The Australian Competition and Consumer Commission (ACCC) has released a draft proposal to authorise the creation of a voluntary, industry-led programme to collect and recycle soft plastic packaging from consumers. The scheme would replace and expand the current in-store and kerbside collection pilot schemes for soft packaging and would be run by Soft Plastics Stewardship Australia (SPSA). The proposed scheme will focus on increasing the recovery of post-consumer soft plastics, such as shopping bags and food wrappers, with foundation members including Woolworths, Coles, Aldi, Nestlé and Mars. The SPSA scheme will be funded by a levy on participating businesses, calculated according to the volume of business-to-consumer soft plastic packaging they place on the market. The levy includes both manufacturers supplying packaged goods and supermarkets selling own-brand goods. Participants may choose to pass the levy through the supply chain, potentially reaching consumers. In the draft, the ACCC considers the programme’s environmental benefits to outweigh the potential for competitive concerns and has proposed granting authorisation for an eight-year period, which would come with conditions to ensure transparency and prevent exclusive contracts. An interim authorisation has also been granted, enabling SPSA to begin sharing operational data and transitioning the Soft Plastics Taskforce’s existing arrangements into the new programme. In a statement about the proposal, Mick Keogh, ACCC’s deputy chair, said: “We believe the proposed scheme will result in an environmental benefit as it aims to take over and expand the current in-store collection and kerbside pilots for recycling soft plastic packaging, meaning some soft plastics are likely to be diverted from landfill". The ACCC has previously granted approval for major supermarkets to collaborate through the Soft Plastics Taskforce to process stockpiled plastics left after the collapse REDcycle, a similar collection scheme. Keogh continued: “While we know that soft plastic recycling has faced many challenges in Australia, we consider that the SPSA scheme is an important stepping stone to expanding collections and recycling.” The ACCC is seeking public submissions on the draft determination by the end of August 2025. If authorised, the programme would operate alongside broader government reforms to packaging regulation aimed at reducing waste and building a circular economy.

Swiss coffee equipment manufacturer Thermoplan has acquired Mikafi, a start-up developing compact tabletop coffee roasters for on-site use in cafés, for an undisclosed sum. Mikafi’s system allows green coffee beans to be freshly roasted within minutes, using pre-set roasting profiles to create small batches of signature blends directly at the point of consumption. The roaster is designed to fit seamlessly into café environments and can be operated without specialist expertise. Founded in Switzerland, Thermoplan is known for manufacturing fully automatic coffee machines used in hospitality and retail globally. Thermoplan had previously partnered with Mikafi in its development and will now integrate the concept into its product portfolio. The company said the move supports its strategy to offer customers a full “bean-to-cup” solution, covering green coffee sourcing, roasting and preparation. The Mikafi roaster is undergoing further development in technology, design and functionality, with the goal of bringing it to market maturity. Thermoplan plans to showcase the product at Host 2025 in Milan, taking place from 17-21 October.

Kellogg’s is expanding its snacking portfolio with the introduction of six new products, now available at UK supermarkets. The new additions include expansions to the company’s Pop Tarts and Rice Krispies Squares ranges, as well as two brand-new product lines: Kellogg’s High Protein Bars and Oaties Bars. Pop Tarts, which has reported 1.3 million buyers and sales growth of over 25% in the UK over the past four years, is adding a new Frosted Choco Orange flavour to its line-up. The new variant features a chocolate flavoured pop tart with a ‘tangy burst of citrus flavour,’ complete with icing and orange sprinkles. It is available in Sainsbury’s, Morrisons and Tesco stores now at £3.00 per box of eight. Meanwhile, the Rice Krispies Squares launch introduces a new Honeycomb & Chocolate flavour. It incorporates Rice Krispies infused with honeycomb and topped with a chocolate-flavoured drizzle, designed for on-the-go snacking. It is available in Sainsbury’s and Morrisons now before rolling out to other major retailers, at an RRP of £2.25 for a pack of four. New to shelves are the Kellogg’s High Protein Bars, with protein shown to be the cereal bar category’s biggest and fastest growing segment. Kellogg’s new bars contain 8g of protein, combining salty almonds, nuts and chocolate to create a multi-textured, crunchy and smooth snack. Available in Almond and Dark Chocolate, and Almond and Salted Caramel, the new bars are available in packs of four (RRP £2.50) in Sainsbury’s and Morrisons before rolling out to other retailers. Finally, following the successful launch of Kellogg’s first oat-based cereal Oaties in early 2025, the company has now launched Oaties cereal bars. They contain 55% wholegrain oats and offer a source of fibre, available in both Chocolate & Oat and Honey & Oat flavours. They are available in Sainsbury’s and Morrisons before a wider roll-out, priced at £2.25 per four-pack. Holly Wright, senior activation brand manager at Kellogg’s, said: “We are continuously reviewing our snacks portfolio, to ensure we’re meeting the evolving tastes of our customers and driving innovation in the category”. “We’re delighted to be expanding our range with six new products. Whether shoppers are looking for a mid-morning pick me up, a snack to tide them over till their next meal or an afternoon treat, there really is something for everyone to try.”

Canteen, operated by Compass Group USA, has agreed to a $6.94 million settlement in a class action lawsuit alleging certain vending machines charged more than the displayed price for purchases made with credit, debit or prepaid cards. The company denies wrongdoing, and the court has not ruled on the claims. The case covers purchases made between 2014 and 9 July 2025 from 'subject vending machines' – those offering cash or card payment options but adding an undisclosed surcharge for card use. Eligible consumers can submit claims by 14 November 2025. Payments will range from $30 to $360, depending on the number of purchases made, and may be adjusted if total claims exceed available funds. Consumers may opt out or object to the settlement by 17 October 2025. A court hearing to approve the settlement is scheduled for 9 January 2026 at the federal courthouse in Richmond, Virginia.

Square Mile Coffee has launched two new cold coffee blends – Fruit Punch and Choc Ice – designed to cater to growing consumer interest in flavour-driven cold coffee options. Each blend has been developed for a specific cold coffee preparation method, with Fruit Punch optimised for immersion-style cold brew and Choc Ice tailored for hot-brewed iced coffee. The launch reflects Square Mile’s continued focus on applying its roasting and brewing expertise to cold coffee formats, as interest in both cold brew and iced coffee styles continues to rise. Available as whole beans, the products are now on sale via the roaster’s website, at Prufrock Coffee in London and through selected stockists.

Dairy alternatives brand Califia Farms has added three new seasonal creamers to its Simple & Organic range, as well as introducing a creamy horchata beverage ahead of the autumn and winter seasons. The almond-based creamers are debuting in holiday-inspired flavours as part of the brand’s 2025 US seasonal product line-up, designed to provide choices that feel ‘both festive and intentional’. An autumnal favourite, the Pumpkin Spice creamer combines real pumpkin puree with organic almond milk and warm spices, blending well into hot or iced coffee. Meanwhile, the festive Holiday Spice creamer features a blend of cardamom, cinnamon and ginger, and the Maple Almond combines real maple syrup with brown sugar. All of the creamers are made with no gums or oils, debuting at a suggested retail price of $6.49 per 25.4 oz bottle. Also new for 2025, the Horchata offers Califia Farms’ take on the classic Spanish and Mexican beverage – which is traditionally made with either tiger nuts or rice, sometimes with the addition of milk, alongside vanilla and spices. Califia Farms’ horchata combines almond milk and rice milk with cinnamon and cane sugar for a ‘sweet and subtly spiced blend,’ launching in a bigger 48oz bottle format priced at $6.29. Suzanne Ginestro, chief marketing officer at Califia Farms, said: “From the cosy richness of pumpkin spice to the delightful flavours of maple and holiday spice, we can't wait to share these organic seasonal creamer options with our fans for the first time”. “The love for our Simple & Organic line keeps growing and the passion for products made with the irresistible goodness of plants is here to stay.” Previously launched products returning to the brand’s festive portfolio for another year include Pumpkin Spice Oat Barista and Pumpkin Spice Almond Creamer and Latte, Caramel Apple Almond Creamer and Latte, Holiday Nog, Seasonal Blend Pure Black Iced Coffee, and Peppermint Mocha Almond Creamer and Latte.

It’s easy to get caught up in the news and activities of the industry’s global giants, but what about the smaller firms pushing boundaries with bold ideas? In this instalment of start-up spotlight – which celebrates lesser-known companies and their innovations – we speak to Daan Raemdonck, CEO and co-founder of Koppie, a coffee alternative company made from fermented pulses. Koppie's co-founders Daan Raemdonck (top) and Pascal Mertens (bottom) Koppie’s approach to creating a coffee alternative using fermented pulses is innovative. Can you walk us through the R&D process that led to the development of your proprietary ‘Koppie Bean’? From the start, we set out to create a “coffee bean,” believing this would help both industry and consumer adoption: just swap out coffee beans for our Koppie bean, and use it like you’re used to. This of course significantly limited the base product options and automatically made it a single ingredient play. Technically, you could recreate a bean from powders, but we decided against that. We then conducted a broad screening, based on numerous elements: sustainability, local harvests, known allergens, product size, as well as price obviously. The next step was trialling it with our technology in mind, and validating the final product with taste experts. This is how we arrived to pulses and our current prototypes. The beauty here though is that our technology does the heavy lifting, hence, we can review the above criteria depending on the region we’d be operating in. For instance if a certain pulse is more prominent or fitting with that climate, we could switch to that pulse with almost equal product performance. What makes your fermentation and roasting technology unique, and how scalable is it for wider commercial production? To our knowledge, we’re the only company selling a fermented and roasted bean which is still a bean at the end and which fits existing machinery/home equipment. So the end-product in itself is a unique story. Beyond that, of course there’s elements in our process which are novel and unexpected, hence the patentability. As you’ll surely understand, we’re not in a stage where we can share what these elements are. Taste is everything in the beverage space. How did you ensure that the Koppie Bean met the sensory expectations of traditional coffee drinkers? Quite soon, we realised we needed experts, which started in conversations with local coffee bars, but expanded to the collaboration with the ZHAW – Coffee Excellence Center. Whenever we do a significant product update, we ask a Q-grader panel (coffee specialists/sommeliers) to rate and review our end result. Not only do they critique our product as if it was coffee, but they also share where it falls short, which in turn helps us improve again for next time. Now, there is an interesting contradiction in what the “speciality coffee” scene would describe as good coffee versus what the average person might describe and like as “coffee”. This has given us quite a challenge in terms of development. This is where we’ve set an “ideal flavour profile” for ourselves as a target, and are actively collaborating with our partners to see what could happen. You've focused on seamless integration with existing roasting, grinding and brewing infrastructure. How important was this in terms of gaining traction with industry partners? While I can't speak on behalf of our partners directly, their expertise is in blending, roasting and getting it to the end-consumer in the best possible conditions. So it was only logical for us to ensure our product could integrate seamlessly into those existing processes, enabling them to do what they do best, potentially better than we could ourselves. That said, we’re also prepared to offer a roasted version ourselves, particularly for partners such as ingredient companies who may need that option. With sustainability becoming a core focus for manufacturers, can you elaborate on how Koppie’s environmental footprint compares with traditional coffee, and how you communicate that value to potential B2B partners? Sustainability has been the reason why we started our project in the first place. It’s only after reading about coffee’s sustainability impact that we decided to see if we could fix it and stumbled across a lot of research which indicated highly likely supply-demand imbalances in the future. Picking pulses is not only a driver from a taste point-of-view, but also because they are great crops and can flourish locally. We have yet to conduct our own full scale LCA, but there are clearly learnings out there in the market, and they are all very similar. Knowing that 70-80% of the emissions of coffee are linked to growing conditions, that gives you a lot of the information you need to know. We definitely communicate this towards our partners, and some are very receptive to it. Sometimes that’s because they already have a more sustainable coffee range, sometimes with carbon offsetting or it’s because they’ve made ESG promises around emissions reductions. In both cases we can help them in a very easy wat to achieve their goals, while providing the consumer with a good product. Given the volatility of coffee supply chains, how do you see your product helping roasters and retailers future-proof their portfolios? There’s two elements to that question in our view: First, price volatility, this is basically what any corporation (and consumer) wants to avoid. Price swings make it difficult to look ahead and disrupt existing business. As climate change worsens and the effects become more pronounced, these swings will only become more frequent. Hence, inherently in the future of coffee you’ll get more volatility. We can help overcome at least part of those swings and provide stability in cost. The second element is pure supply access. If demand continues to grow as expected we might end up with a 4 Mio Tonne coffee gap by 2030, according to a recent World Coffee Research article. That means, all companies active in coffee, will be struggling to fulfill their demand. One of the worst things for any business – except if purposefully created – is not being able to fulfil an active consumer demand. Hence, either they find ways to secure supply, like Ferrero has done with hazelnuts for example, by moving up the value chain. That in turn would bring massive change to the way we grow and farm coffee. Alternatively, they could look to solutions such as ours to complement the supply of coffee and reduce their own risk. This is the core of our offer to our partners: reduce volatility and ensure price stability and availability, no matter the shocks on the coffee supply side. You're already in discussions with roasters and retailers. What has the response been from more traditional players in the category? Are you seeing openness to hybrid blends? To our slight surprise, yes there’s an openness, also with more traditional players. It’s often forgotten, but there is already a significant coffee alternative industry: for example, Nestlé sells blends with chicory in France, Lavazza is selling orzo in Italy. The idea of 'alternatives' is in that sense not new, the difference now is the level of rigour and technology we’re bringing to the table to ensure the product actually tastes great and fits your typical ritual and behaviour. Most often, we find it’s the partners who propose a hybrid solution. This, again, makes a lot of sense given the core business and capabilities of the partners. How important is it for foodtech start-ups to align with upcoming regulations such as the EU Deforestation Regulation (EUDR), and how have you approached this from day one? Regulation can be one of the strongest drivers of change for any industry. As a start-up, it’s therefore essential to stay up to date of what’s changing. We believe EUDR is a positive evolution, although like all regulation, comes with some headaches and questions on application. While it definitely poses challenges for farmers, traders and coffee roasters, it’s unlikely to be enough of a driver to push them into our direction. It’s just one more reason to consider us: it’s local, no threat of deforestation and farmers are fairly compensated. In coffee, these are labels that companies typically pay extra for. What were some of the biggest challenges you faced in bringing Koppie to life, and how did you overcome them – particularly when it came to investor buy-in or scaling your tech? There’s still a million things that have to go right before this really is an established 'business,' so in some ways I think the most difficult parts are still ahead of us really. Looking back though, I think there’s been moments where we simply wondered whether the technology would ever deliver what we were trying to create. Those moments where you experiment, you try, you review, but you seem to be stuck in a certain area where you don’t want to be. Especially in the start, investing our own money and working for free, that was difficult to get through and keep believing. The same is true in the investor game. It can feel extremely random at times seeking the investment, and it’s definitely a journey with ups and downs. In the end we were lucky to find partners who believed in us, and who perfectly fit our criteria of what we’re looking for. It could’ve just as well ended up on the other side of the coin and we wouldn’t have this conversation. What advice would you give to other early-stage food and beverage start-ups working on novel ingredients or products – especially when trying to balance innovation with commercial viability? Be fair to yourself, and to your business when you’re calling it quits. Most start-ups fail. It’s better, I think, to agree upfront with yourself and those who matter such as your partners, when you might throw in the towel. Especially if you’re working on a novel technology, which can be hit or miss, I think it can drive you crazy if you just keep going. Having the peace of mind that you’ve set a clear deadline will help. When it comes to technology I’d like to refer to a quote from Annick Verween who manages the VIB Biotope accelerator programme: “Don’t love your technology, love your customer instead”. Love your sales pipeline, love the end-consumer whose problems you are – hopefully – solving. The technology itself is a means to an end, not a goal. While it’s exciting to keep diving deeper and deeper into the tech, that’s dangerous if you’re not yet sure about your product-market-fit. The coffee category is steeped in ritual and heritage. How have you navigated the challenge of innovating without alienating consumers who value tradition? I’m not sure we have already navigated that to be honest. We have a product that comes quite close to coffee. Most people will drink it with gusto. We’ve had numerous 'that’s much better than I expected' or 'I’ve had way worse coffee'. Those are the moments that make any product developer beam with pride. I’m sure there will be a group of 'purists' that wants nothing to do with us, and that’s totally fine. Again, we’re not against coffee, we’re actually trying to futureproof the ritual that is so beloved to many. Our business case is built on the belief there’s a consumer out there, open to trying a product that tastes well, is local, and brings sustainability benefits at a fair price. Finally, what’s next for Koppie? Are you planning to explore other applications of your fermentation tech, or will you remain laser-focused on transforming the coffee experience? We’ve just started, we don’t have the luxury not to focus in our view. Of course we’ve explored mentally where else we could take the technology, and we see options. However, we fundamentally believe in focus on the core, especially in this stage. Perhaps with the next investment round, extensions or add-ons will become an option, but for now it’s all about coffee. Anything else you would like our readers to know? The whole reason we started this project was due to an Oxford University Study on the footprint of food products. I almost couldn’t believe it when I read that coffee was the number 3 foodstuff CO2 emitter by kg. That statistic continues to baffle people when we share it, so I’d love to give it more attention here as well.

Generous Brands, a player in the premium refrigerated beverage sector and a portfolio company of Butterfly Equity, has completed its acquisition of kombucha brand Health-Ade. This acquisition enhances Generous Brands' already robust portfolio, which includes well-known names such as Bolthouse Farms, Evolution Fresh and Sambazon. The acquisition comes at a time when consumer demand for health-oriented beverages is surging, particularly in the gut health segment. The kombucha category has seen consistent growth over the past five years, with Health-Ade evolving from its roots at the Brentwood Farmers Market in 2012 to become one of the top-selling functional beverage brands in the US. With annual retail sales nearing $250 million and products available in over 65,000 outlets nationwide, Health-Ade's integration into Generous Brands is expected to further bolster its market presence. “This acquisition marks an exciting milestone for Generous Brands,” said Steve Cornell, CEO of Generous Brands. “By bringing a leading premium brand like Health-Ade into our portfolio, we are reinforcing our commitment to meeting the evolving expectations of health-conscious consumers." He continued: "Our expanded scale will enable us to deliver innovative, nutritious products that resonate with today's marketplace”. Generous Brands, which launched in spring 2024, is now positioned to approach $1 billion in retail sales across its diverse beverage offerings, which span juice, smoothies, kombucha, cold-pressed juices, protein drinks, coffee and alternative sodas. The company aims to leverage its enhanced scale and manufacturing capabilities to solidify its leadership in the premium beverage category. Health-Ade’s strong reputation for producing high-quality, naturally fermented kombucha aligns seamlessly with Generous Brands’ mission. All Health-Ade products are organic, non-GMO, gluten-free and vegan, making them a popular choice among health-conscious consumers. The acquisition also sees First Bev and Manna Tree Partners, the previous owners of Health-Ade, remaining as minority shareholders in Generous Brands, indicating a strong ongoing partnership aimed at driving further growth. Advisory roles in the transaction included Lazard as the financial advisor for Health-Ade, with Baker McKenzie serving as its legal advisor. Generous Brands and Butterfly were represented by Kirkland & Ellis as legal counsel.

HelloFresh is investing $70 million in a major overhaul of its meal kit offerings, aiming to harness AI to drive customer retention and boost in-home dining, according to a report by Bloomberg . The Berlin-based meal kit company will use the funds to more than double its weekly recipe selection in the US, its largest market, expanding from 45 meals to over 100. The investment will also enhance the variety of premium ingredients such as grass-fed rib-eye steaks, triple the seafood options (at no extra cost) and increase portion sizes, responding directly to consumer demand for more variety and value amid rising food prices. HelloFresh's group president, Assaf Ronen, told Bloomberg the move is designed to strengthen brand loyalty and attract customers who are dining out less due to inflation. “$70 million is a very large check,” Ronen said. “The more we invest in customers, the more they stay with us.” Ronen confirmed that AI technology will be central to the refresh, helping customers navigate expanded menus by providing personalised meal suggestions based on their preferences and cooking habits. “What’s at the top of your list will be more relevant for you,” he said, likening the experience to Netflix-style recommendations. The new offerings – set to launch in September – will include dishes like seared salmon with couscous and lemon yogurt, and eggplant caponata pitas with mozzarella. Subscription costs will vary depending on location and order size, ranging from about $60 for two meals a week for two people, up to $370 for six recipes serving six people. Per-serving costs are expected to remain around $10-$11.50, with upcharges for premium options like multi-course meals. HelloFresh said the upgrades will also extend to its global logistics, with AI-driven robotics being installed in distribution centres to speed up order packing. While no workforce reductions are planned, Ronen acknowledged that automation will help manage future demand. “It’s about not needing to grow employees three times,” he said. The company plans to expand the AI-enhanced offering to international markets at a later stage.

The National Association of Convenience Stores (NACS) has named Frank Gleeson as its next president and CEO, effective 1 January 2026. Gleeson, former president and CEO of Aramark Northern Europe and 2018-2019 NACS chairman of the board, will succeed current CEO Henry Armour. He will be the fourth CEO in the association’s 64-year history, with all past leaders coming from the convenience and fuel retailing sector. Armour, who has led NACS since 2005, will remain with the organisation after stepping down, continuing to oversee its international efforts. Gleeson brings extensive experience in foodservice and convenience retail. At Aramark Northern Europe, he led more than 20,000 employees across 2,800 sites in the UK, Ireland and EMEA, serving around 1 million meals daily. He has been active in industry organisations, serving on the NACS' international board for 19 years and the NACS board of directors for 11 years. Gleeson said: “I am honoured to follow the successes of Henry Armour and excited to lead NACS, which has a stellar reputation both in the United States and around the world. Henry has been a driving force behind making NACS into a truly global organisation with members in over 50 countries, as well as developing its executive education offer, its leadership in moving the industry forward with new technology solutions like TruAge and THRIVR, and its advocacy on issues critical to our industry." "I look forward to building upon these successes and the great culture that Henry has led at NACS and throughout the industry."

Mars Wrigley has unveiled its 2025 festive line-up, tapping into the growing trends of nostalgia, gifting and indulgence with new product innovations aimed at both retailers and consumers. The food giant has reported a significant increase in the Christmas category, with value and unit sales rising by 8.5% and 4.5%, respectively, in 2024. In response to this trend, the company is launching several new products that blend classic flavours with contemporary twists. Notably, the introduction of a Gingerbread Malteser Reindeer adds a seasonal flavour to the brand's popular line. This product will be available in multiple formats, including single servings, a mini version and as part of a Christmas mix, catering to various consumer preferences. Additionally, building on the success of last year’s M&M’s Crispy Milk Chocolate Santa, Mars is expanding the M&M’s Santa range with a new Five Pack. This convenient format is targeted at consumers looking for easy gifting options, whether for stocking stuffers or workplace sharing. The company is also tapping into the premium gifting trend with the launch of its Maltesers Assorted Truffles Advent Calendar. This product aims to elevate the traditional Christmas countdown experience, providing retailers with an opportunity to offer consumers a luxurious option during the festive season. Mars is refreshing its selection boxes as well, with updated packaging for collections such as Twix, Skittles and Galaxy. The new designs are intended to capture shopper attention on retail shelves, enhancing the appeal of these established favourites. Laura O’Neill, senior brand manager for Christmas at Mars Wrigley, highlighted the importance of innovation in driving growth during the festive period: “Refreshing product ranges with new flavours and formats is essential during the festive season". She continued: "Innovation is a key driver, with new product development contributing 27% of Christmas 2024 growth. During this time, shoppers naturally turn to trusted brands for moments of nostalgia and indulgence." "By combining nostalgic flavours, exciting innovations, accessible price points and premium choices, Mars Wrigley is providing retailers with the tools they need to drive sales, grow their audience and make the most of the festive trading period.”

Herbal tea brand Celestial Seasonings has expanded its wellness tea portfolio with a new line designed to address a variety of health needs throughout the day. The new launch reflects a broader trend in the beverage industry towards functional products that cater to the holistic wellness-focused consumer. The new line, which includes blends such as She-Well Raspberry Leaf and Good Vibes Lemon Mint, aims to provide both flavour and function, supporting consumers from morning motivation to nighttime relaxation. This expansion builds upon the brand's established reputation, particularly its well-regarded Sleepytime offerings, which have been integral to many consumers' nightly routines. Lee Nelson, marketing director at Celestial Seasonings, noted that health-conscious consumers are increasingly integrating tea into their wellness rituals. This shift is evident in the growing demand for products that not only taste good but also offer health benefits. The new teas incorporate ingredients like adaptogens and herbal components, appealing to consumers seeking holistic approaches to health. She-Well Raspberry Leaf tea is targeted specifically at women, featuring a blend designed to support wellness during their monthly cycle. Meanwhile, Good Vibes Lemon Mint tea combines refreshing flavours with adaptogens aimed at enhancing mood. Other offerings include a Detox Blend Dandelion and the Everyday Wellness Variety Pack, which features a selection of functional blends for various health needs. This expansion comes at a time when the wellness beverage sector is experiencing robust growth, driven by consumer interest in health and wellbeing. Celestial Seasonings' approach aligns with market trends that emphasise natural ingredients and functional benefits, positioning the brand to capitalise on the increasing consumer preference for wellness-oriented products. The new line is currently available through various retail channels, including Walmart and online.