Production Operator

The GLP-1 diet: How weight-loss drugs are changing packaged food business. Weight-loss drugs are changing what consumers buy, putting protein, fibre, smaller portions and nutrient density at the centre of the next packaged-food opportunity. From Nestlé's Vital Pursuit to GLP-1 menus at Smoothie King, food companies are betting that consumers eating less will demand more protein, fibre and nutrition per bite. As GLP-1 weight-loss drugs such as Ozempic, Wegovy, Mounjaro and Zepbound gain popularity globally, they are beginning to change not just how people manage their weight, but also what they eat. Food companies have also started taking cues. With users eating less and snacking less, demand is shifting towards protein, fibre, fresh foods and smaller portions. Nestlé, with its frozen food brand Vital Pursuit, is already betting on it and has started developing products specifically for people taking GLP-1 medicines, focusing on protein, collagen, micronutrients and muscle preservation. It is also using artificial intelligence to analyse clinical research and consumer behaviour as it develops these products. Others in the food industry are also beginning to follow suit. Packaged goods company Conagra's frozen food brand Healthy Choice has introduced an "On Track" badge for products it markets as GLP-1 friendly, while Daily Harvest and Smoothie King have launched protein- and fibre-focused offerings aimed at consumers taking these medicines. The trend is also emerging in India, although the market is still in its early stages. While the food and nutrition companies are increasingly developing protein- and fibre-rich products around the needs of consumers on weight-management drugs, some food-service businesses have begun explicitly using the "GLP-1 friendly" positioning. For instance, Delhi-based EatFit Lab lists GLP-1-friendly, high-protein and fibre-rich bowls and meals on its menu. Eating less, but differently According to a June analysis by McKinsey titled GLP-1s bite into snack and drink sales, six months after starting GLP-1 medicines, users' grocery spending fell 11.5 per cent for chips and savoury snacks, 8.5 per cent for sweet bakery products, 7 per cent for cookies and 6.8 per cent for soft drinks. At the same time, spending increased 2.5 per cent for yoghurt, 1.5 per cent for fresh produce, 1 per cent for meat snacks and 0.5 per cent for nutrition bars. PwC's June 2026 research found a similar shift. Among the GLP-1 users surveyed, 61 per cent said they were buying fewer sweet treats and 56 per cent fewer salty snacks. Meanwhile, 44 per cent said they were buying more fresh produce, 35 per cent more packaged protein and 34 per cent more fresh protein. So, if consumers are eating less, can companies compensate by selling food with greater nutritional value and a higher price per serving? A January 2026 study titled GLP-1 use and protein demand, published in the journal Food Policy, found that GLP-1 use increased consumers' willingness to pay for most of the protein products studied, while making demand for some products less price-sensitive. Aastha Sharma, chief dietician at Yatharth Hospital, Faridabad, told Business Standard that adequate protein, fibre, micronutrients and hydration are the key priorities for people taking GLP-1 medicines. "Protein is particularly important to help preserve muscle mass during weight loss," Sharma said. Fibre supports gut health and satiety, while adequate fluids can help prevent dehydration and constipation, she explained. But Sharma does not believe this necessarily means consumers need a new class of packaged foods. According to her, most nutritional requirements can be met through regular Indian foods such as dal, beans, paneer, curd, eggs, fish, chicken, soy, vegetables, fruits, whole grains, nuts and seeds. "Specialised 'GLP-1 foods' are generally not necessary if meals are well planned and portion sizes are appropriate," she said. Sharma cautioned that there is a risk of "GLP-1-friendly" becoming primarily a marketing term. Consumers, she said, should look beyond the label and assess protein, fibre, added sugar, overall nutrient density and portion size. She said that the opportunity may not be to create a completely new "GLP-1 food" category, but to accelerate existing categories such as protein-rich foods, functional nutrition, healthy snacking and portion-controlled products. An existing trend gets a new catalyst Angshuman Bhattacharya, partner and national leader, Consumer Product and Retail, EY-Parthenon India, told Business Standard that India's health and wellness market was estimated at about ₹1.83 trillion in FY25 and had grown at a 15 per cent compound annual growth rate (CAGR) between FY19 and FY25. "The growth has been supported by urbanisation, rising incomes, consumer upgradation and increasing health awareness," he said. According to him, these trends are not exclusive to people taking GLP-1 medication. Protein, functional foods, digestive health and healthier snacking were already gaining traction. "Protein-rich and high-fibre products, along with meals focused on portion control, are the clearest trends that GLP-1 adoption could accelerate," he said. This makes the commercial opportunity potentially much larger than the number of people taking the medication, he said. A protein yoghurt, high-protein snack or fibre-rich beverage can be sold to a GLP-1 user, but also to someone trying to lose weight without medication, a fitness-conscious consumer or anyone looking for healthier food. Can less volume mean more value? The surge in the use of GLP-1 medication could put pressure on categories that are built around frequent consumption and impulse eating from customers, including confectionery, biscuits, savoury snacks and sugary drinks. But they could simultaneously support higher-value products with more protein, fibre and functional ingredients. Bhattacharya said it is too early to determine whether GLP-1 adoption will have a meaningful impact on FMCG volumes in India. However, consumers are already showing a willingness to pay more for products offering better nutrition, functionality and quality ingredients, he said. According to him, the potential model is therefore simple: fewer eating occasions, smaller portions, but potentially greater value per serving.

Nestlé Vietnam beefs up production capacity for coffee exports. On August 21, Nestlé Vietnam inaugurated a production line for packaging instant coffee in glass jars at its Tri An factory in Dong Nai city. The production line aims to enhance operational capacity and increase the value added to coffee beans. The commissioning of the new line reflects Nestlé's commitment to supporting Vietnam's socioeconomic development goals, promoting technology transfer, developing suitable personnel, and strengthening links with the domestic business ecosystem, the company said. The glass jar production line is designed with a high level of automation and seamless operation from raw material intake to finished products. The closed-loop production model helps improve productivity, ensure operational stability, and maintain consistent product quality in accordance with Nestlé's global standards. The line is capable of flexibly handling multiple Nescafé Gold and Nescafé Classic product lines, meeting various packaging specifications tailored to the requirements of each market. The state-of-the-art production line boasts an initial capacity of over 350,000 jars per day, significantly expanding Vietnam's instant coffee production and packaging capacity. The line also represents a step forward in the digital transformation of the Nestlé Tri An factory. Its sensors, cameras, and real-time data management systems enable comprehensive monitoring of the production process, supporting faster decision-making and improving data-driven operational efficiency. Instant coffee products packaged in glass jars will be exported to 11 international markets, with further expansion expected in the future. Binu Jacob, CEO of Nestlé Vietnam, said the project reflects the company's strategic direction of promoting technology adoption and developing people. "It demonstrates our commitment to combining the application of technology with knowledge transfer, human resource development, and innovation. It also provides a foundation for further enhancing the value of the coffee industry and contributing to Vietnam's position in the global value chain," Jacob said. Before the operation of the production line, Vietnamese engineers and employees participated in training programmes in the UK, Spain, and Australia, while also working directly with international experts during installation, commissioning, and process standardisation. To date, the team at the Nestlé Tri An factory has been able to operate and manage the line independently in accordance with Nestlé's global standards. The project also opens up additional opportunities for cooperation with domestic enterprises in areas including packaging, raw materials, logistics, equipment maintenance, and product quality inspection, the company added. | / | Nestlé Vietnam's Lunar New Year campaign reframes how Tet is counted As Lunar New Year draws closer, brands are rethinking how Tet is framed for a younger, more digitally connected audience. Nestlé Vietnam's latest campaign suggests the festival is defined less by the calendar than by shared moments. | | / | Nestlé MILO backs Vietnam's oldest marathon in Nha Trang Nestlé MILO has continued its sponsorship of the Tien Phong Marathon National Championship, the oldest running event in Vietnam, first held in 1958. | | / | Regenerative agriculture helps Vietnamese coffee tackle green barriers In light of stricter requirements on sustainability, traceability, and carbon emissions, regenerative agriculture could enhance the competitiveness of Vietnam's coffee industry while improving livelihoods. |