Impossible Foods has announced that its current CEO, Peter McGuinness, will step down after nearly four years leading the plant-based protein company. Peter McGuinness His responsibilities will be assumed by the company’s three-member executive leadership team: Jason Gao, chief legal and operating officer; Meredith Madden, chief demand officer; and Robert Haas, chief supply officer. The company characterised the move as a transition “from a position of strength,” noting that under McGuinness’s leadership, Impossible Foods outperformed the broader plant-based category, gaining US market share and securing the No. 2 position nationally. The period was marked by product innovation, expanded distribution and brand repositioning aimed at broadening appeal beyond core plant-based consumers. McGuinness will remain on Impossible Foods’ board of directors. “Impossible is primed to further strengthen its position in the marketplace as a respected food company built for long-term success,” said board member Fedele Bauccio. “We’re grateful for Peter’s impactful leadership as CEO, which helped establish Impossible as the strongest player in the category, and we’re happy he will remain on the board. We have the utmost confidence in Jason, Meredith and Rob to lead the company into its next chapter of growth.” During McGuinness’s tenure, Impossible shifted its positioning from a primarily tech-driven food start-up to a more mainstream food brand. The company undertook a comprehensive brand and packaging overhaul, emphasising meat-like taste, approachability and inclusivity to better resonate with flexitarian and meat-eating consumers. It also deepened collaboration with retail and foodservice partners through merchandising strategies, menu development and category-building marketing initiatives. Earlier this month, Impossible Foods also announced a strategic partnership with food-tech start-up Equii to expand its innovation pipeline into high-protein, grain-based products, including hamburger and hot dog buns, signalling a broader platform strategy beyond plant-based meat analogues. “Over the last four years, we’ve expanded, evolved and invested in both the company and the brand. We constructed a sustainable business that could support our sustainable mission,” McGuinness said. “I’m proud of the position Impossible is in today, and I’m very confident in the company. I have no doubt the highly capable executive leadership team will continue to lead and re-energise the category.” Following the announcement that McGuinness was stepping down from his Impossible Foods role, it was confirmed that he had joined the leadership team of the Bel Group's North American division. The company confirmed it had appointed Peter McGuinness as its new chief executive, as it seeks to accelerate growth and expand its purpose-driven snacking strategy. In this new role, McGuinness will oversee Bel North America’s operations across offices in New York, Chicago and Montreal, as well as five manufacturing plants in the US and Canada. He will be responsible for driving growth, advancing mergers and acquisitions, expanding innovation, and strengthening the company’s regional footprint. Founded in 2011, Impossible Foods produces plant-based chicken, beef and pork alternatives and distributes products across four continents, including North America, Europe, Asia-Pacific and the Middle East.

Sarah Speare, CEO, co-founder and worker-owner of Tootie’s Tempeh, has been elected to the board of the Plant Based Foods Association (PBFA) and will also serve as Treasurer. Sarah Speare © Plant Based Food Association PBFA is the first and only US trade association dedicated exclusively to plant-based foods, representing nearly 100 companies spanning categories including plant-based milks, burgers, cheeses, yogurts, ice creams and snacks. The association advocates on behalf of the sector through policy engagement, market data and insights, and initiatives designed to expand consumer awareness and adoption. Speare joins a board that includes leaders from Impossible Foods, Upton’s Naturals, Tofurky and Bel Brands. Together, the board will help guide PBFA’s strategic direction as the plant-based category navigates evolving consumer expectations, regulatory scrutiny and intensifying competition. Based in Biddeford, Maine, Tootie’s Tempeh is positioning itself as a next-generation tempeh brand, innovating both in product and business structure. The company has redesigned the traditional fermentation process to eliminate the use of single-use plastic bags, delivering a smooth, nutty and buttery tempeh without bitterness. Top image: © 2025 Tootie’s Tempeh

Nākd. is expanding its fast-growing protein portfolio with the launch of Nākd. Protein Cherry, a new fruity variant designed to disrupt a cereal bar fixture dominated by chocolate and caramel flavours. Rolling out this month, the launch will debut exclusively in Sainsbury's, available as a 45g single bar (RRP £1.38) and a 3 x 45g multipack (RRP £3.30). The new SKU lands as demand for functional health bars continues to rise, with shoppers seeking convenient, protein-rich formats that align with healthier lifestyles. However, as the category matures, flavour fatigue is becoming increasingly apparent across a fixture heavily skewed towards chocolate and caramel. Nākd. Protein Cherry aims to capitalise on this gap by introducing a lighter, fruit-forward alternative. The bar delivers 6g of plant-based protein, contains no added sugar and is made with 100% natural ingredients. Like the wider Nākd. portfolio, it is cold-pressed and HFSS-compliant. The launch builds on significant momentum for Nākd., now the UK’s seventh largest cereal bar brand, worth £40.8m and growing +9.6% year on year. Protein Cherry joins the existing line-up of Cocoa Hazelnut, Peanut Butter and Caramel, broadening the brand’s appeal while reinforcing its natural positioning. Jo Agnew, marketing director at Lotus Natural Foods, said: “Protein has become part of everyday snacking for millions of people, and as the category matures, expectations are changing." She added: “With so much of the fixture focused on chocolate and caramel flavours, there’s a clear appetite for something a little different. Cherry is the perfect next step – it’s a flavour shoppers already love, it’s on trend, and it brings a lighter, fruity option into the range.” As HFSS considerations and demand for plant-based protein continue to reshape the UK snacking landscape, Nākd.’s Cherry launch signals further premiumisation and flavour innovation within the better-for-you cereal bar segment.

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 company making coffee alternatives 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.

UK-based food tech start-up The Bland Company has secured $2.67 million in pre-seed funding to scale its proprietary technology that transforms underused agricultural side streams into high-performance plant proteins capable of replacing eggs across multiple food applications. The round was led by Initialized Capital, with participation from Entrepreneurs First, Alumni Ventures, Transpose Platform and Behind Genius Ventures. Founded in 2024 by biochemists Yash Khandelwal and Micol Hafez, The Bland Company is developing a biochemical processing platform that converts agricultural side streams into highly functional, soluble plant proteins, without the need for novel manufacturing equipment. The technology is designed to integrate directly into existing food production infrastructure, offering a scalable alternative to traditional egg ingredients. Bland’s first commercial focus is on egg replacement in baked goods, condiments and confectionery – a category with growing industrial relevance as egg supply volatility, price instability and procurement challenges increase globally. Approximately one-third of all eggs are used in industrial food manufacturing, making supply disruptions a significant operational risk for large producers. “Our platform is built to deliver the same core functional properties as eggs, binding, foaming, and emulsifying, without the volatility,” said co-founder Yash Khandelwal, in a video posted to LinkedIn. “That’s critical for large-scale manufacturers who depend on consistency, cost control and secure supply chains," he continued. According to the company, its protein functionalisation platform offers three key advantages: Multi-functionality: Proteins are highly soluble and capable of foaming, binding and emulsifying Cost efficiency: Compatible with existing processing infrastructure Feedstock flexibility: Feedstock-agnostic system using underutilised agricultural side streams The Bland Company has already initiated pilot trials with large CPG companies in the US and Europe, targeting egg replacement in baked goods and other food applications. With the new capital, the start-up plans to expand its team and accelerate development of its protein functionalisation platform, positioning it as a scalable industrial solution for plant-based formulation. Top image: © The Bland Company

Plant-based oat milk chocolate brand HAPPi is set to shake up Easter 2026 with the launch of its new Pistachio Crunch Easter Egg, a flavour-forward innovation inspired by the viral Dubai chocolate trend. Crafted from HAPPi’s signature oat m!lk chocolate, the new egg blends pistachio with Kanafe (Kunafa) for a distinctive Middle Eastern flavour profile. The result is a balance of sweet, nutty notes and crisp texture, wrapped in smooth, velvety plant-based chocolate for a premium taste experience. Founder Gavin Cox explains: “Every year we consider the best flavour trends to inspire our latest Easter egg launches. Dubai chocolate continues to be huge in food and drink, so producing an egg inspired by those flavours seemed a no-brainer. Plus, the fact that it’s plant-based offers more customers the chance to experience this delicious flavour combination.” Made using 100% natural ingredients, the Pistachio Crunch egg offers a premium plant-based alternative for Easter gifting. HAPPi sources its ethically produced cacao from family-owned Luker’s Chocolate in Colombia, supporting sustainable farming practices and responsible supply chains. The HAPPi Pistachio Crunch Easter Egg (RRP £15.00, 155g) will be available from Waitrose and Amazon, joining the brand’s wider Easter range, which includes flavours such as Plain M!lk, Salted Honeycomb and Cherry & Almond.

The UK Supreme Court has delivered a significant judgment for the food and beverage industry, dismissing Oatly’s appeal and ruling that its trademark “Post Milk Generation” is invalid for use on oat-based food and drink products in the UK. In a unanimous decision in Dairy UK Ltd v Oatly AB, the Court held that the slogan unlawfully uses the protected term "milk" under UK-assimilated EU agricultural marketing law, even though it appears as part of a broader phrase rather than a product name. At the heart of the case was whether the word “milk” in “Post Milk Generation” constitutes a prohibited “designation” under Regulation (EU) No. 1308/2013 (retained in UK law post-Brexit), which reserves dairy terms exclusively for animal-derived products. The Supreme Court found that “milk” is being used as a designation, not merely as a cultural or generational reference and that the phrase does not clearly describe a characteristic quality of the product (such as being milk-free) in a sufficiently direct way to fall within the regulation’s exception. As a result, the trademark cannot be used on oat-based food and drink products, although it remains valid for non-food items such as merchandise. Richard May, partner at law form Osborne Clarke, said: “The key principle is straightforward: if a product is not derived from animal milk, it cannot be marketed using reserved dairy designations such as ‘milk’ or ‘cheese’." He continued: "In practical terms, terminology such as ‘oat milk’ or ‘plant-based cheese’ now carries heightened legal risk in the UK market. Marketing teams will need to ensure that product names and campaign messaging do not stray into protected territory.” Oatly strongly criticised the ruling. Bryan Carroll, general manager for Oatly UK & Ireland, stated: “We are deeply disappointed by today’s UK Supreme Court ruling. In our view, prohibiting the trademarking of the slogan ‘Post Milk Generation’ for use on our products in the UK is a way to stifle competition and is not in the interests of the British public. This decision creates unnecessary confusion and an uneven playing field for plant-based products that solely benefits Big Dairy.” Despite the outcome, Oatly signalled it will continue to use the slogan on merchandise and remain committed to its sustainability-driven brand positioning. For the wider food and beverage sector, the ruling reinforces that branding, not just labelling, falls within regulatory scope. Even marketing slogans and trademarks can trigger legal restrictions if they reference protected product categories.

Two of the most devoted followings in the better-for-you space just collided, and the result is a probiotic shake that’s redefining functional indulgence. MALK and The Coconut Cult have officially launched their first-ever collaboration: the Vanilla MALK Shake, a creamy, probiotic coconut yogurt that blends MALK’s clean-label plant-based milk with The Coconut Cult’s cult-favourite fermented coconut base. The result is a dessert-forward product built on real ingredients, intentional sourcing and functional benefits, without sacrificing flavour or formulation integrity. Designed to taste like a treat while delivering gut-health benefits, Vanilla MALK Shake hits the rare intersection of indulgence and intention. It’s rich, smooth and satisfyingly sweet, but stays true to both brands’ ingredient standards, no fillers, no gums, no artificial flavours and no unnecessary additives. Instead, the formulation keeps things refreshingly simple: Organic coconut cream Organic coconut nectar + organic vanilla coconut nectar Organic vanilla bean powder Organic Unsweetened Coconut MALK (filtered water, organic coconut milk, organic evaporated coconut water, Himalayan pink salt) Custom probiotic cultures The Vanilla MALK Shake is available direct-to-consumer now at thecoconutcult.com, with a Whole Foods Market rollout planned for later this spring.

Refresco, the global independent beverage solutions provider, has entered into a definitive agreement to acquire SunOpta in an all-cash transaction valued at $6.50 per share. Under the terms of the agreement, SunOpta will become a wholly owned subsidiary of Refresco following the close of the transaction, which is expected in the second quarter of 2026, subject to customary regulatory, court and shareholder approvals. SunOpta’s shares will be delisted from Nasdaq and the Toronto Stock Exchange upon completion. Refresco CEO Steve Presley said: “SunOpta represents an exceptional strategic addition to our portfolio. The acquisition is highly complementary and significantly broadens our position in the fast-growing plant-based beverages category." "It enhances our North American capabilities and supports a more balanced global footprint, while expanding our offerings to both retail and branded customers.” The deal also brings SunOpta’s out-of-home customer base and capabilities into Refresco’s platform, strengthening its reach across retail, foodservice and branded channels. For SunOpta, the transaction marks the next phase in a multi-year transformation into a focused supply-chain and innovation partner in the better-for-you food and beverage space. SunOpta CEO Brian Kocher added: “This strategic combination validates our vision of transforming SunOpta into a premier solutions partner in the high-growth better-for-you food and beverage space". "This partnership with Refresco provides the resources and scale to unlock SunOpta’s full potential and accelerate the next chapter of our growth journey.” SunOpta has built strong platforms in plant-based beverages, broths and better-for-you snacks, serving major brands, retailers and foodservice operators across North America, with a focus on sustainability, food safety and quality. The transaction has been unanimously approved by both boards of directors and will be implemented through a court-approved plan of arrangement under Canadian law. SunOpta has announced it will suspend quarterly earnings calls and discontinue quarterly and annual financial guidance in light of the pending transaction. Financial and legal advisors on the deal include Morgan Stanley as exclusive financial advisor to Refresco, Lazard as financial advisor to SunOpta, and Scotiabank as advisor to SunOpta’s special committee, along with multiple legal firms representing both parties. The acquisition further consolidates the beverage co-manufacturing and solutions space, particularly in plant-based beverages, one of the fastest-growing segments in the industry. By combining Refresco’s global scale and manufacturing footprint with SunOpta’s specialised capabilities in plant-based and better-for-you products, the deal positions the combined business to serve growing demand from retailers, branded manufacturers and foodservice operators seeking scalable, sustainable beverage solutions. If approved, the transaction will create one of the most comprehensive independent beverage solutions platforms in North America, Europe and Australia, with a strengthened portfolio spanning carbonated drinks, juices, RTD teas, waters, energy drinks, sports drinks and plant-based beverages.

Tetra Pak has reached a major milestone in sustainable packaging by extending its paper-based barrier technology to high-speed Tetra Pak A3/Speed filling lines. South Korea’s Maeil Dairies has become the first producer to implement the new line on an industrial scale for soy milk production. The first time the technology has been used in a plant-based solution. The move marks a significant step forward in the food and beverage industry’s transition towards low-carbon, renewable packaging materials, proving that sustainability innovations can now operate at high speed and high volume without compromising food safety, shelf life or operational efficiency. The new paper-based barrier has been developed to replace the aluminium foil layer traditionally used in aseptic cartons, while maintaining comparable levels of food protection and product shelf life. When combined with plant-based polymers derived from sugarcane, the Tetra Brik Aseptic 200 Slim carton used for Maeil Soy Milk 99.9 in South Korea achieved 87% renewable content and delivered a 26% reduction in package carbon footprint, as verified by the Carbon Trust. A key breakthrough is the technology’s compatibility with high-speed production. Maeil Dairies is the first producer globally to run packaging material with the new paper-based barrier on a Tetra Pak A3/Speed filling machine, demonstrating its readiness for large-scale industrial deployment. The A3/Speed line delivers outputs of up to 24,000 packages per hour while maintaining low operational costs and high food safety standards. Importantly for producers, existing A3/Speed lines can be upgraded with a high-frequency induction-heating sealing system, allowing adoption of the new packaging material without significant capital investment. Tatiana Liceti, executive vice president, packaging solutions at Tetra Pak, said: “Scaling sustainable packaging solutions should go hand in hand with operational efficiency". She continued: "By bringing our paper-based barrier to high-performing Tetra Pak A3/Speed packaging lines, we are offering beverage producers an opportunity to adopt low-carbon packaging solutions based on renewable materials while maintaining food protection and cost-competitiveness.” The Maeil Soy Milk 99.9 launch also marks the first use of Tetra Pak’s paper-based barrier in the plant-based beverages category, underlining the technology’s relevance for one of the fastest-growing segments in the beverage market. Maeil Dairies, a long-standing innovator in the plant-based space, views the transition as a natural evolution of its sustainability strategy. Inki Lee, chief operating officer at Maeil Dairies, commented: “Introducing new packaging on our Soy Milk 99.9 line reflects our ongoing commitment to innovation and environmental responsibility. Our collaboration with Tetra Pak enables us to drive meaningful, forward-looking change that will benefit consumers and future generations alike.” The development builds on Tetra Pak’s 2023 launch of the world’s first aseptic beverage carton in which the traditional aluminium foil layer was replaced with a paper-based barrier. The innovation simplifies the carton structure from three to two main components, improving recyclability by maximising paper fibre recovery and generating higher-quality fibre and non-fibre fractions. By combining a paper-based barrier with plant-based polymer coatings, the overall renewable content of the packaging is significantly increased, delivering measurable carbon footprint reductions and supporting the industry’s broader decarbonisation goals.

US-based vegan cheese company Rind by Dina & Joshua has announced the launch of its latest innovation: a plant-based brie crème. The new spreadable vegan cheese is a take on traditional brie and is made with cultured cashew and tofu with ‘sharp umami notes’. Speaking about the launch, the company said it was ideal for “spreading on bread, pairing with fruit and bringing an indulgent element to charcuterie boards.” The plant-based brie, like the rest of Rind’s range, is dairy-free, gluten-free, and certified kosher. Available in 8 oz containers, Brie Crème will launch exclusively on Faire. Top image: © RIND

Trubar, the US protein bar brand known for its dessert-inspired flavours and clean-label positioning, has been acquired by Turkish snack giant ETi Gıda in an all-cash transaction valued at $173 million. The deal includes no earn-out and transfers 100% ownership of Trubar to ETi. The acquisition represents a major growth milestone for Trubar and a strategic expansion move for ETi Gıda, which is seeking to strengthen its presence in North America while building a broader global better-for-you snacking portfolio. Trubar founder and CEO Erica Groussman will remain in her role, and the company’s leadership team and employees will continue operating the brand independently, maintaining its vision, culture and operating model. “By joining the ETi family, we’re not changing who we are; we’re doubling down on it,” said Groussman. “Our products, people, and values remain at the heart of everything we do. What changes is our ability to deliver with greater consistency, innovate faster, and reach more consumers around the world”. Founded in 2019, Trubar has quickly positioned itself as a disruptor in the protein bar and better-for-you snacking category. The brand is known for its plant-based, gluten-free, dairy-free, soy-free and sugar alcohol-free formulations, paired with indulgent, dessert-inspired flavours and playful, culture-forward branding. Over the past year, Trubar expanded distribution to more than 21,000 retail locations across the US, including Costco, Target, Whole Foods, Albertsons and Erewhon. The company reported nearly $100 million in gross revenue in 2025, more than doubling the category’s five-year growth rate. It has also broadened its portfolio with the launch of Trubar Kids, extending its brand positioning to family and children’s nutrition. The partnership with ETi Gıda is expected to significantly accelerate Trubar’s ability to scale operations, strengthen supply chain infrastructure, and enter new international markets while maintaining brand autonomy. For ETi Gıda, a family-owned company founded in 1961, the acquisition represents a strategic entry point into the US clean-label and functional snacking segment. “Welcoming Trubar into the ETi family is a strategic step in expanding our presence in North America, one of the most influential markets globally, shaping the future of snacking,” said Firuzhan Kanatlı, chairman of the board of ETi Gıda. “By combining ETi’s operational expertise and scale with TRUBAR’s strong clean-label portfolio and agility, we believe both brands are well positioned for long-term global growth,” Kanatlı continued. ETi Gıda operates nine production facilities and employs nearly 8,500 people worldwide, with a diversified portfolio spanning biscuits, cakes, chocolate, wafers, savoury snacks, functional foods, frozen and chilled products, gluten-free lines and baby food. The company is recognised for its vertically integrated manufacturing, advanced R&D capabilities and long-standing consumer trust in its home market and international regions. Under ETi’s ownership, Trubar will retain its brand identity and operating structure, while gaining access to global manufacturing capabilities, international distribution networks and operational scale. The companies describe the deal as a platform for long-term international expansion rather than short-term integration. “ETi Gıda isn’t just a snack company, it’s a brand people grow up with,” Groussman said. “For generations, it’s been part of everyday moments that matter, creating an emotional connection rooted in happiness and trust. That idea deeply resonates with me, and I’m excited to bring that same spirit to Trubar as we expand our footprint globally.” With strong US retail momentum, brand loyalty, and a differentiated product portfolio, Trubar now enters its next growth phase backed by one of the world’s most established snack manufacturers, positioning it to evolve from a domestic category disruptor into a global better-for-you snacking brand.