic expansion into the protein snack category,” said Hernán Tantardini, chief marketing officer, PepsiCo Foods US. “We’re elevating the bold flavour and signature snacking experience consumers expect by using novel flavour and seasoning methods.” The introduction aligns with PepsiCo’s broader strategy of enhancing legacy brands with functional ingredients. Recent launches across its portfolio include: Smartfood Fibre Pop SunChips Fibre Pepsi Prebiotic Cola Poppi Prebiotic Soda Quaker Protein Granola Bars Quaker Protein Old Fashioned Oats Together, these innovations underscore PepsiCo’s effort to meet shifting consumer preferences for foods and beverages that combine taste, convenience and functional benefits.

Exchange for Change has appointed five senior leaders to its executive team as it prepares for the launch of the UK’s Deposit Return Scheme (DRS) across England, Scotland and Northern Ireland in October 2027. The not-for-profit, industry-led body said the appointments strengthen its capabilities across operations, corporate affairs, legal, people and technology as it finalises the scheme’s operational framework. The new executives will work with the board to complete the operational blueprint, develop systems and processes, and support drinks producers, retailers and other stakeholders ahead of implementation. Andrew Smith joins as chief operating officer. He brings international executive experience across consumer goods, supply chain, logistics, waste management and recycling. His previous roles include senior positions at Diageo, Associated British Foods, BBC, IHG, Centrica and Reconomy Group. He will lead operational planning and end-to-end delivery, including systems, logistics, infrastructure partnerships and procurement. Strengthening the organisation’s external engagement capability, Kate McFerran has been appointed corporate affairs director. She brings experience leading communications and public affairs functions across regulated sectors, including manufacturing, transport and energy. Her previous roles include positions at Veolia, Federation of Master Builders and LNER, as well as consultancy work with Coca-Cola Europacific Partners. She will oversee government relations, industry engagement and media communications. On the legal front, Rehan Akram joins as legal director with more than 25 years’ experience across private practice and senior in-house roles, including within FTSE 100 organisations. His background covers regulated and multi-stakeholder sectors such as aviation and retail, with a focus on governance and commercial leadership. He will be responsible for regulatory compliance, governance and commercial contracting. L-R: Andrew Smith, Kate McFerran and Rehan Akram The organisation has also appointed Henrik Malmquist as people director. With experience scaling FMCG-related businesses and building HR functions to support long-term performance, his background spans talent acquisition, leadership development, employee engagement and organisational design. He will lead all people and HR activity across Exchange for Change. Completing the senior leadership appointments, Trevor Gordon joins as chief information officer. A senior digital and technology leader, he has delivered large-scale operational and systems transformation programmes at Sodexo, Vodafone, Vue Entertainment, Selfridges and Autotrader. Most recently, he served as chief digital and technology officer at Save the Children. He will lead the development and implementation of the technology and data systems required to operate the DRS. L-R: Henrik Malmquist and Trevor Gordon Russell Davies, CEO of Exchange for Change, said: “More than 50 deposit return schemes already operate around the world, with another 20 due to launch in the next three years, and in October next year we will launch the world’s biggest DRS right here in the UK". He continued: “Delivery is now our priority. We’re building the leadership capability that is vital to deliver this scheme, and these senior appointments strengthen our operational, legal, stakeholder and technology expertise to ensure the scheme is a success." “Our focus is clear – finalise scheme design, build the systems and partnerships required, and work closely with producers, retailers, wholesalers and hospitality operators to ensure the scheme is practical, efficient and ready to launch on time.”

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.