EHS Manager

From C-suite shake-ups to targeted acquisitions, Big Food is rethinking how to win in a rapidly changing market. Big Food transformation: overview. * Big Food is accelerating portfolio reviews, restructures and leadership changes * Cost volatility and private-label growth are driving strategic shifts * Companies are prioritising focused growth over maximum scale ambitions * Nestlé, Hershey and Barry Callebaut exemplify evolving industry strategies * Future success depends on sharper portfolios and stronger execution Big Food's going through BIG changes. But this is nothing new. At least, not anymore. Because over the past year, the industry's adapted to a rate of change that might once have stopped it in its tracks. Now, it's more a case of expecting the unexpected. Major C-suite exits and industry-changing acquisition are becoming the norm. Which is just as well since the shake-ups keep on coming. In fact, since Bakeryandsnacks last reported on the industry's powerful evolution, Bakeryandsnacks has seen Nestlé sell 50% of its Waters business and mainstream VMS brands, Unilever proceed with its Foods sale, Mondelēz International appoint a new CFO, Barry Callebaut reinstate the role of COO, The Hershey Company appoint a new CFO and US president, Mars, Inc. name its new CDIO, Ferrero Group buy Purely Elizabeth, and Tate & Lyle agree a takeover deal with Ingredion. It's safe to say it's been a busy summer for Big Food. The question is why and what happens next? Big Food's Big transformation. The simple answer to why Big Food is changing so fast is pressure. Food and beverage manufacturers are navigating a perfect storm of rising costs, shifting consumer habits and intensifying competition, explains Nandini Roy Choudhury, principal consultant for food and beverage at Future Market Insights. And, while inflation may have eased, the volatility surrounding key ingredients such as cocoa, sugar and dairy remains. At the same time, consumers are becoming more value-conscious, retailers are investing heavily in private label and volume growth has become increasingly difficult to achieve. As a result, companies that have spent decades building sprawling portfolios through acquisitions and global expansions are now asking tougher questions. Which brands deserve investment? Which markets still offer growth? And which parts of the business are no longer pulling their weight? Consequently, companies are streamlining portfolios, sharpening their focus and freeing up capital for growth. And, leadership changes, says Choudhury, are following the same logic. "Boards are increasingly seeking executives who can streamline complex organisations, accelerate growth and improve execution in a market where pricing alone is no longer enough." Added to this, consumer demand is becoming more fragmented. Growth is shifting towards protein-rich foods, functional nutrition, premium snacking, permissible indulgence and convenience-led formats, forcing many to rethink their portfolios and innovation strategies. In short, Big Food has little choice but to adapt to a rapidly changing market. But while the need for change is shared across the industry, the strategies companies are adopting are not. The old rules no longer apply. The fundamentals that have long underpinned the food and beverage industry remain important. Scale still delivers advantages in procurement, manufacturing, distribution and retailer negotiations. Global brands continue to benefit from widespread recognition and consumer trust. But the market they operate in is changing. For decades, many of the industry's biggest players were able to rely on a relatively straightforward growth model - build scale, strengthen brands and use pricing power to drive returns. That formula's becoming less reliable as the drivers of growth evolve. Consumers are now increasingly willing to shop across brands, channels and price points in search of better value, greater convenience or products that better reflect their needs. And the rise of private label has intensified competition. Meanwhile demand is shifting towards higher-protein foods, functional nutrition, premium offerings and more tailored offerings. At the same time, the limits of pricing-led growth are becoming more apparent. While price increases have helped companies offset rising costs in recent years, they can also weigh on volumes, reduce purchase frequency and encourage consumers to seek alternatives. In response, growth generated through pricing alone is attracting greater scrutiny from the market. "Investors are increasingly distinguishing between price-led revenue growth and healthy growth supported by volumes, market-share gains and repeat consumption," says Choudhury. "Companies that protect margins while losing consumers are unlikely to be rewarded indefinitely." In other words, the market is no longer rewarding change for change's sake. What matters is whether today's decisions position companies for tomorrow's growth. Reinvention versus reaction. While most of the industry's biggest players recognise the need to adapt, some are fundamentally reshaping their businesses while others are simply responding to immediate pressures. So far, says Choudhury, those taking the more transformative approach are outperforming their peers. The reasons why become clearer when looking at the traits shared by the sector's strongest performers. The new rules of success. * Management makes clear portfolio choices and identifies the categories where the company can genuinely win. * Cost savings are reinvested into product development, marketing, technology and supply-chain resilience rather than being used only to protect short-term earnings. * Decision-making moves closer to individual markets and customers. * Management measures success through volume, penetration, innovation productivity and market share, not simply margin recovery. By contrast, the companies struggling to gain traction often find themselves trapped in a cycle of restructuring. Cost-cutting programmes may deliver temporary financial relief, but they rarely create a sustainable growth engine if underlying portfolio complexity remains unresolved. Which raises a critical question - what does successful transformation actually look like? Focus replaces scale. If there's one move that best captures where Big Food is heading, says Choudhury, it's Barry Callebaut's strategic pivot. Following the appointment of CEO Hein Schumacher in January 2026, the chocolate giant shifted from its broad-ranging BC Next Level transformation programme to a more targeted strategy - Focus for Growth. And the name says it all. Rather than chasing opportunities across every market, segment and channel, Barry Callebaut's concentrating resources behind a smaller number of priorities, selected customers, high-potential segments and innovation platforms where it believes it can generate the strongest returns. It's a playbook that's becoming increasingly familiar across the food and beverage sector. As growth becomes harder to find, companies are moving away from the idea that bigger automatically means better. Instead, they're directing capital, management attention and investment towards the brands, categories and capabilities where they have the clearest competitive advantage. Just as importantly, Barry Callebaut's strategy recognises that cost-cutting can only take a business so far. Operational efficiency may improve profitability, but sustainable growth requires something more - a clear plan for where to compete and how to win. Nestlé offers another glimpse into this new reality. The food and beverage giant has sharpened its portfolio, placing greater emphasis on its Four Pillars - Coffee, Food and Snacks, Petcare, Nutrition - while reviewing or divesting less strategic assets. Hershey, meanwhile, is tackling the challenge from a different angle. Through its ONE Hershey operating model, unveiled in March 2026, the company's bringing its sweet, salty and protein businesses under a single commercial structure. The aim is to operate less like a collection of individual categories and more like a unified snacking powerhouse, improving speed, coordination and execution along the way. But, this doesn't signal the end of dealmaking just a change in the types of deals made. Large-scale portfolio expansion is giving way to targeted acquisitions designed to strengthen specific capabilities, categories or growth platforms. What happens next? The changes sweeping through Big Food show little sign of slowing. If anything, the pace of transformation is likely to accelerate as companies continue to navigate economic uncertainty, evolving consumer expectations and growing competition from both established rivals and emerging challengers. But Big Food isn't shrinking. It's being rebuilt. And judging by the changes already underway, this transformation is only just beginning. Related topics. 27-Aug-2026 By Donna Eastlake Which food brands are leading the way in 2026? Brand Finance's latest ranking reveals the biggest names, fastest risers and strongest brands across the global food sector 04-Aug-2026 By Donna Eastlake Outsourcing becomes a priority as CPGs seek greater flexibility, speed and resilience

Global prebiotic ingredient market to reach USD 15.7 billion by 2036. Posted on August 11, 2026 The global prebiotic ingredient market is expanding rapidly as CPG manufacturers, dairy formulators, and pediatric nutrition companies incorporate functional soluble fibers into daily consumer goods, according to latest insights by Future Market Insights. Driven by sugar-reduction mandates, rising metabolic health consciousness, and clinical substantiation linking intestinal microbiota to immune and digestive wellness, non-digestible oligosaccharides are becoming essential structural and functional ingredients. The global market, valued at USD 7.7 billion in 2025, is estimated to reach USD 8.2 billion in 2026. Advancing at a Compound Annual Growth Rate (CAGR) of 6.7% over the ten-year forecast period, total market valuation is projected to achieve USD 15.7 billion by 2036, delivering an absolute incremental opportunity of USD 7.5 billion. Market Performance Overview (2026-2036) To map out the key ingredient types, primary application sectors, and regional growth vectors guiding this USD 7.5 billion market scale-up, key segment allocations highlight where global commercial demand is concentrated: * Inulin Ingredient Segment (46.0% share): Commands the active ingredient category in 2026, favored for its dual functionality - stimulating beneficial gut bacteria while replacing sugar and fat texture in complex dairy, bakery, and beverage matrices. * FOS, GOS, & HMO Synthetic/Enzymatic Oligosaccharides: Form secondary ingredient pillars, driving high-margin growth across infant formulas, pediatric nutrition, and clear functional drinks. * Functional Food & Beverages Application Segment (63.0% share): Dominates end-use applications over dietary supplements, as consumers migrate from pill-based formats to convenient, fortified daily snacks, drinkable yogurts, and high-fiber bars. * India Regional Leadership (7.7% CAGR): Serves as the fastest-growing national market through 2036, driven by rapid urban transformation, packaged functional food adoption, and rising metabolic health awareness. Technical Drivers and Formulation Shifts The commercial expansion of prebiotic ingredients across food, beverage, and supplement sectors is propelled by three primary industry catalysts: Sugar Replacement and Structural Texture Replication Global sugar-reduction taxes and front-of-pack labeling mandates force manufacturers to reformulate. Soluble prebiotic fibers (like chicory inulin and fructo-oligosaccharides) replace the bulk, mouthfeel, and humectancy of sugar in reduced-calorie CPG products without altering processing viscosity or adding high glycemic calories. Pediatric HMO Approvals and Infant Formula Fortification Regulatory approvals for synthetic Human Milk Oligosaccharides (such as 2'-FL HMO in China and North America) enable infant formula producers to mirror natural human breast milk immunity benefits, driving high-volume adoption across early-life nutrition lines. Processing Stability Under Severe Thermal Cycles Ingredient suppliers are investing in heat- and acid-stable soluble fiber processing (e.g., Tate & Lyle's facility expansions in Europe). This ensures that prebiotic fibers retain their non-digestible structure and microbiota-stimulating potency through high-temperature UHT pasteurization and acidic beverage storage. Industrial Constraints & Raw Material Volatility Prebiotic extractors and functional CPG procurement teams navigate specific operational hurdles: * Raw Material Harvest Vulnerability: Chicory root, agave, and Jerusalem artichoke crops are susceptible to weather disruptions and seasonal yield volatility. Ingredient refiners are securing multi-continent supply networks and long-term agricultural contracts to prevent supply shocks. * Clinical Substantiation and Claim Regulations: Authorities like the US FDA and EFSA enforce strict scientific thresholds for on-pack health claims. Obtaining exclusive health claims requires substantial multi-year human clinical trials. Regional Growth Profile Regional demand reflects rapid functional food adoption in Asia-Pacific alongside policy-driven sugar-reduction reformulations in Western economies: * India (7.7% CAGR): The global growth frontrunner, driven by an expanding urban population ($sim 600$ million by 2036), rising adult diabetes awareness, and widespread daily staple fiber fortification. * China (7.2% CAGR) & Japan (6.9% CAGR): Spurring volume growth through state pediatric nutrition clearances, aging demographic gut-brain axis interventions, and specialized FOSHU functional health claims. * Germany (6.4% CAGR) & United Kingdom (6.0% CAGR): Leading European market expansion, driven by clean-label organic demand, strict sugar levy compliance, and soluble fiber deployment in bakery/dairy. * United States (4.7% CAGR): Sustained by finalized FDA "healthy" labeling definitions, massive preventive healthcare spending, and direct-to-consumer gut-health supplement sales. Competitive Landscape The global prebiotic ingredient landscape features a combination of global flavor and fiber refiners, specialized bio-fermentation innovators, and agricultural processors. Key market participants profiled in the report include Tate & Lyle, dsm-firmenich, IFF, BENEO, Roquette, Ingredion, Kerry Group, Nexira, COSUCRA, and Lallemand Health Solutions. Major players compete by expanding multi-continent soluble fiber production capacity, securing third-party prebiotic verification seals (NutraStrong), and co-developing synbiotic (prebiotic + probiotic) systems. Frequently Asked Questions What is the projected valuation of the global prebiotic ingredient market by 2036? The global prebiotic ingredient market is projected to reach USD 15.7 billion by 2036, expanding from an estimated baseline valuation of USD 8.2 billion in 2026 at a CAGR of 6.7%. Why does Inulin command a 46.0% market share? Inulin leads the ingredient category in 2026 because it combines proven gut microbiota stimulation with excellent fat- and sugar-replacing texturizing properties across dairy, bakery, and beverage products. What main end-use application dominates prebiotic ingredient sales? Functional Food & Beverages holds a 63.0% market share in 2026, as mainstream consumers prefer fortified everyday foods (yogurts, bars, juices) over traditional supplement pills. FMI Custom Research: Strategic Intelligence for Confident Decision-Making In today's rapidly evolving business environment, leadership teams need clear, actionable intelligence tailored to their strategic objectives. FMI's Custom Research solutions are designed around specific business questions, enabling executives to evaluate growth opportunities, validate investments, assess competitive dynamics, and reduce uncertainty before making critical decisions. Key Executive Benefits * Decision-Ready Insights: Research tailored to your specific business challenges, growth plans, and investment priorities. * Reduced Strategic Risk: Validate market opportunities, customer demand, and competitive positioning before committing resources. * Market Entry Confidence: Assess opportunity size, regulatory barriers, channel dynamics, and competitive landscapes with precision. * Competitive Advantage: Gain proprietary intelligence unavailable through syndicated reports or internal datasets. * Faster Growth Decisions: Accelerate expansion, product development, portfolio optimization, and investment planning. * Primary Market Validation: Access real-world customer, buyer, and stakeholder insights that support high-confidence decision-making. Business Impact FMI helps organizations transform market complexity into strategic clarity, enabling leadership teams to identify growth opportunities faster, optimize resource allocation, strengthen competitive positioning, and make high-stakes business decisions with confidence. To explore how FMI Custom Research can support your strategic priorities, connect with its team at - [email protected] About Future Market Insights (FMI) Future Market Insights (FMI) delivers actionable, decision-focused market intelligence that goes beyond traditional research reports. The company provides: * In-depth pricing and cost benchmarking analysis * Demand forecasting based on real industry inputs * Procurement and buyer behavior insights * Supply chain and trade flow intelligence * Technology and application trend analysis across industries FMI follows a robust bottom-up research methodology, combining insights from industry experts, procurement leaders, manufacturers, and technical professionals to ensure accurate and practical market intelligence.

Tate & Lyle shareholders say yes to Ingredion takeover. 28th Jul 2026 15:06 (Alliance News) - Tate & Lyle PLC on Tuesday announced that its shareholders have voted in favour of its GBP2.7 billion acquisition by US peer Ingredion Inc. The London-based maker of food and beverage ingredients said all resolutions were passed at the court meeting and general meeting of scheme shareholders, with 98.64% votes in favour of the takeover. Tate & Lyle expects the scheme to become effective during the second half of 2027. The company's directors unanimously recommended Ingredion's acquisition bid in early June, with the latter offering 595 pence per share, not including dividends. This was roughly a 60% premium to the company's closing share price of 374.80p on May 13, the day before its offer period began. The all-cash offer values Tate & Lyle's equity at GBP2.7 billion and implies an enterprise value of GBP3.7 billion, including debt. In addition, Tate & Lyle shareholders will be eligible to receive a final dividend for the year ended in March of up to 13.2p per share and an interim dividend for the first half of financial 2027 of up to 6.8 per share. Assuming that the dividends are paid in full, the Ingredion offer values Tate & Lyle at 615p per share, about 64% higher than the May 13 closing share price, or GBP2.8 billion in total, and implies an enterprise value of GBP3.8 billion. Tate & Lyle shares were flat at 555.50p each on Tuesday afternoon in London. By Emma Curzon, Alliance News reporter Related Shares: